Outline and discuss a plan for Acer exapnding its operations and marketing efforts into one of the countries that are considered `emerging markets` (e.g., Latin America, Eastern Europe, China, India...etc.). You should provide a rationale for the choice

OUTLINE AND DISCUSS A PLAN FOR ACER EXPANDING ITS OPERATIONS AND MARKETING EFFORTS INTO ONE OF THE COUNTRIES THAT ARE CONSIDERED `EMERGING MARKETS` SUCH AS CHINA

by

Author 's name

Author 's affiliation

October 2006

Abstract

Multinational corporations are entering and expanding in the global market as globalization of the world economy is increasing . This study provides an entry and expansion plan of Acer in China that is emerging as a very attractive market . Four stages of development in Chinese market are described in this study

Table

of Contents

Introduction br .4

Literature Review .4

Expansion of Acer in China .6

Strategic Transitions throughout the Evolutionary Process .9

Application of the Framework .16

HYPERLINK "http /web .ebscohost .com /ehost /detail ?vid 65 hid 106 sid 0bb187d0-29c9- 4242-94fb-063f110aea00 40sessionmgr103 " \l "toc toc " \o "DISCUSSION Conclusion br .17

References

Introduction

Rapid economic development in China as the biggest Big Emerging Market (BEMs ) has attracted many multinational corporations . Since the beginning of the economic reform in late 1970s , the Chinese government has encouraged foreign investment and opened industry after industry to foreign participation . Major MNCs have all taken positions in China , and many of them have expanded their operations in the country as they gain more experience , and as new policies create such opportunities . The convergence of numerous MNCs in China provides a unique opportunity to examine the adequacy of the evolutionary perspective in explaining firms ' expansion activities in the global market , and to explore its strategic implications for managerial decision making (Christensen et al . 2003 . Thus , this research attempts to substantiate the evolutionary perspective of global market expansion delineated in previous research by examining Acer 's expansion in China . Furthermore , this research proposes a normative framework of strategic transitions throughout the expansion process , including the key aspects of Acer 's business : mode and scale , operations management , marketing strategies , and human resources

Relevant Literature

The general business literature has several theories and many rigorous studies of growth and expansion strategies . The Product Life Cycle (PLC framework , including the four stages of introduction , growth , maturity and decline , has been widely adopted to analyze the evolution of marketing strategies--a company 's marketing objectives , target market (s , competitive conditions , and marketing mix strategies evolve over time (Kotler , 1997 Hamel Prahalad 1994 Enderwick 1993 . Using the ecology metaphor , Lambkin and Day (1989 ) took a broader perspective and examined the market evolution process from both directions : the supply side--product life cycle--and the demand side--adoption and diffusion of innovation . Their "market ecology " theory suggests that under the constraints of market equilibrium and limited resources , only firms best fitted to the contingencies of the market environment will survive and prosper , and that firms ' success depends on their ability to secure adequate resources and deploy effectively alternative time-based strategies (Lambkin Day , 1989 . The divergence of the basis of competition and the distinctive competence of the firm may result in "strategic dissonance (Burgelman Grove , 1996 . Such divergence , if not addressed properly , will eventually result in a firm 's withdrawal or demise , as it can no longer compete efficiently with other more adaptive firms

As a firm 's success and longevity are increasingly defined by its ability to learn from and adapt to the changing environment in a timely manner (de Geus , 1997 , the evolution theory offers a unique alternative perspective for analyzing MNCs ' global market expansion . A major advantage of the evolutionary perspective is its focus on the market environment as a dynamic stochastic process , and the performance of individual firms as a function of the underlying causes and a consequence of the combination of competitive conditions , market structure and strategies of individual firms (Han Diekmann 2001 Park Ungson 1997 Hill Jones 1995 Lambkin Day , 1989 . While the evolutionary perspective provides a more holistic view of the international expansion process and a basis for synthesizing and integrating previous research , it still needs to be validated with empirical evidence , and more importantly , to be substantiated with relevant implications for strategic decision making in various functional areas . While few have attempted longitudinal studies of international business activities , investigation of firms ' development over time , even with a small sample , may produce more insight into the evolutionary process of MNCs ' global expansion (Barkema et al . 1997 1996 Baum Singh 1994 Beamish 1993 Lambkin Day , 1989

