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Internationalisatieplan Masterwatt
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Voor het vak economie&statestiek en Marketing&strategie moest er een internationaliseringsplan gemaakt worden incl. MAM en export modes
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Class notes International Marketing MKTE401 Hollensen, ISBN: 9781292251806
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Market Strategies
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summary global/international marketing
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Internationaliseringsplan MasterwattBedrijfskunde jaar 2
Marketing
,Inleiding
Naar aanleiding van een niet-succesvolle expansie in het buitenland (België) heeft Masterwatt de opdracht gegeven aan
Hogeschool Rotterdam om de juiste manier van internationaliseren te onderzoeken en te adviseren.
Afgelopen weken zijn we hard bezig geweest en verschillende theorieën onderzocht om Masterwatt op de juiste manier te
adviseren. Het is anders gelopen dan dat wij in de eerste instantie hadden, in de hoofdstukken die hierop volgt zal alles
worden uitgelegd.
Om een goed plan uit te werken is een hoofdvraag noodzakelijk, in dit geval luidt de vraag als volgt: “Wat is de beste manier
op deze nieuwe markt te betreden?”
Per onderdeel van dit verslag zitten verschillende vragen, deze vragen worden niet gezegd in het verslag zelf maar ze worden
wel beantwoord. De vragen staan op een rijtje na de conclusie.
2
,Inhoudsopgave
Inleiding........................................................................................................................................................ 2
Inhoudsopgave.............................................................................................................................................. 3
Engelstalige managmentsamenvatting........................................................................................................... 4
Ownership..................................................................................................................................................... 5
Intentie internationaliseren..................................................................................................................................5
De concurrentiekracht..........................................................................................................................................7
Location....................................................................................................................................................... 10
Market screening...............................................................................................................................................10
SWOT-analyse & confrontatiematrix.................................................................................................................13
Internalization............................................................................................................................................. 15
Entreestrategie...................................................................................................................................................15
Marketingplan....................................................................................................................................................17
Brand implicaties& communicatie beslissingen.................................................................................................20
Prijs-/onderhandelingsstrategie & distributiekeuze ........................................................................................20
Conclusie..................................................................................................................................................... 22
Hoofd- en deelvragen:........................................................................................................................................24
Communicatie uiting................................................................................................................................... 25
Bibliografie.................................................................................................................................................. 27
Overige bronnen van MAM................................................................................................................................29
Bijlage......................................................................................................................................................... 30
.................................................................................................................................................................... 30
3
, Engelstalige managmentsamenvatting
We have built this report according to the previously mentioned OLI model, in which the topics are
Ownership, location and internalization were discussed. This has given us a clear picture of the
possibilities for masterwatt to expand as a company abroad.
In the first part of the report, we discussed the ownership part. Here we looked at the intention and
the competitiveness of Masterwatt compared to the competitors. The intention was already known
to Masterwatt, it consists of proactive and reactive reasons. A proactive example is that more profit
can be made abroad, and the management is adept at internationalization. As a reactive reason,
however, we see that the market in the Netherlands is very small compared to other European
countries. The competitive strength analysis has shown that Masterwatt has a sustainable
competitive advantage over Patents and having exclusive suppliers. Subsequently, it emerged in
the collaborative five forces model. This showed that we can work together with suppliers and
substitutes & complementary goods. It is beneficial for Masterwatt to work with companies that sell
and install solar panels and to work with suppliers to improve the quality of the electric heating.
Masterwatt can therefore do vertical and horizontal cooperation.
In the second part of this report, we looked at the Location section, here we look at the most
favourable country for Masterwatt to internationalize to. Using a preliminary screening, fine grained
screening and a Market attractiveness matrix. After doing this screening and drafting up a Market
attractiveness matrix, it emerged that Switzerland is the best country to expand into. However, the
client instructed us to investigate the possibilities in Belgium. As a result, the Location section does
not play a major role in our report. We did, however, perform a Destep and SWOT analysis based on
Belgium. This showed that product range a strength is for Masterwatt . And that the marketing a
weakness is.
Finally, we looked at the last part of the plan, namely internalization. Here we looked at the entry
strategy and the different aspects of the Marketing Plan. When looking at the entry strategy, we
first made an analysis of the market on the basis of the strategy canvas. This showed that we are
strong in terms of product range compared to the competition. On the other hand, we are weak in
the areas of warranty and product efficiency. We recently saw that both Masterwatt and the
competitors in Belgium are weak in their marketing.
After this investigation, we have opted to go for an X-coalition. Hereby we hand over our
weaknesses, marketing and sales & service. But we keep the points Research & development and
production, which we are good at, in our own hands.
In our marketing plan we looked at our perfect customer, product adjustments, what we offer the
new customer, our distribution and the new price for the product. If we look at the perfect customer
for Masterwatt, we arrive at two personas that work on sustainability, as customer segmentation
Masterwatt will mainly focus on companies, this can be both B2C and B2B. Furthermore, we see
that the products that Masterwatt supplies need a few adjustments before they go on the market in
Belgium. Such as a higher warranty and a bilingual manual. Masterwatt will keep its brand name in
order to increase its brand awareness. In addition, Masterwatt should mainly focus on trade fairs
and social media in order to draw the attention of new customers, such as Linked in and Facebook.
Our choice is to distribute the Masterwatt Products through selective distribution, we do this
because we want only professionals to work with our products, so that we can provide a long
warranty period. Finally, the new price for the product and the service we use, must be able to
compete with the competition, this because we are in the maturity phase. There are many
competitors and because of this we need to have a price that allows us to beat the competition.
4
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