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The mode of entry into foreign market is through legal path, whereby you do all the registration of the business.
"Definition of Software product business"Company develops the Intellectual property and owns itEntire branding of the product is the responsibility of the companyCompany sells the product to customers i.e. consumer, enterprise or SMB directly or through channel\distributor\reseller partnersThe product caters not to a single problem or customer but to a larger base of customers with similar problem with minimum customizationInvestment for IP development can be from various investor sources but the company makes revenue only after the initial gestation periodRevenue cycle is a typical S-Curve where in the returns of the investment is maximum after 5 or more years (Traditional software). The time period changes depending on the software and mode of deliver (Licence, SaaS etc.)
Foreign Market Entry ModesThe decision of how to enter a foreign market can have a significant impact on the results. Expansion into foreign markets can be achieved via the following four mechanisms:ExportingLicensingJoint VentureDirect InvestmentExportingExporting is the marketing and direct sale of domestically-produced goods in another country. Exporting is a traditional and well-established method of reaching foreign markets. Since exporting does not require that the goods be produced in the target country, no investment in foreign production facilities is required. Most of the costs associated with exporting take the form of marketing expenses.Exporting commonly requires coordination among four players:ExporterImporterTransport providerGovernmentLicensingLicensing essentially permits a company in the target country to use the property of the licensor. Such property usually is intangible, such as trademarks, patents, and production techniques. The licensee pays a fee in exchange for the rights to use the intangible property and possibly for technical assistance.Because little investment on the part of the licensor is required, licensing has the potential to provide a very large ROI. However, because the licensee produces and markets the product, potential returns from manufacturing and marketing activities may be lost.Joint VentureThere are five common objectives in a joint venture: market entry, risk/reward sharing, technology sharing and joint product development, and conforming to government regulations. Other benefits include political connections and distribution channel access that may depend on relationships.Such alliances often are favorable when:the partners' strategic goals converge while their competitive goals diverge;the partners' size, market power, and resources are small compared to the industry leaders; andpartners' are able to learn from one another while limiting access to their own proprietary skills.The key issues to consider in a joint venture are ownership, control, length of agreement, pricing, technology transfer, local firm capabilities and resources, and government intentions.Potential problems include:conflict over asymmetric new investmentsmistrust over proprietary knowledgeperformance ambiguity - how to split the pielack of parent firm supportcultural clashesif, how, and when to terminate the relationshipJoint ventures have conflicting pressures to cooperate and compete:Strategic imperative: the partners want to maximize the advantage gained for the joint venture, but they also want to maximize their own competitive position.The joint venture attempts to develop shared resources, but each firm wants to develop and protect its own proprietary resources.The joint venture is controlled through negotiations and coordination processes, while each firm would like to have hierarchical control.Foreign Direct InvestmentForeign direct investment (FDI) is the direct ownership of facilities in the target country. It involves the transfer of resources including capital, technology, and personnel. Direct foreign investment may be made through the acquisition of an existing entity or the establishment of a new enterprise.Direct ownership provides a high degree of control in the operations and the ability to better know the consumers and competitive environment. However, it requires a high level of resources and a high degree of commitment.The Case of EuroDisneyDifferent modes of entry may be more appropriate under different circumstances, and the mode of entry is an important factor in the success of the project. Walt Disney Co. faced the challenge of building a theme park in Europe. Disney's mode of entry in Japan had been licensing. However, the firm chose direct investment in its European theme park, owning 49% with the remaining 51% held publicly.Besides the mode of entry, another important element in Disney's decision was exactly where in Europe to locate. There are many factors in the site selection decision, and a company carefully must define and evaluate the criteria for choosing a location. The problems with the EuroDisney project illustrate that even if a company has been successful in the past, as Disney had been with its California, Florida, and Tokyo theme parks, future success is not guaranteed, especially when moving into a different country and culture. The appropriate adjustments for national differences always should be made.Comparision of Market Entry OptionsThe following table provides a summary of the possible modes of foreign market entry:Comparison of Foreign Market Entry ModesModeConditions Favoring this ModeAdvantagesDisadvantagesExportingLimited sales potential in target country; little product adaptation requiredDistribution channels close to plantsHigh target country production costsLiberal import policiesHigh political riskMinimizes risk and investment.Speed of entryMaximizes scale; uses existing facilities.Trade barriers & tariffs add to costs.Transport costsLimits access to local informationCompany viewed as an outsiderLicensingImport and investment barriersLegal protection possible in target environment.Low sales potential in target country.Large cultural distanceLicensee lacks ability to become a competitor.Minimizes risk and investment.Speed of entryAble to circumvent trade barriersHigh ROILack of control over use of assets.Licensee may become competitor.Knowledge spilloversLicense period is limitedJoint VenturesImport barriersLarge cultural distanceAssets cannot be fairly pricedHigh sales potentialSome political riskGovernment restrictions on foreign ownershipLocal company can provide skills, resources, distribution network, brand name, etc.Overcomes ownership restrictions and cultural distanceCombines resources of 2 companies.Potential for learningViewed as insiderLess investment requiredDifficult to manageDilution of controlGreater risk than exporting a & licensingKnowledge spilloversPartner may become a competitor.Direct InvestmentImport barriersSmall cultural distanceAssets cannot be fairly pricedHigh sales potentialLow political riskGreater knowledge of local marketCan better apply specialized skillsMinimizes knowledge spilloverCan be viewed as an insiderHigher risk than other modesRequires more resources and commitmentMay be difficult to manage the local resources.
mode of packages aquasation
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The mode of entry into foreign market is through legal path, whereby you do all the registration of the business.
franchise
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It changes to Edit mode.
They enter in through the water.
Just Exporting
yes
Which mode of entry (i.e. licensing, franchising, strategic partnership, joint venture, wholly owned subsidiary, etc.) is most appropriate for entering a foreign country?
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Port of exit/entry; Mode of Transmission; Pathogenic Agent
The reason for studying the life cycle of parasites is for the portal of entry, the incubation period, mode of transmission and the mode of exit.