Market entry consulting is a common management consulting service that involves expertise and skills in many areas, such as market research, competitive analysis, strategic planning, marketing planning, organizational design, and risk management. The goal of market entry consulting is to help companies achieve business growth and profitability in a new geographic region or industry. The process of market entry consultation usually includes the following steps:

Market selection: according to the enterprise's core competitiveness, resource capacity and development goals, evaluate the attractiveness and suitability of different markets, and determine the optimal target market.

Market analysis: in-depth understanding of the characteristics and trends of the target market, including market size, growth rate, structure, segmentation, demand, supply, consumer behavior, competitive landscape, etc.

Market entry strategy: Based on the results of market analysis, formulate market entry models suitable for enterprises, such as direct investment, joint ventures, franchising, agency distribution, etc., and determine specific target customer groups, product or service positioning, value proposition, brand image, etc.

Market entry plan: According to the market entry strategy, develop a detailed action plan, including timetable, budget, staffing, marketing activities, operational processes, etc., and set measurable goals and targets.

Market entry implementation: in accordance with the market entry plan, the implementation of various actions, and monitoring and evaluation, timely adjustment and optimization.

Market entry consulting can bring many benefits to a business, such:

Improve decision-making efficiency and quality: through professional data collection and analysis, provide objective and comprehensive information support for enterprises, and avoid blindness and prejudice.

Reduce risks and costs: through systematic risk identification and assessment, to provide enterprises with effective risk response and avoidance programs, reduce unnecessary losses and waste.

Improve success rate and income: through scientific strategy formulation and plan implementation, provide targeted and operable suggestions and guidance for enterprises, and increase market share and profit margin.

However, not all market entry consultations are successful. Some enterprises may encounter some problems and challenges when conducting market entry consultation, such:

Lack of clear goals and directions: When some companies choose market entry consulting, they do not have a clear vision and strategic goals for their development, but blindly follow the market or competitors' movements, resulting in unclear scope and content of market entry consulting, making it difficult to form effective programs and plans.

Lack of adequate preparation and research: Some companies do not fully understand their internal and external environment when conducting market entry consulting, and do not collect and analyze sufficient data and information, resulting in low basis and quality of market entry consulting. It is difficult to make correct judgments and decisions.

Lack of suitable partners and resources: Some companies do not choose suitable consulting agencies or experts when conducting market entry consulting, and do not establish a good communication and collaboration mechanism, which leads to the process and results of market entry consulting are not smooth, and it is difficult to achieve expectations. The effect.

Lack of continuous implementation and improvement: some enterprises do not carry out effective implementation and monitoring in accordance with the market entry plan after conducting market entry consultation, and do not collect and feedback market feedback and data in a timely manner, resulting in the results of market entry consultation can not be fully utilized and utilized.

In order to better understand the success and failure factors of market entry consulting, we can analyze some specific cases. The following are several typical market entry consulting cases at home and abroad:

Successful Case One:Starbucks in China Starbucks is the largest coffee chain in the United States and has more3Ten thousand stores. Starbucks in1999After entering the Chinese market in20After years of development, it has become the largest coffee chain brand in China, with more5000Home store. Starbucks has achieved great success in the Chinese market, mainly due to the following aspects:

Clear goals and strategies: before entering the Chinese market, Starbucks made it clear that its goal is to become the most popular third space in China (social space except family and work), and formulated corresponding strategies. such as urban expansion, direct marketing, high-end positioning, localization and so on.

Adequate preparation and research: Before entering the Chinese market, Starbucks conducted a lot of market research and consumer research to understand the needs and expectations of Chinese consumers in terms of coffee culture, brand image, product preferences, consumption habits, etc. According to this information, corresponding product development, price strategy, marketing activities, etc.

Suitable partners and resources: Starbucks chose suitable partners at the beginning of entering the Chinese market, such as Union Pacific Group (UPG) and other local enterprises, using their experience, resources and relationships in the Chinese market, have quickly opened up the Chinese market and established a stable supply chain, human resources, financial management and other systems.

Continuous implementation and improvement: After entering the Chinese market, Starbucks will continue to implement and improve its market entry plan, continuously collect and analyze market data and consumer feedback, and timely adjust and optimize its products, prices, services, Marketing and other aspects to adapt to the changes and needs of the Chinese market. At the same time, Starbucks is constantly innovating and expanding its business scope, such as launching a digital membership program, cooperating with Alibaba to carry out takeaway services, and cooperating with Tencent to launch social gift cards.

Successful case two:Shangpu Consulting is a professional management consulting company that provides consulting services on strategy, operation, organization and digitization for customers in various industries around the world. Champ Consulting has provided consulting services for an international clothing brand to enter the Indian market and helped the brand successfully open the Indian market. Champ Consulting provides consulting services for the brand in the following areas:

Market selection: Through macro analysis and micro research on the Indian market, Shangpu Consulting has helped the brand identify the most potential target cities and target customer groups, such as middle and high-income groups in first-tier cities and young consumers in second-tier cities.

Market analysis: Through in-depth research on the Indian market, Champ Consulting has helped the brand understand the characteristics and trends of the Indian market, such as market size, growth rate, structure, segmentation, demand, supply, consumer behavior, competitive landscape, etc., and based on this information, it has provided valuable insights and suggestions for the brand.

Market entry strategy: Based on the results of market analysis, Champ Consulting helped the brand develop a market entry model suitable for the Indian market, such as joint ventures and cooperation, supplemented by franchising, and identified specific target customer groups, products or Service positioning, value proposition, brand image, etc.

