Hi,

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 :)

Hi there!

To add on top of the other insightful answers on this post, sharing a very complete case that I recently pusblished in PrepL´s library, precisely focused on the railway market entry: 

https://www.preplounge.com/en/management-consulting-cases/interviewer-led-mckinsey-style/intermediate/market-entry-disrupting-the-new-york-boston-railway-industry-258

Hope it´s useful when it comes to preparing this family of cases, don´t hesitate to send me a message with any questions! 

Best, 

Clara

Neither of the two! A case approach should always be a LOGIC, not a set of areas to scrutinize. So you have to start with setting up the criterion which needs to be fulfilled to answer the core question with "yes"! All the areas that you want to scrutinize (be it market, company, customer segments etc etc.) are just a consequence of that logic and are influencing different parts of your driver tree.

Please have a look at my previous anwers to similar questions - I have disaggregated the whole essence of setting up a structure in great detail.

Cheers, Sidi