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- Canterbury Christ Church University
Case of 23 pages for the course SME Internationalisation Report: Market entry with references at Canterbury Christ Church University (edthetdhetdh)
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Business SchoolMSc International Business & MBA (Graduate)
Innovation, Entrepreneurship and the International Perspective
Module:
(MIBBU4GEN)
Name: Phillip Shannon
Tutor’s Name: Dr. Ping Zheng
Assessment Type/No: 2
First Submission Yes
Submission Date: 7th May 2019
Word Count:….2200…... Excluding quotes, references, grids, pictures and diagrams.
Students must sign here….P.shannon…. to show that they have read and adhered to the
University plagiarism regulations as stated in the student handbook.
,Contents
1 Introduction ..................................................................................................................................... 3
2 Internationalisation approaches: ..................................................................................................... 3
2.1 Uppsala ................................................................................................................................... 3
2.2 Internationalisation ................................................................................................................. 4
2.3 Globalisation ........................................................................................................................... 4
3 Entry mode ...................................................................................................................................... 5
3.1 SME Internationalisation drivers: ........................................................................................... 5
3.1.1 Market demand: Baby Food segment ............................................................................. 5
3.2 (Uppsala) Direct Export advantages in France: ...................................................................... 5
3.2.1 Barriers ............................................................................................................................ 7
3.2.2 Disadvantages of entry mode: ......................................................................................... 7
4 Foreign market: Europe: France ..................................................................................................... 9
4.1 Porter’s Five Forces: ............................................................................................................... 9
4.1.1 Threat of New Entrants ................................................................................................... 9
4.1.2 Bargaining Power of Suppliers ....................................................................................... 9
4.1.3 Bargaining Power of Buyers ........................................................................................... 9
4.1.4 Threat of Substitutes ....................................................................................................... 9
4.1.5 Industry Rivalry .............................................................................................................. 9
4.1.6 Distribution channels: ................................................................................................... 10
5 Cross-culture comparison of UK and France: ............................................................................... 11
5.1 Demographics ....................................................................................................................... 11
5.1.1 Attitude towards food and healthy: ............................................................................... 12
6 PESTEL- FRANCE VS UK ................................................................................................................. 13
7 Conclusion .................................................................................................................................... 15
8 Appendix 1: RASFF ........................................................................................................................ 16
9 Appendix 2: Freedoms of the EU internal market ........................................................................ 17
10 Appendix 3: Ansoff Growth Matrix ........................................................................................... 18
11 Appendix 4: Exporting and Customs ......................................................................................... 19
12 References ................................................................................................................................ 20
, Internationalisation report for Little Dish LLC
1 Introduction
Little Dish want to expand into an international market and the following report will highlight
advantages and barriers into the European market, concerning; trade, culture,
internationalisation factors, and the business environment.
Little Dish was founded in 2006 in the UK and has only 14 employees. Little Dish has an
annual turnover of £12 million. The industry it operates in is children’s food; considered a label
driven category (Koch, 2016).
The company was created because 'there was a growing consciousness about nutrition thanks
to reports about childhood obesity.'
'We would drive around these Waitrose's at weekends, visiting nurseries across the road from
the supermarkets, handing out vouchers.' (ibid)
The mission is to provide fresh meals for kids with quality ingredients that are liked by kids
and approved by nutritionists (ibid).
Distribution:
In the domestic market (maturing) the products are available via distribution in food retailers,
such as, Asda, Tesco, Waitrose, Ocado, and Morrisons (Little Dish, 2019). Online distribution:
FrenchClick.co.uk; French Food Company operating in the UK.
2 Internationalisation approaches:
2.1 Uppsala
The four concepts of this approach include market knowledge, market commitment,
commitment decisions and current activities. This approach can be categorised as reactive
instead of proactive, in terms of experiential learning, thus, there are solutions found for
identified problems. Uppsala assumes internationalisation of a company to begin in bordering
countries, investing carefully upon learning the market’s operations, successively at the same
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