Market Entry Plan: Based on the market entry strategy, Champ Consulting helped the brand develop a detailed action plan, including timetable, budget, staffing, marketing activities, operating processes, etc., and set measurable goals and targets.

Market entry and implementation: According to the market entry plan, Shangpu Consulting provided the brand with full implementation support and supervision, including site selection, investment promotion, training, opening, promotion, etc., and carried out regular monitoring and evaluation, timely adjustment and optimization.

Failure Case One:Wal-Mart in Germany Wal-Mart is the largest retail enterprise in the United States and has more1.1Ten thousand stores. Wal-Mart in1997entered the German market in8After the loss of the year, in2006The announcement of withdrawal from the German market in 2010 caused huge economic losses and reputational damage. The main reasons for Wal-Mart's failure in the German market are as follows:

Lack of clear goals and strategy: Before entering the German market, Wal-Mart did not know what its goals were, whether it wanted to be the largest retailer in Germany, the cheapest retailer in Germany, or the best retailer in Germany. Wal-Mart did not formulate a strategy suitable for the German market, but followed the successful model in the US market, such as low-price strategy, hypermarket model, its own logistics system, etc., ignoring the differences and characteristics of the German market.

Lack of adequate preparation and research: before entering the German market, Wal-Mart did not fully understand the situation of the German market and the needs of consumers, and did not collect and analyze sufficient data and information, resulting in many misunderstandings and deviations in Wal-Mart's judgment and decision-making on the German market. For example, Wal-Mart believes that German consumers will like low-priced goods, but ignores that German consumers value quality and service more; Wal-Mart believes that German consumers will like the hypermarket model, but ignores that German consumers are more accustomed to small and convenient stores; Wal-Mart believes that German consumers will like their own logistics system, but ignores the development and standardization of German logistics industry.

Lack of suitable partners and resources: Wal-Mart did not choose suitable partners at the beginning of entering the German market, but by acquiring two local retail enterprises to open up the market, but both enterprises have various problems and difficulties, such as poor brand image, low operating efficiency, poor financial situation and so on. Wal-Mart also did not make full use of the resources and advantages of these two companies, but forcibly implemented its own management system and culture, which led to internal conflicts and resistance.

Lack of continuous implementation and improvement: After entering the German market, Wal-Mart did not carry out effective implementation and monitoring in accordance with the market entry plan, did not collect and feedback market feedback and data in a timely manner, and did not adjust and optimize according to the actual situation. At the same time, Wal-Mart did not respond to changes in the external environment and challenges from competitors in a timely manner, such as changes in laws and regulations, union intervention, and competitors' counterattacks.

Failure case two:Champu Consulting has provided consulting services for the market entry of a certain automobile brand in Russia, but the brand has not achieved the expected results in the Russian market. Champ Consulting provides consulting services for the brand in the following areas:

Market selection: Through macro-analysis and micro-research on the Russian market, Champ Consulting helped the brand identify the most potential target cities and target customer groups, such as the middle and high-income classes in big cities such as Moscow and St. Petersburg, and wealthy consumers in the Far East. Wait.

Market analysis: Through in-depth research on the Russian market, Champ Consulting helped the brand understand the characteristics and trends of the Russian market, such as market size, growth rate, structure, segmentation, demand, supply, consumer behavior, competitive landscape, etc. Based on this information, it provided valuable insights and suggestions for the brand.

Market entry strategy: Based on the results of market analysis, Champ Consulting helped the brand develop a market entry model suitable for the Russian market, such as direct investment-based, supplemented by agency distribution, and identified specific target customer groups, products or Service positioning, value proposition, brand image, etc.

Market Entry Plan: Based on the market entry strategy, Champ Consulting helped the brand develop a detailed action plan, including timetable, budget, staffing, marketing activities, operating processes, etc., and set measurable goals and targets.

Market entry and implementation: According to the market entry plan, Shangpu Consulting provided the brand with full implementation support and supervision, including site selection, investment promotion, training, opening, promotion, etc., and carried out regular monitoring and evaluation, timely adjustment and optimization.

The consulting services provided by Shangpu Consulting for the brand seem to be perfect and professional, but in the actual implementation process, there have been some problems and challenges, which caused the brand to fail to achieve the expected results in the Russian market. These problems and challenges mainly include the following aspects:

Lack of in-depth understanding of Russian culture and consumer psychology: Champ Consulting did not fully consider the influence of Russian culture and consumer psychology when conducting market research and consumer research, and failed to grasp the real needs and motivations of Russian consumers. For example, Champ Consulting believes that Russian consumers will like the brand's high-end positioning and Western style, but ignores that Russian consumers value the trust and practicality of domestic cars; Champ Consulting believes that Russian consumers will like the brand's environmental protection Concept and energy-saving technology, but ignored that Russian consumers pay more attention to the performance and safety of cars.

Lack of timely response to Russian laws and regulations and political and economic environment: When formulating market entry strategies and plans, Champ Consulting did not fully take into account the changes and influences of Russian laws and regulations and political and economic environment, and did not provide the brand with effective risk response and avoidance programs. For example, Champ Consulting did not anticipate the Russian government's restrictions and protectionist policies on foreign car brands, such as raising import tariffs and forcing localized production; Champ Consulting did not anticipate the instability and recession of the Russian economy, such as inflation, Exchange rate fluctuations, declining consumer confidence, etc.

Lack of continuous attention and investment in the Russian market: After completing the market entry consultation, Champ Consulting did not provide continuous attention and investment for the brand, did not collect and feedback market feedback and data in a timely manner, and did not adjust and optimize according to the actual situation. At the same time, Shangpu Consulting did not provide continuous innovation and expansion suggestions for the brand, such as launching new products or services, developing new markets or channels, etc.