AirWare
Airware's Entry into Foreign Markets We at Airware decided to enter the European, Asia, and Latin American Markets immediately. We felt that by moving first into these markets it would give us a competitive edge over many of our competitors. We at Airware decided to expand outside our domestic market for a few reasons. One of the first reasons we wanted to enter the foreign markets to gain access to new customers. By expanding into foreign markets we thought that this would offer potential for an increase in revenues, profits, and saturating certain countries with our shoes. Another big reason was to achieve lower costs and enhance the firm's competitiveness. With this our company was driven to sell in more than one country because the sales volume achieved in our domestic market really isn't large enough to capture manufacturing economies of scale, and with this we thought we could drastically improve our firms cost competitiveness. Probably the most important factor in our decision in moving into foreign markets was to spread our business risk across a larger market base. By doing this our company spreads our business risk by operating in a number of different foreign countries rather than just depending on operation in our o
Lastly moving first constitutes a preemptive strike, making it hard for any other followers or imitations of the same shoe industry. We want to give the consumers a shoe that would not only look good but would feel good and last because of its superior quality, all at the lowest price possible. Marketing emphasis:* Under this strategy we under price rival brands with comparable features or match the price of rivals and provide better features on our shoes. We tried to implement these strategies by delivering superior value to buyers by satisfying their expectations on our key quality service, features, and price. These objectives will reflect our companies earning growth, a good return on investment, dividend growth, stock price, and our company's cash flow. We thought that making the strategic move was just a critical as what move to make. When we talk about our strategic goals we mean the results that reflect increase competitiveness and a strong market position. This is the strategy we followed thought the years of the simulation. All these factors played an important role in our decision to operate in certain foreign countries. First Mover StrategyThroughout the simulation we decided to use the first-mover strategy. Objectives Under Our Company StrategiesFinancial and Strategic ObjectiveAt Airware we knew that if we wanted to meet all of our financial goals we must first meet our strategic objectives. A competitively important internal activity that our company performed better than other competitively important internal activities was that of service, quality, and brand-line focus. Under this strategy our target market would be value conscious buyers, and the competitive advantage of this strategy would be lower cost than rivals in incorporating good or even excellent attributes. Production emphasis:* Incorporation of upscale features and attributes at a very low cost. Most importantly we found that a company's core competence comes within its people and in its intellectual capital, and not just on the balance sheet.
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