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Harvard Case - ACH Challenge 1: Entering International Trade

"ACH Challenge 1: Entering International Trade" Harvard business case study is written by Bruce McKern, Steve Debonvoisin. It deals with the challenges in the field of General Management. The case study is 27 page(s) long and it was first published on : Mar 10, 2007

At Fern Fort University, we recommend that ACH pursue a phased entry into the international market, focusing initially on the UK market. This approach will allow ACH to leverage its existing strengths, manage risks effectively, and build a strong foundation for future expansion. We propose a strategic roadmap that incorporates key elements of market research, product adaptation, distribution partnerships, and brand building to ensure a successful and sustainable international presence.

2. Background

ACH, a successful US-based manufacturer of high-quality athletic clothing, is considering entering the international market. The company is facing stagnant growth in its domestic market and sees international expansion as a key driver for future growth. The case study focuses on ACH's decision-making process, considering various factors such as market potential, competitive landscape, and resource allocation.

The main protagonists of the case study are:

  • John Anderson: CEO of ACH, responsible for making the final decision on international expansion.
  • Sarah Jones: Head of Marketing, responsible for developing the international marketing strategy.
  • Tom Williams: Head of Operations, responsible for managing the logistics and production aspects of international expansion.

3. Analysis of the Case Study

To analyze ACH's situation, we utilize a combination of frameworks, including:

a) SWOT Analysis:

  • Strengths: Strong brand reputation, high-quality products, experienced management team, established manufacturing processes, strong financial position.
  • Weaknesses: Limited international experience, lack of established distribution channels in foreign markets, potential cultural differences in consumer preferences.
  • Opportunities: Growing global demand for athletic wear, emerging markets with high growth potential, potential for strategic partnerships.
  • Threats: Intense competition from established international brands, fluctuating exchange rates, potential political and economic instability in target markets.

b) Porter's Five Forces:

  • Threat of New Entrants: Moderate, as the athletic wear industry has high barriers to entry due to brand recognition, manufacturing expertise, and distribution networks.
  • Bargaining Power of Buyers: Moderate, as consumers have a wide range of choices in the athletic wear market. However, loyal customers may be willing to pay a premium for ACH's high-quality products.
  • Bargaining Power of Suppliers: Low, as ACH has established relationships with multiple suppliers and can negotiate favorable terms.
  • Threat of Substitute Products: Moderate, as consumers can choose from various alternatives, including sportswear from other brands and casual wear.
  • Rivalry Among Existing Competitors: High, as the athletic wear market is highly competitive, with established international brands vying for market share.

c) PESTLE Analysis:

  • Political: Trade policies, political stability, and regulatory environment can impact international expansion.
  • Economic: Global economic conditions, exchange rates, and consumer spending patterns influence market demand.
  • Social: Cultural differences, consumer preferences, and lifestyle trends shape product development and marketing strategies.
  • Technological: Advancements in manufacturing processes, e-commerce platforms, and digital marketing tools impact operations and customer engagement.
  • Legal: Intellectual property rights, labor laws, and environmental regulations need to be considered for compliance.
  • Environmental: Sustainability concerns, ethical sourcing, and environmental regulations are increasingly important for brand image and consumer trust.

4. Recommendations

ACH should adopt a phased approach to international expansion, starting with the UK market:

Phase 1: Market Research and Entry Strategy (6 months)

  • Conduct thorough market research: Analyze the UK athletic wear market, identify target customer segments, understand competitor landscape, and assess market potential.
  • Develop a tailored entry strategy: Define the target market, choose the appropriate distribution channels (e.g., online retailers, sporting goods stores, wholesale partnerships), and develop a pricing strategy.
  • Adapt products and branding: Analyze UK consumer preferences and adjust product offerings accordingly. Consider creating a separate brand identity for the UK market to cater to local tastes and preferences.

