Market entry case

Question

Hello all,

My name is Alex and I'm solving a case about helping a US leather shoes company to enter Asia market. My problem is Asia is a pretty big market and I don't know which way to divide it to actually calculate market size, growth,… and do further analysis. Do you have any idea to approach this?

Thank you really much for all your time and answers!

Answer 1

Hi Alex!

The first step is to make sure you're clear on why the company is looking to enter the market. Is it for topline growth, bottom-line growth, diversification, to gain economies of scale, to gain market share, build new skills/competencies, pre-emptively strike a foreign competitor, ahieve a long-term vision (applies well to an NGO) etc.?

Once you have this, you can get a feel for which of your 3-4 classic market entry buckets (company, market, competitor) you want to tackle first.

For example, if it's topline growth, the market size probably matters most. If it's economies of scale or building skills/competencies it's company first. If it's strike a foregin competitor or even bottom-line growth (for a comparison) it's competition first. I think you get the gist :)

I generally prefer the following buckets:

1) Is the market attractive

2) Is the market attractive for us (will we get a good % and compete well)

3) Does this pan out from an ROI/logistical perspective (how do we enter, what does it cost, etc.)

Answer 2

Few considerations:

Why are you sizing the market?
Is that the right way forward in the case?
If yes then what are some of the other details of the client, product, market, objective etc.
Your market sizing structure will also be influenced by these parameters

I recommend that you put a photo of your own attempt as an update to the question and then we can comment better.