In the past two decades , both China 's economic development and the expansion of MNCs in the country have been impressive . Existing research (Linda 2002 Linda et al . 1999 Osland Cavusgil , 1996 Sun , 1996 Achrol 1991 ) suggests that performance of MNCs in China is significantly influenced by the interaction between the environment (China , home country , and industry structure ) and the firm (previous experience organizational structure and operating strategies . MNCs ' activities in China provide substantial support that their expansion is a multi-step process involving intensive learning and interaction with the local market environment , and that firms have employed different strategies to address the specific objectives and challenges associated with each stage of development . The process of entry and subsequent expansion is also multi-faceted , including method of entry , operations management market strategies , and human resources . Since many MNCs have treated China as part of their global strategy , their experiences in the country offer a suitable setting to observe and analyze the evolutionary process of MNCs ' global market expansion (Linda et al . 2002 , 2000 Anand Delois 1996

Expansion of Acer in China

Internationalization or global market expansion of MNCs is a sequential process of incremental development . Previous researchers have suggested different stages of development , such as entry , expansion , and experienced (Linda Kelkar 2001 Dunning Kundu 1995 Braun 1989 Johanson Wiedersheim-Paul , 1975 , and initial entry , local market expansion , and global rationalization (Douglas Craig , 1989 . However prior to entry into a foreign market , firms often have to engage in intensive research and preparation . This is particularly true in the case of China , which represents a remote and unfamiliar market to many foreign firms . Thus , this research examines four stages of market expansion : preparation , entry , expansion , and experienced . Each stage is associated with unique characteristics in the external environment and presents new challenges , which in turn affect Acer 's objectives and priorities

1 . Preparation Stage

The stage of preparation is characterized by immense interest in the target market , yet lack of information and knowledge . Thus , assessment of market environment , such as demand and risk is the key concern and objective (Table 1 . Unfamiliar with the local culture , political environment and business practices , Acer should devote much of its effort to intelligence gathering , assessing risks , and cultivating relationships . These activities may include market research , trade missions , and even establishing representative offices in the target country . How to structure the deal--transaction cost analysis and financial feasibility--is another important task in the pre-entry stage Sufficient preparation is crucial and sometimes takes years

2 . Entry Stage

Market research and knowledge acquisition should reduce the level of uncertainty and perceived risk , and increase resource commitment . In the entry stage , Acer will face key decisions about the time , place , and method of entry , and the challenges to establish a beachhead operation and to ensure its smooth operation (Table 1 . The length of this experimentation stage depends on the combination of the environment management commitment , and the competitive advantages of Acer Sufficient planning and securing all the success requirements are paramount for the initial success

3 . Expansion Stage

New external triggers and success of the first flagship operation create opportunities for further expansion . In this stage , firms begin to venture into new product areas and geographic markets (Table 1 . Thus the foremost task for Acer is to identify other emerging and untapped markets . Understanding the mechanics behind the target country 's economic trends can assist Acer in establishing realistic goals as they make incremental commitment in resources to expansion . Constant monitoring of the market environment and political events can help Acer discover market opportunities and seize them in a timely manner . In the expansion process , Acer may also face enormous challenges in negotiating new operations , establishing an efficient distribution network , and creative marketing strategies to ensure continuous sales growth

4 . Experienced Stage

As experienced players in a foreign market , many MNCs have established a national headquarters with multiple operations in the country . The country division should contribute a significant portion of Acer 's worldwide revenues , and become an indispensable part of the Acer 's global strategy . With a significant presence and brand recognition in the host country , Acer may find several new priorities in market penetration , defending its market share , continuous innovation effective long-term planning , and fine-tuning their competitive strategies (Table 1 . Increasing sales in multiple markets highlight the importance of post-sale service . As the overall sales of many product categories are still growing , the market has become increasingly fragmented , and the segments have become smaller . Competition is increasing on as new foreign entrants also gain access to the market Acer needs new innovative marketing strategies to defend their market position and ward off the contenders

Strategic Transitions throughout the Evolutionary Process

Uncovering how Acer can respond and adapt to the evolving environment will greatly enhance the applicability of the evolutionary perspective and help Acer to better plan for changes and expansion in the global marketplace