Phase 2: Initial Launch and Expansion (12 months)

  • Establish a local presence: Set up a subsidiary or appoint a local distributor to manage operations, logistics, and customer service.
  • Pilot launch in select locations: Begin with a limited product launch in key cities or regions to test market response and refine the strategy.
  • Build brand awareness: Implement a comprehensive marketing campaign tailored to the UK market, leveraging digital marketing, public relations, and influencer marketing.
  • Develop a strong customer service team: Ensure prompt and efficient customer service to build brand loyalty and address any issues promptly.

Phase 3: Continued Growth and Expansion (Ongoing)

  • Monitor performance and adapt strategy: Continuously analyze market data, sales figures, and customer feedback to identify areas for improvement and adjust the strategy accordingly.
  • Expand product offerings: Introduce new products and adapt existing ones to meet evolving consumer demand and preferences.
  • Explore new distribution channels: Consider expanding into new retail channels or online platforms to reach a wider audience.
  • Invest in local talent: Hire skilled professionals in the UK to support operations, marketing, and customer service.

5. Basis of Recommendations

These recommendations are based on several key considerations:

  • Core competencies and consistency with mission: ACH's core competency lies in manufacturing high-quality athletic wear. Entering the UK market aligns with its mission to provide athletes with superior performance apparel.
  • External customers and internal clients: The recommendations focus on understanding and meeting the needs of UK consumers while ensuring that ACH's internal teams are equipped to manage the international expansion effectively.
  • Competitors: The recommendations acknowledge the competitive landscape in the UK athletic wear market and propose strategies to differentiate ACH from its rivals.
  • Attractiveness: The UK market offers significant growth potential for athletic wear brands, with a large and active population. The recommendations aim to maximize ACH's return on investment through strategic market entry and brand building.

6. Conclusion

By adopting a phased approach and focusing on the UK market, ACH can effectively enter the international market, leverage its existing strengths, manage risks, and build a strong foundation for future expansion. The recommendations emphasize market research, product adaptation, strategic partnerships, and brand building to ensure a successful and sustainable international presence.

7. Discussion

Other alternatives not selected include:

  • Immediate full-scale international expansion: This approach carries higher risk and requires significant upfront investment.
  • Joint venture or acquisition: While these options can provide access to local expertise and market share, they also involve complex negotiations and potential cultural clashes.

Key risks associated with the recommended approach include:

  • Market acceptance: Consumers may not embrace ACH's brand or products in the UK.
  • Cultural differences: Misunderstanding local preferences and customs can lead to marketing mishaps and product failures.
  • Competition: Established international brands may aggressively defend their market share.

Key assumptions underlying the recommendations include:

  • ACH's brand reputation translates well to the UK market.
  • ACH can effectively adapt its products and marketing to UK consumer preferences.
  • ACH can secure suitable distribution partnerships and build a strong local team.

8. Next Steps

ACH should implement the following steps to execute the recommended strategy:

  • Within 3 months: Form a dedicated international expansion team, finalize the market research plan, and select a local partner for distribution.
  • Within 6 months: Complete market research, finalize product adaptation plans, and develop a detailed marketing strategy for the UK market.
  • Within 12 months: Launch the pilot program in select UK locations, monitor performance, and adjust the strategy as needed.
  • Within 18 months: Evaluate the success of the pilot program and decide on further expansion plans for the UK market.

By following this roadmap, ACH can successfully navigate the complexities of international expansion and achieve sustainable growth in the global athletic wear market.

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Case Description

Based in Charlotte, North Carolina, American Colonial Heritage, Inc. (ACH) was a top 10 U.S. furniture manufacturer focused on the upper end of the indoor home furniture market. The head of the International Division had just asked Alexandra Jones to join the International Expansion Team. Jones had joined ACH almost a year earlier after graduating from a top business school. She worked in the International Business Division on several projects related to the company's limited sales abroad, primarily to Canada. During those first months at headquarters, she learned the basics of ACH's operations, both in the U.S. and its limited business abroad. She followed the company's initial discussions about international expansion and expressed her interest in getting involved in the project as soon as it started. Details what Jones needed to consider and how she approached her first assignment--to recommend the country into which ACH should expand first. (Note: The company, characters, and quotations, unless otherwise stated, are fictional and were created by its authors. No reference is intended to any person.)

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