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PROJECT
MBA GLOBAL
EXECUTIVE SUMMARY
This report aims to look at the learnings obtained while studying at three partner
Universities and encapsulate strategic learnings through cross cultural business
environment based on the current policies and procedures in three different
continents.
After the investigation from European Business Context, Sweden and the
Netherlands surfaced as the most optimal countries to pursue. With proactive
policies toward elderly care, their governing bodies have fostered spirited
innovation with incentives stimulating trailblazing flagship programs and
technological advancement. A profound competitive analysis of the EU indicated
there is a strong interest in developing the sector based on these existing projects
in the field. Conversely, as these are merely pilot projects, each in an infantile
stage, iLead can still capitalize on the benefits inherent in a budding market.
Aluminum, one of the most widely used metals, has seen dramatic changes in the
industry in terms of market share, geographic and product demand and pricing.
With a growth rate of 6% year over year, aluminum has outpaced all other metals in
terms of growth. Overall the emerging BRIC economies consume over half of the
worldwide aluminum supply with China being the major consumer at 40%. The
major use in developing markets is for construction, as aluminum is priced lower
than other metals. In addition to being the biggest global consumer, China is also
the largest producer of aluminum at 49.5%. The worldwide market consists of six
major players and has seen the emergence of non-fully integrated companies
focusing on one value adding stage of the supply chain. Aluminum is traded on the
commodities market and as such pricing is determined not only by supply and
demand but also by financial trends, such as investor stockpiling and fluctuations in
oil prices.
When evaluating the market landscape for Seifas, a new potential entrant in the
global medical device marketplace, we first analyzed numerous international
segments of interest. We conducted robust macro environmental and situational
analyses, exploring population demographics, social factors, technological acumen
and current national political state. This comprehensive initial appraisal served as a
benchmarking and assessment tool from which we could develop an entry strategy
for two markets. Our findings revealed a large population of diabetic consumers in
the US, and sizable subset of intravenous drug users in the Baltics, catalyzed
greatest growth and opportunity for Seifas.
As needle retractability and
disposability are the cornerstone features of the Seifas product, the public health
issues in these markets served as an open invitation for market entry.
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Table of Contents
EXECUTIVE SUMMARY................................................................................................. 1
1. INDIAN PERSPECTIVE OF DOING BUSINESSS FROM THE BHUBANESHWAR
MASTER PROJECT........................................................................................................ 3
2. EUROPEAN PERSPECTIVE OF DOING BUSINESSS FROM THE ANTWERP MASTER
PROJECT..................................................................................................................... 5
3. AMERICAN PERSPECTIVE OF DOING BUSINESSS FROM THE NEW YORK MASTER
PROJECT..................................................................................................................... 6
4. INTEGRATION OF INDO-EUROPE-US BUSINESS PERSPECTIVES AND LEARNINGS
DERIVED..................................................................................................................... 7
5. OUTCOMES FROM THE THREE MASTER PROJECT AND HOW IT HELPED BUILD
LEARNING................................................................................................................... 7
6. SWOT ANALYSIS FROM THE STUDENT EXPERIENCE OF THE THREE MASTER
PROJECTS.................................................................................................................... 9
7.
8.
CONCLUSION...................................................................................................... 10
9.
BIBLIOGRAPHY.................................................................................................... 10
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PPPs have complex structures and complexity within organizations usually means higher costs
(PPIAF, 2009). The number of players that is normally involved in the implementation of a PPP
is an indicative of the complexity and required level of analysis in order to organize and manage
the various factors of a PPP (PPIAF, 2009).
Long-term commitment
PPPs require a long-term commitment between the public sector and private organization. For a
public authorized company, like NALCO, this long-term commitment can present challenges and
constraints that need to be taken into account carefully before commencement (PPIAF, 2009).
Few of these specific constrains are listed below.
Flexibility
A PPP contract is recognized as an incomplete contract, which means that the contract cannot
guarantee partnership for all unforeseen circumstances in the future. The more complex and
longer the contract is, the more it is impossible for the public authority to not deal with
unforeseen circumstances.
Planning Constraints
PPPs require a stable, long-term planning horizon. If the public authority company cannot
clearly specify its future commitment and its flexibility towards the changing technology and
environment, it might not be suitable for a public private partnership.
Culture gap
There exists a culture gap between the private and public sector, which might result in loss of
trust in each other when working together in a PPPs (PPIAF, 2009). The motive of the private
party to take part in a PPP is primarily profit making and to build up their reputation. However
the public sectors motive is mostly social attractiveness (PPIAF, 2009).
Establishment for PPP Policy Framework
Implementation of a PPP requires the prior establishment of a PPP Policy Framework. Several
structural measures will need to establish an enabling environment, which may attract interest
from the private sector for the provision and funding for the PPP. The public commitment will
need to cover the costs of the initiation process to implement this partnership.
Dominance of foreign players in PPP market
PPPs are generally led by experienced international players with the required expertise and
financial stability to assume the financing and risk of the PPP investment. This is even more the
case in developing countries like India. The predominant role of large foreign contractors may
both have political implications and may directly affect the local contracting industry by
restricting the implication of domestic players.
