Harvard Case - Unaxis (A): Going Asia
"Unaxis (A): Going Asia" Harvard business case study is written by Ralf W. Seifert, Carlos Cordon, Henrik Eklund. It deals with the challenges in the field of Operations Management. The case study is 11 page(s) long and it was first published on : Jul 14, 2006
At Fern Fort University, we recommend Unaxis pursue a strategic expansion into Asia, focusing on the Chinese market initially. This expansion should be a phased approach, beginning with a joint venture with a local partner to leverage their market knowledge and manufacturing capabilities. Simultaneously, Unaxis should invest in developing a robust supply chain network within China, incorporating lean manufacturing principles and a focus on quality control. This strategy will allow Unaxis to capitalize on the growing Chinese market while mitigating risks associated with direct entry.
2. Background
The case study focuses on Unaxis, a Swiss company specializing in vacuum technology, facing a stagnating European market and seeking growth opportunities in Asia. The company's core competency lies in its advanced vacuum technology, used in various industries like semiconductor manufacturing, solar energy, and thin-film coatings. The key protagonist is the CEO, who must decide on the best strategy for entering the Asian market, specifically considering the challenges and opportunities presented by China.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Unaxis possesses strong technological expertise, a well-established brand, and a loyal customer base in Europe.
- Weaknesses: Limited experience in Asian markets, potential cultural barriers, and a lack of established supply chain infrastructure in Asia.
- Opportunities: Rapidly growing demand for vacuum technology in Asia, particularly in China, and potential for cost reduction through manufacturing in Asia.
- Threats: Intense competition from local and international players, potential political and economic instability in Asia, and risks associated with intellectual property protection.
Porter's Five Forces Analysis:
- Threat of New Entrants: High due to the relatively low barriers to entry in the vacuum technology market.
- Bargaining Power of Buyers: Moderate, as buyers have multiple options but value Unaxis's technology and expertise.
- Bargaining Power of Suppliers: Moderate, as Unaxis relies on a limited number of suppliers for critical components.
- Threat of Substitutes: Moderate, as alternative technologies are emerging but not yet fully developed.
- Competitive Rivalry: High, with numerous local and international competitors vying for market share.
Key Issues:
- Market Entry Strategy: Choosing the most effective approach to enter the Asian market, considering joint ventures, acquisitions, or direct investment.
- Supply Chain Management: Establishing a robust and efficient supply chain network in Asia to support manufacturing and distribution.
- Cultural Adaptation: Navigating cultural differences and adapting to local business practices.
- Risk Management: Identifying and mitigating potential risks associated with political instability, economic fluctuations, and intellectual property protection.
4. Recommendations
- Phased Entry Strategy: Begin with a joint venture with a reputable Chinese partner, leveraging their local knowledge, manufacturing capabilities, and existing customer relationships. This will allow Unaxis to gain market access, build trust, and minimize initial investment risks.
- Supply Chain Development: Establish a dedicated supply chain network within China, focusing on:
- Sourcing: Partner with local suppliers for raw materials and components, ensuring quality and cost-effectiveness.
- Manufacturing: Implement lean manufacturing principles to optimize production processes, minimize waste, and enhance efficiency.
- Logistics: Develop a robust logistics network to ensure timely and cost-effective delivery of products to customers.
- Quality Management: Implement a rigorous quality control system, adhering to international standards and incorporating Six Sigma principles to minimize defects and ensure customer satisfaction.
- Innovation and Product Development: Leverage the joint venture to develop products specifically tailored to the Chinese market, incorporating local preferences and technological advancements.
- Marketing and Sales: Develop a targeted marketing strategy to reach potential customers in China, utilizing both traditional and digital channels.
- Risk Management: Implement a comprehensive risk management framework to address potential challenges such as political instability, economic fluctuations, and intellectual property protection.
5. Basis of Recommendations
- Core Competencies: The joint venture strategy leverages Unaxis's core competency in vacuum technology while allowing them to access local expertise and resources.
- External Customers: The focus on quality control and product development tailored to the Chinese market ensures customer satisfaction and builds long-term relationships.
- Competitors: The phased entry strategy allows Unaxis to gradually build market share while mitigating competitive pressure from established players.
- Attractiveness: The Chinese market offers significant growth potential, and the joint venture strategy minimizes initial investment risk.
6. Conclusion
By adopting a phased entry strategy, focusing on supply chain development, and prioritizing quality and innovation, Unaxis can successfully expand into the Asian market, particularly China. This strategy will enable the company to capitalize on the growing demand for vacuum technology while mitigating risks and building a sustainable presence in the region.
7. Discussion
Alternatives:
- Direct Investment: A direct investment in China would provide Unaxis with full control but carries higher initial investment risk and potential cultural challenges.
- Acquisition: Acquiring a local company could provide immediate market access and established infrastructure but may be expensive and risky if the acquired company's culture and operations are incompatible.
Risks and Key Assumptions:
- Political Instability: The Chinese market is subject to political fluctuations, which could impact business operations.
- Economic Fluctuations: Economic downturns in China could affect demand for vacuum technology.
- Intellectual Property Protection: Protecting intellectual property in China can be challenging due to a less robust legal framework.
Options Grid:
| Option | Advantages | Disadvantages |
|---|---|---|
| Joint Venture | Reduced risk, access to local expertise, cost-effective | Limited control, potential cultural clashes |
| Direct Investment | Full control, potential for higher profits | Higher investment risk, cultural challenges |
| Acquisition | Immediate market access, established infrastructure | High cost, potential cultural clashes, integration challenges |
8. Next Steps
- Due Diligence: Conduct thorough due diligence on potential joint venture partners in China.
- Negotiation: Negotiate a mutually beneficial joint venture agreement, outlining roles, responsibilities, and ownership structure.
- Supply Chain Development: Begin developing the supply chain network in China, identifying and partnering with local suppliers.
- Product Development: Initiate the development of products tailored to the Chinese market, leveraging the joint venture's expertise.
- Marketing and Sales: Develop a targeted marketing strategy for the Chinese market, utilizing both traditional and digital channels.
- Risk Management: Implement a comprehensive risk management framework to address potential challenges.
This phased approach will allow Unaxis to gradually build a strong presence in the Asian market while mitigating risks and maximizing opportunities for long-term growth and success.
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Case Description
Unaxis Data Storage, a branch of a large European high tech company, is facing a difficult choice. Since most of its customer base is in Asia, the management has to come up with a solution to manufacture some of its products in Asia and generate some cost saving. Yet, the company wants to keep control of its supply chain and its intellectual property.
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