Country screening

Order Description

The Fundamentals
a) Develop a deep understanding of how to apply various strategic management tools and frameworks to an organisation seeking to internationalise. You are encouraged to

explore various tools and frameworks to guide your thinking, but think about the process you wish to follow, you do not need to apply all models and frameworks you

have learnt. It is part of your ‘Mastersness’, the ability to select and defend the tools you have used.
b) Agree an effective and efficient way of working together for the duration of the project, based on mutual respect and open communication. To help you to think about

how you will do this, the module team is asking all members of each team to discuss, agree and sign a “Code of Conduct’ to define how you will work together. These are

your team’s ‘rules of the game’ and provide the basis for discussing peer assessment at the end of the module. The module team has made available to you an example of

a completed ‘Code of Conduct’. Please use it to shape your own.

The More Specific
a) Give some thought to where to find relevant and up-to-date information. REMEMBER, that to sell such a product/service in the target geographic region, students will

need to understand the sector in general and the region/country(ies) in which the company wishes to develop new business. A good starting point is reference to the

talks given to you by the client companies, and any additional information 18provided to you. It is likely that students can find useful information on the sector and

these countries on a number of websites and also by accessing, finding and analysing information through online resources such as the GlobalEDGE website, the Global

Market Information Database, Euromonitor, Global Insight, Keynote and Mintel research reports (for which you will need an ATHENS password). These are pointers,

however, and it is important that students use their ingenuity to collect information from other sources.
b) Understand the dynamics of the target market. What geographic market(s) should the company target in the short and medium term? How should the company define the

market? How can the market be segmented ? Does it make sense to do so? Who are the main potential customers in this/these market(s)? How does the company estimate the

size of the target market(s)? What are the market trends (growing or stable)? Is there a typical customer profile? What do customers buying such products/services look

for? How are such products/services normally “sold” in the markets you are exploring? Of central importance is an understanding of the main channels of distribution

(wholesale and retail)? If possible, find out what retail prices these products sell for?

Sources:
Web links to get you started (others inside the “External Links” button inside Blackboard):
GlobalEDGE Database: https://globaledge.msu.edu/ (Research resources, video lectures, and many
additional materials). Video lectures make for easy listening, on a variety of devices (laptop, ipad, etc).
Library Electronic Databases: https://www.gcu.ac.uk/library/searchfor/databases/
(NB: Global Market Information Database; Global Insight; KeyNote; Mintel (Oxygen)

To me more specific, sending you beginning of my report that I’ve already done. Hope, it would be usefull.
Indexing and ranking method
Cavusgil, knight and Reisenberger (2008), suggested that having nearly 200 countries spreading across the world, it would be important to target the most attractive

countries. Also, targeting specific countries will help in reducing cost; moreover, it is impractical to target all countries.
In light of the above constraints, there is the need to select the country or market which presents the best prospects. Therefore, to select the country with the most

attractive market, Cavusgil , Knight, and Reisenberger (2008), opined that it would be beneficial to use an indexing and ranking method of country screening since it

will aid Texcraft in ranking new and emerging markets of the world’s most attractive countries.
This method makes use of some variables or indicators to determine and describe how attractive a country is. The indexing and ranking method will aid Texcraft in

selecting the most attractive market between Italy and France by calculating a score for both countries on the basis of some market-potential variables or indicators.

In other words, there will be a more detailed evaluation of the highest and best scoring country and eliminating the country that would present less opportunity to

Texcraft.
Exibit ….. defines the variables ……
The table below shows the 5 market-potential indicators or variables that would use in selecting the most attractive market between Italy and France for Texcraft. Both

countries are given a score (S) out of 10 for they perform in each market indicator. Different weights are assigned to all the indicators because the indicators are

judged to be more informative more than each other.
For instance, it was decided that the market size indicator has more information than the country risk indicator and as a result, market size indicator weights 20

while the country risk indicator is assigned a weight of just 8.
Furthermore, the market indicator weighting is multiplies by the initial score out of 10 resulting into the Weighted Score (WS) of both France and Italy. Thereafter,

all the weighted score will be summed up to give a total or gross score for both countries.

Country Market Growth
Rate Country Risk Commercial Infrastructure Market Size Market Receptivity to Imports Total Weighted
Score
Weight 20 20 25 20 15
S WS S WS S WS S WS S WS
France
10
200
7
140
8
200
10
200
7
105
845
Italy
8
160
8
160
9
225
8
160
6
90
795

Table key
S Score
WS Weighted Score (Score x Weight)
TWS Total Weighted Score
Analysis
As follows from the table shown above, the total of the indicator weighting will add up to 100, while the overall score is out of a possible 1000 points. France out-

performed Italy with a Total Weighted Score (TWS) of 845. France achieved this score from the following market indicator such as market growth rate, market size and

commercial infrastructure. France has an attractive GDP of $2,837,874.3 as of 2014; which make the country the second highest GDP in European countries after Germany

(…https://www.statista.com/statistics/268173/countries-with-the-largest-gross-domestic-product-gdp/.) and France’s Real GDP are also forecasted to rise by 0.8% in

2015. In the same indicator, Italy has a GDP of $2,150,395.5 in 2014 which slightly lower than France GDP and also the expected rise in Italy’s Real GDP is 0.7% in

2015 which is close to France real GDP forecast.

Similarly in the market size indicator, France as a total population of 64.1 million in 2014, about 10.4 million more than in 1980 which more than Italy’s population

of 61.2 million in 2014.

It must also be noted that commercial infrastructure factor presented by ease of doing business Index, France ranked 38th out of 189 countries, below Germany (21st)

but above Italy (65th).
From the research that has been conducted, it is possible to conclude that France is more attractive for the business environment. Corporate financial information is

available and reliable. Debt collection is efficient. Institutional quality is very good. Intercompany transactions run smoothly in environments rated A1.

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