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Demographic changes reflecting a rapidly aging elderly population with a growing desire
for independence
Existence of suppliers to show the market size and competition
Current and projected shortages in labour supply inherent in a shrinking nursing sector
Existence of governmental policies stimulating innovation
Changing country cultures and increased proclivity towards acceptance of robots
After this investigation, Sweden and the Netherlands surfaced as the most optimal countries to
pursue. With proactive policies toward elderly care, their governing bodies have fostered spirited
innovation with incentives stimulating trailblazing flagship programs and technological
advancement. A profound competitive analysis of the EU indicated there is a strong interest in
developing the sector based on these existing projects in the field. Conversely, as these are
merely pilot projects, each in an infantile stage, iLead can still capitalize on the benefits inherent
in a budding market.
Finally, after providing an illustrative picture of the market and items for consideration, we feel
confident when recommending entry strategies for the short and long term that include:
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Maintaining a home base for production in the United States, while exporting product and
training employees in the Netherlands and Sweden
Setting up partnerships with local municipalities or real estate companies
Targeting customers in accordance with local laws.
In doing so, iLead will be in a position to benefit from EU initiatives and foster real growth
within the field. We truly believe in the value of this product, and thank you for the opportunity
to be involved in its success.
When launching the product, iLead should take the legislation of the EU, Sweden and the
Netherlands into consideration. To protect their product, they should apply for a patent at the
WIPO. Their brand name and the physical aspects of the product should be protected as well.
To successfully enter the market, iLead should take advantage of the initiatives taken by the EU
to improve the quality of live for older persons. To minimize the risks, iLead should keep the
manufacturing in the USA and export it to the Netherlands, where the logistic centre and the HQ
for the EU will be set up. In Gothenburg, a smaller office will be set up in order to make sure to
offer qualitative services to the customer. In the long run, iLead could consider to move a part of
the production to lower wages countries in the EU and to open offices on strategic places, such
as the social park in Bilboa.
Due to the early implementation stage of our product, development costs and the costs for the
technology are high which leads to a higher selling price. Therefore it is necessary for iLead to
lower the price in order to make it attractive for potential customers to buy it. iLead should lobby
with the different governments and persuade them to subsidize the product it is selling. When
lobbying towards the Swedish and Dutch government to get a refund for its product, they should
emphasize on the increasing need for homecare services and the labour shortages.
positioning and developed a comprehensive marketing mix for Seifas in both the United States
and in the Baltics. Two-fold, we divided our marketing objectives into financial and nonfinancial segments. Looking for commercial gain, we set our goal for the US at a 2% market
share in the first three years and a growth of at least 5% per year after that. In the Baltics, we
went for a more aggressive strategy, planning to secure 10% of the market three years after
launch, followed by an above-average growth rate of 4.3% (based on current BMI Research,
2014). In order to do achieve our goals, we plan to align with major GPOs in the US, and local
and federal governments in the Baltics.
Ensure open market access and fair competition for the Global players.
Protect the public interest and maximize the value added to citizens in terms of
infrastructure development.
Define the optimal level of grant financing both to realize a viable and sustainable project
but also to avoid any opportunity for windfall profits (or losses) from grants.
Assess the most effective type of PPP for a given project with the appropriate parameters:
balanced distribution of risks, appropriate duration, and clarity of responsibilities within the
various regulatory environments.
iLead should enter the EU market by launching its product (the VanHove+) in Sweden and the
Netherland first. A country comparative study has shown that these two countries had the best
characteristics for new products in the homecare sector for older persons. A competitive analysis
of the market has shown that no other competitors exists in the EU, but strong positive signals
have been given through several pilot projects focusing on robotics in the homecare sector for
older persons.
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New capital is necessary to facilitate projects to spur the growth and ensure a stable future in the
Indian Business. Through new governmental policies, such as disinvestment, FDI policies, and
other Make in India incentives, the growth factors indicate that India is ripe for foreign
investment. One way to obtain foreign investment are Public Private Partnerships, which offer a
means of investment that benefits both involved parties, and can target certain projects, such as
increases power capacity and diversifying products lines to include finished projects as
mentioned above.
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ANTWERP
MASTER
PROJECT
Strengths
Threats
Opportunities
Weaknesses
Foreign Players entering into Aluminium
sector
High Technological Improvements
required for developing innovative product
Strengths
Huge Market Size and fast developing
economy
Cheap Labour Force
Regulatory Framework and Investment
Protection
INDIAN
MASTER
Opportunities
PROJECT
Increase in domestic consumption via
Make in India Campaign
Weaknesses
High Technological Improvements
required for developing innovative product
Long incubation period for developing
medical products
Threats
Exhaust of natural resources and faster
depletion
Strengths
Huge Market Size and fast developing
economy
Regulatory Framework and Investment
Protection for new medicinal products
AMERICAN
MASTER
Opportunities
PROJECT
Increase in demand for medicinal
Threats
Chinese Players entering into medical sector
with reasonable price
8. CONCLUSION
Regular business events organized by the three partner universities provided us a platform for
interacting with the international business community, industry associations or Indian and
European authorities. The events created an opportunity to share experiences and learn from each
other as well as establish new business contacts and realize new business opportunities. We got
an opportunity to listen to guest speakers with business or industry background who delivered
excellent speeches on current and relevant topics, be it the latest tax reform, financial investment,
intercultural cooperation or typical obstacles of doing business in India etc.
9. BIBLIOGRAPHY
AAL JP. (2014). About/Objectives. Retrieved from Ambient Assisted Living Joint
Programme: http://www.aal-europe.eu/about/objectives/
ABI Research. (2014). Consumer and Personel Robotics. Retrieved from ABI
research:
http://www.abiresearch.com/research/1003675Personal+Robotics+2009
Accompany. (2014). About Accompany Project. Retrieved from Accompany:
http://accompanyproject.eu/
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