Market Entry Options and Characteristics
Question 1Market Entry Options
The two Lasserre and Schütte readings for this module discuss some of the market-entry options for doing business in Asia-Pacific. They first discuss information and intelligence as necessary inputs to the decision, and then, among other things, they distinguish various entry modes and related decisions that are necessary such as location and partner choices, along with the critical issue of partnership management. The two Menzies, Chung and Orr readings look at similar issues within the specific context of doing business in China. There is a great deal of information provided in these readings, as there are many important issues to be considered and critical decisions to be made. To prepare for this Discussion, read the chapters listed in your Learning Resources and summarise, synthesise and integrate the information. Then list the critical issues identified and simplify and organise them into a framework or model.
Post a mind-map or matrix view representing the critical issues present. Remember there is no one right answer since different people see and process information differently. Then share your thoughts (challenges and successes) about the process of trying to conceptually organise and integrate this information and the results you obtained
Question 2 Market Characteristics: More Similar or Different?
In the Cappelli reading for this module we revisit some of the themes we identified and discussed in the previous module. Cappelli distinguished the ‘India way’ of doing business that is characterised by the four principal practices of:
• Holistic engagement of employees
• Improvisation and adaptability in execution
• Creative value propositions for customers
• A sense of social purpose for business operations
Assuming you need to enter into some sort of partnership arrangement with a local firm within Asia-Pacific, as discussed above and in the other readings for this module, consider and then answer the question below
What are 2–3 implications of the ‘Indian way’ (and of some of the other ‘ways’ you can recall from the previous module) for entering into and managing various cooperative and partnership arrangements (eg, joint ventures, licensing agreements, distribution arrangements, partnerships, acquisitions) that are so often necessary for successfully doing business in Asia-Pacific? Justify your response.
• Cappelli, P. (2011). India’s management mid-set. HR Magazine, 56(8), 59–62. Retrieved from
• Lasserre, P., & Schütte, H. (2006). Strategies for Asia Pacific: Meeting new challenges (3rd Ed.). Basingstoke, England: Palgrave Macmillan.
o Chapter 6, ‘Competing
• Chapter 7, ‘Joining forces
• Menzies, J., Chung, M., & Orr, S. (2012). Doing business in China: Getting ready for the Asian century. New York, NY: Business Expert Press.
o Chapter 7, ‘Motivations, Planning, and Strategies for China’
o Chapter 8, ‘Entry Mode and Location Choices in China’