Summary of previous research on the evolutionary perspective of global market expansion suggests three important principles (Burgelman Grove 1996 de Geus , 1997 Douglas Craig , 1989 Craig Douglas , 1996a 1996b Lambkin Day , 1989 . First , Acer seeking global expansion needs to constantly monitor the changes in the external environment and to recognize the unraveling opportunities as well as potential threats Monitoring of the environment for these vital signs should be a continuous process . Since these external and internal triggers often create a set of new environment contingencies that affect Acer 's performance and growth prospects , Acer must also be able to determine new objectives and priorities (Garten 1997 Douglas Craig , 1989 Craig Douglas , 1996a , 1996b . This strategic recognition (Burgelman Grove 1996 Johanson Vahlne 1977 , namely the sensitivity to the environment , represents a company 's ability to learn and to adapt (de Geus , 1997 . Second , as Acer sets new priorities and goals , it is imperative that it respond to the environmental stimuli and make a major strategic thrust (direction of expansion ) and key decisions that will effectively address these new challenges in a timely fashion . Delayed response or misinformed decision will hinder further expansion and result in lost opportunities . Third , and more importantly , Acer needs to deploy or develop distinctive competitive advantages , i .e , strategic levers that will optimally match the environmental contingencies and meet the new success requirements . Conversely , the divergence of a firm 's strategic levers and the environmental contingencies , or the lack of such distinctive competitive advantages , will hamper the firm 's optimal performance and further expansion (Burgelman Grove , 1996 Lambkin Day , 1989 Keegan 1969

Although international market expansion involves strategic decision making in many areas of a firm , this research focuses on four major aspects of business operations that present special challenges for Acer mode and scale , operations management , marketing strategies and human resources

Mode and Scale

Entry strategy and organizational structure have a great impact on performance of MNCs (Jain , 1989 . External triggers such as local market environment and host government policies , and internal triggers like company experience and resources all affect the mode of entry (Douglas Craig , 1989

Internal triggers such as company resources and experience also have a significant impact on mode of entry . Firms from Hong Kong and Taiwan with Chinese heritage and language , and those from Japan and Southeast Asian countries with high levels of cultural similarity to China have chosen more aggressive approaches such as Wholly Foreign Owned Enterprises (WFOEs . On the other hand , foreign firms from Europe and the U .S , which are culturally distant from China , have more often relied on joint ventures (Sun , 1996 . The location of entry can make a big difference . After operating in Hong Kong as a gateway to the mainland , many MNCs used China 's southern coastal cities as a starting point for the rest of the country . Most MNCs have chosen the Special Economic Zones and China 's top cities because of better infrastructure and more receptive consumers . However , hasty investment without considering the fit between the environment and Acer 's strategic intent may overshoot demand in the local market and result in loss of precious time and opportunities (Vanhonacker 1997 Mann 1989 Perlmutter 1969

Operations Management

In the early stage of preparation for entry into a foreign market , Acer needs to accomplish several important tasks such as market research assessing demand , transaction cost analysis , locating a potential partner and suppliers , and site selection (Table 1 . Decisions made in the preparation stage will have significant impact on subsequent operations . In the beginning , since most firms operate offshore or through middlemen , or a representative office with a small staff , real operation in China is at a minimal level . Yet it is critical that Acer secures all the success requirements for the initial operation

In the entry stage , Acer needs to translate business planning into actions . Major strategic thrusts may include establishment of a branch office or a joint venture , and transfer of capital , technology equipment and management , personnel to the host country (Table 1 . Most operations center on ironing out the details of the business plan and achieving a desirable level of operational efficiency and product quality . In China where many things are done for the first time , this can be a long and painful period of trial and error

In the expansion stage , as Acer can make significant strategic thrusts by beginning to sell several products and to operate in multiple markets , it may face new challenges . Effective sourcing of supplies research development to introduce new products , and post-sale service to improve customer satisfaction have become top priorities (Table 1 Acer needs to deploy or develop new strategic levers to ensure successful expansion

In the experienced stage , Acer has to strive to achieve cost-effectiveness and to ensure continuous growth by rationalizing the production process and coordinating its various operations . To maintain and improve its position in the market , Acer needs to devote more resources to research development , cost containment , and further penetration of the market . Today in China , even established foreign firms are being challenged from time to time by other MNCs and even local firms

Marketing Strategies

Since in many cases , MNCs are introducing a new product or brand name in a foreign market , the evolution of their marketing strategies is largely analogous to the Product Life Cycle (PLC ) and the diffusion process (Douglas Craig , 1989 . However , marketing in China presented unique challenges for Acer and some deviations from the PLC framework (Kotler 1997

Before 1986 , distribution in China was very difficult due to the rudimentary market infrastructure . In deciding whether to appoint an agent or distributor , Acer must balance the degree of control it desires against the risk of acting as a principal in a foreign jurisdiction . A local partner with established distribution channels and proven marketing ability is valuable . Given China 's size and diversity , Acer may find it makes sense to hire many local agents to cover different areas

