WALTER MEIER: JET INTERNATIONAL EXPANSION Harvard Case Solution & Analysis

Especially Brazil was identified by him as an attractive new market for growth. Success would hinge on developing the right market-entry strategy. To that end, four foreign market entry options were identified: 1) Greenfield business-owned supply strategy; 2) Partner with a Brazilian master provider; 3) Acquire or form a joint venture (JV) with a Brazilian tool distributor; 4) Obtain or form a joint venture with a Brazilian tool producer. Quackenbos must sell a long-term vision for growth which was not resource-intensive - a challenge for a mid size player in a marketplace filled with a range of national and regional competitors. Based on what he was about to propose, and against the backdrop of a soft, recessionary worldwide industrial economical environment, Walter Meier's executive team would challenge the worthiness of growing into new emerging markets, the attractiveness of Latin America, and especially the edges of entering Brazil. The case provides background information on the business and also the metal and woodworking machinery markets and competitors in each of them. Walter Meier's international growth aspirations are described, along with the process for identifying Brazil as a new marketplace for expansion is clarified.

WALTER MEIER JET INTERNATIONAL EXPANSION Case Study Solution

The case concludes with the trigger dilemma of which foreign market entry will work best for Walter Meier in Brazil. An auxiliary 10-minute video interview is, in addition, available. The perspectives of Doug Quackenbos are captured by the video on challenges and the international business development opportunities for a medium-size firm, how he manages uncertainty and assembles market intelligence, and what he foresees for Walter Meier in Brazil and Latin America. Learning objectives: (1) Foreign market attractiveness, specifically the pursuance of opportunistic growth strategies; (2) Challenges moderate size companies in business to business marketplaces face when seeking growth internationally; (3) Opportunities and risks in entering emergent "BRIC" markets; (4) Evaluation of foreign market entry modes; (5) Securing distribution in new international markets.

PUBLICATION DATE: June 17, 2013 PRODUCT #: IMD629-HCB-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE

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