As MNCs expand in China , the marketing infrastructure in the country has also experienced dramatic transformations . In China , as part of economic reform , various western marketing practices have been introduced into the economy . Today , Acer can deploy a variety of Western style marketing techniques : advertising , sales promotion , personal selling , and public relations . Large TV networks and quality programming that can cover the entire country , and program ratings similar those in the West , have appeared . Consumer promotion has become more frequent as companies try to gain customer loyalty . Sweepstakes and contests with hefty prizes such as cars and overseas trips are popular promotion tools (Table 1 As competition stiffens and Chinese consumers become more sophisticated marketing in China increasingly looks like how it is practiced in the West . In stead of using the mass marketing approach , more MNCs today have found it necessary to focus on a specific target market and to position the products accordingly (Cui , 1997 Wong Maher 1997

In 1986 , China began to reform its state distribution system by relaxing requirements and reducing the number of import licenses and price control . The import process and the wholesale and retail distribution channels may be managed by entities Private enterprises in retailing have blossomed . Manufacturers began to sell goods directly to end-users through channels independent from the State . Starting in 1992 , the new policy welcomed broad-based foreign participation in the retail sector . Joint ventures in wholesale and trading companies have also appeared . These new developments give Acer more distribution options and also necessitate the development of an efficient sales force , more effective management of distributor relationships and improvement of post-sale service

Human Resources

The shortage of qualified international managers is one of the most significant constraints on the expansion of multinational corporations (Harvey , 1996 . Due to tremendous differences in culture , language and education , and the severe shortage of bilingual and bicultural professional managers , adequate staffing can be a major challenge for Acer in China

In the entry stage , as MNCs enjoyed rapidly growing business in China and appointed country managers , many adopted the regional approach to human resources development and started deploying managerial and technical staff from Hong Kong and Taiwan to supervise their operations in China . The shared ancestry and common language of the Hong Kong and Taiwan staff allow a rapport with workers of mainland China unlikely to be matched by expatriates . Starting in the early 1980s , MNCs have used Hong Kong as a breeding ground for training managers for China Bilingual and bicultural professional managers of Chinese heritage with degrees from western universities are particularly in demand as Acer will seek qualified candidates to run its China operations

In the expansion stage , as MNCs ' operations in China become more complex and diverse , a country division may have been formed , headquartered in a major city . An increasing number of MNCs has established multiple operations in China and employs thousands of Chinese nationals Transferring technical , management and marketing know-how to the local employees has become a major challenge , since there are significant gaps in these areas due to cultural and educational differences . For instance , one of the obstacles for Acer is corporate reporting practice Most Chinese corporate structures are much flatter , with a more controlling and authoritarian management than those in the West Employee empowerment may work in the U .S , but offering one 's opinions without invitation in a Chinese company is often viewed as lack of confidence in the management or even insubordination . In addition , most mainland Chinese have been working for the government all their life Their motivation and work ethic can be very different from those from Hong Kong or Taiwan (Lindsay Dempsey , 1985 . In-housing training evaluation , incentive and motivational programs need to consider local cultural factors

With the growing importance of their China operations , many MNCs have established a senior executive position for those operations Experienced MNCs ' needs in human resources have also grown exponentially in number and variety of specialties . Acer needs effective planning in human resources development to ensure its long-term growth (Harvey 1996 . While most MNCs still maintain resident expatriate managers localization of management has become indispensable for continuous growth . As compensation for an expatriate manager is on average 350 ,000 , the cost of maintaining expatriates and their families is exorbitant . Hiring local talent is more effective for several reasons including reducing the cost associated with maintaining expatriate and third-country managers , utilizing the local talent , and ensuring long-term growth in the market . Today , there is still a severe imbalance between demand and supply of qualified professionals . The local talent pool in areas such as advertising , accounting , finance , and marketing is still very shallow and has been over-fished by MNCs . Poaching another company 's talent is common but not a permanent solution . Due to the weak business educational infrastructure , MNCs have resorted to various strategies such as investing in in-house training for Chinese employees working with local universities in developing an efficient work force and recruiting Chinese students studying overseas . MNCs hiring local Chinese have complained in the past about having to comply with requests for contributions to employee housing and medical expenses . Today housing assistance has become a strong incentive to attract new talent and to retain the loyalty of Chinese employees . To exploit the local market and improve employee performance , a local management team with full decision authority has become more important (Jain , 1989

Application of the Framework

From the evolutionary perspective , the framework of strategic transitions proposed in this research provides useful general guidelines for Acer 's planning for global market expansion activities and strategic decision making in various business functions . First , Acer can potentially develop strong expansion propensities and improve strategic decision making by focusing on the three principles . Strategic recognition requires constant monitoring of the environment for external as well as internal triggers to anticipate and prepare for changes Strategic thrust suggests that Acer needs to make major strategic decisions to address the new environmental contingencies and to identify the direction of expansion . Strategic levers are the effective strategies and competencies that Acer should deploy or develop in to optimally fit the environmental contingencies and meet the new success requirements . Second , this framework can be used as a planning tool for global market expansion for Acer . It provides an overview of a firm 's global market expansion over time , and across several functional areas . This framework can help a functional manager analyze the evolving nature of a firm 's environment and its strategic options , by examining vertically a specific aspect such as mode of entry or human resources development . It can also be applied to coordinate and control a firm 's various business functions , by examining horizontally across different functional areas at a specific stage of the expansion process . These applications can assist Acer in designing integrated and time-based expansion strategies

Like many normative theories , this framework of global market expansion is also subject to several constraints and should be interpreted with flexibility . Similar to the theories of the product life cycle and diffusion of innovation , its application should allow variations and even exceptions . First , depending on the extent of the firm 's involvement and experience in international markets , the specific issues that a firm faces in designing an effective expansion strategy may differ (Craig Douglas , 1996a . Second , the length of market expansion process and the number of stages may vary depending on the specific country environment and the background of firms . Prior international experience , management commitment , and technology excellence may help shorten the period of development . The specific country environment such as government policy , economic conditions , the cultural proximity between the home and target countries and of entry are also important factors (Sun , 1996 . For instance , a firm entering a culturally similar country or a stable and developed market may adopt more aggressive and direct approaches in its operations and strategies thus greatly reducing the length of the expansion process . These variations are in essence consistent with the evolutionary perspective--flexible adaptation to the specific market conditions

HYPERLINK "http /web .ebscohost .com /ehost /detail ?vid 65 hid 106 sid 0bb187d0-29c9- 4242-94fb-063f110aea00 40sessionmgr103 " \l "toc toc " \o "DISCUSSION Conclusion

The evolutionary perspective and the framework of strategic transitions can be used as a planning tool for Acer seeking expansion in the global market . As the world 's markets become increasingly interdependent , and as knowledge has replaced capital as the scarce production factor , the key to success is the firm 's ability to continuously learn from , and adapt to the environment (de Geus , 1997 . To successfully expand in the markets of the world , Acer has to closely monitor its environment for opportunities and threats , and make critical decisions about the direction of expansion . More importantly , Acer need to secure the necessary resources , deploy or develop effective strategies , adapt to the local market conditions , and meet the success requirements at each stage of the expansion process . The multi-step and multi-faceted process of Acer 's expansion elaborated in this study has expounded the evolutionary perspective , and specified the market conditions and the changing strategic priorities for Acer at different stages of expansion in four major operational areas . It also illustrates the need for Acer to anticipate changes , leverage its competitive advantages , and match its resources with the market conditions . These activities have a great impact on the quality of management decision-making in the process of global market expansion

Table 1 Stages of Global Market Expansion and Business Strategy Implications

Legend for Chart

B - Key Concerns 7 Objectives

C - Mode Scale

D - Operations Management

E - Marketing Strategies

F - Human Resources

A B C

D E

F

1 . Preparation market middlemen service

research , offshore

assessment of office

demand , political representative office

risk , and with a small

financial staff

feasibility

market advertising and

research , promotion to

feasibility study , create

and transaction consumer need

cost analysis awareness and

to stimulate

demand

middlemen

expatriates

training , relocation

support

and performance

2 . Entry establish single local

beachhead market , representative

operation , office , and tile

transfer of capital first joint venture

and management

ensure

smooth transition

transfer of capital , focus on brand

equipment , recognition

technology , and consumer

and personnel , preference

business plan establish distribution

implementation channels

and evaluation

expatriates

bicultural /bilinguals

transfer

of technical and

managerial

know-how

3 . Expansion sales growth , expand to

market share , other regional

new product markets , establish

development , national

and distribution headquarters

increase local

partnerships

localize supplies encourage

and production , brand preference

management expand

initiative and distribution

motivation , network , and

and meeting manage channel

competition relations

combination

of local and

expatriate management

team building , and

increased training

needs for locals

4 . Experienced customer loyalty , expand to marginal

competition , markets

coordination wholly owned

and rationalization subsidiary , and

even mergers

acquisitions

coordination sales force

among development

branches , focus on

achieve cost consumer

effectiveness , promotion and

and improve post-sale service

post-sale service

localization of

human

resources

motivation and

creativity , and

long-term HR

development

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