Case Study: Overview of Organizational Market Entry

Answer

• Case Study: Overview of Organizational Market Entry

  Company culture, organizational structure, and strategic direction, including vision and mission statements, collectively affect its decision-making process (Kumari & Singh, 2018). The organization's founders have embraced a culture of innovation, which allows employees to remain creative and improvise more strategic ideas that propel the company to thrive in the highly competitive market, where unique designs sell (Kumari & Singh, 2018). The fact that the firm has further developed testing laboratories and creative ideas build a foundation where the organization provides value to clients as workers continually brainstorm on better ways of improving its primary operations (Nikpour, 2017). Thus, the organization's decision-making processes are based on informed and innovative ideas (Meng & Berger, 2019), improved market designs, information technologies, among several other significant advancements (Kumari & Singh, 2018). The fact that employees and founders are perceived as equal partners implies that the company provides a fairground where each party channels their ideas on innovation and company growth.

  The company has also embraced a decentralized organizational structure, which breeds a ground where staff can approach the founders on critical matters concerning collaboration, relationship development, and shared decision-making (Kumari & Singh, 2018). It is a healthy culture because all employees are involved in evaluating company decisions in ensuring that all parties show adequate commitment to the decisions (Meng & Berger, 2019). However, the senior management must shift power to the company's lower levels and establish a good platform for the input of diverse opinions concerning critical matters of performance (Kumari & Singh, 2018). The firm has a robust strategic direction, as suggested in the mission statement. Clients are assured of innovative client-driven design for industrial growth, and partnering with the firm implies clients will access sustainable services globally.

  The company's culture could affect the market entry strategy in diverse ways. The company's culture is driven by innovation, implying that employees currently offer unique services and product designs in the U.S. market (Kumari & Singh, 2018). As it strives to venture into the Indian market, the culture of creativity and innovation will guarantee them a chance in the Indian competitive markets because the unique products they offer will sell its brand (Meng & Berger, 2019). Innovation remains the only strategic way of generating a sustainable competitive advantage and overall success in the diverse market spaces (Kumari & Singh, 2018). Further, if the company maintains this healthy culture, it will secure more revenue by differentiating companies within the market. Firms that offer unique products and services to clients always penetrate and outstand even in foreign markets.

  The organizational structure is a disadvantage to the company because decentralization limits platforms where employees can challenge the founders on critical information or operational plan that could negatively impact the company's performance dynamics, brand, or operations (Meng & Berger, 2019). Innovation in management should embrace the opinions put across by employees and increase the range of available choices and game-changing innovative ideas among a plethora of useful suggestions. Such approaches also influence the quality of ideas about creativity and strategic measures of outdoing top Indian firms. Such combined knowledge and point of reasoning allow companies to embrace better innovation strategies, compared to what would have been considered by a single high-level executive (Meng & Berger, 2019). The industry is fast-growing, and its products and clients are dynamically changing, and decentralization of innovation management remains a perfect solution in creating a balance. The strategy also drives employee engagement levels, which encourages them to openly share concepts, ideas, and opinions that can propel the company to a whole new level.

  Emerging markets define an economy experiencing considerable economic thrive and holds some characteristics or dynamics of a developed economy (Kumari & Singh, 2018). India is a significant emerging market associated with high market growth, increased volatility, and high income per capita. In the case study, the company is transitioning into a broader market for its product, India, implying that it will exhibit a wide range of characteristics as an emerging market. Market volatility originates from external price movements (Meng & Berger, 2019), political instability, and shocks in supply and demand. Thus, exposing the fishing bought manufacturer to the danger of exchange rate fluctuations and market performance (Kumari & Singh, 2018). The emerging-market offers the company's product a growth potential as it accesses new markets and increases economic growth rates. There are more chances that the product will penetrate successfully and increase income per capita potential.

  Introducing a new product or improving the existing company's product will meet the identified market characteristics. Improving the product or acquiring a new product with the required properties as per the Indian regulations is pivotal for adjusting to the shocks in supply and demand or managing the risks of fluctuations in exchange rates (Kumari & Singh, 2018). Quality products will also allow the company to achieve adequate growth and investment potential following the high return on investment that the value provides (Kumari & Singh, 2018). To grab this competitive advantage, the company can also consider exporting low-cost goods to potentially more prosperous nations while boosting growth in stock prices and return for investors (Meng & Berger, 2019). Improving product quality will also allow the product to create a niche in the Indian market easily and exhibit increased economic thrive rates to ensure high productivity levels and anticipated revenue rates (Kumari & Singh, 2018).

  The first step is to teach employees concerning the laws and regulations on using nonmechanized boats and the advocacy for foldable boats that anglers can easily transport from home to the water. Thus, this would create a sense of creating a business climate in India by allowing employees and founders to initiate new and strategic partnerships for improving fishing experiences using ecosystem-friendly nonmotorized boats. Thus, the second step is to train employees on the need for open partnerships with potential clients in India and learn further on survival mechanisms.

  Hiring Indian fishers is a big move to ensure that they can train the company's employees on designing the product to suit the growing market needs. The newly employed fishers will strategically offer qualitative, open-ended conversations and information for communicating the features and benefits of the newly recommended product. After learning how to develop the product, the fishers will help employees test its efficacy in the fishing industry, adaptability to diverse regions (Meng & Berger, 2019), and varying cultural segments to ensure it meets all provisions. Employees must learn how to test the product quality to offer generalizable and qualitative data to clients.

  Company culture affects the design thinking process for the improved product, as suggested in the case study. Culture influences employee management based on their priorities and values, impacting the functional facets of marketing, sales, and distribution. Culture also affects organizational analysis and decision making on strategic measures of entering a new market; thus, the design process of the new and improved product (Meng & Berger, 2019). The company upholds inclusivity in terms of opinions and suggests ideas towards a critical aspect of performance. Therefore, this organization's norms require that all the staff put their ideas together and locate a strategic way of ensuring that they introduce a technical team with high expertise to produce the best quality and functional product that complies with Indian's set regulations the Indian government.

  The emerging-market culture requires industries to remain highly competent, following the growing global market space (Meng & Berger, 2019). Thus, this aspect affects the design thinking process for the improved product because companies are pushed to strategically make informed decisions that will sustain quality delivery of products to potential clients (Kumari & Singh, 2018). With the increasing global competition, the emerging market culture requires firms to focus on giving value and generating high revenue levels from their products. The factor, therefore, influences the decision-making process for the improved product.

  Thirdly, the organizational structure as an element also influences decision making in line with product improvement. Healthy organizational structures require all employees and founders to voice their opinions on different approaches to this new venture, which creates a platform for diversity in terms of operational ideas (Kumari & Singh, 2018). However, in a decentralized setting, the top management takes control of all decision-making processes, denying employees a chance to channel their ideas that could otherwise be impactful. The top desk should be willing to take significant decisions after consultations with employees to ensure that they all stay in sync concerning productivity matters (Meng & Berger, 2019). Such dynamics renders it practically challenging to coordinate overall organizational activities. Decentralized company cultures are associated with narrow product lines, yet these ventures should be adequately broad to enhance autonomy.

  The company's ethical statement from the scenario influences the market entry strategy. Business ethics in this context are not considered policies of operation, but values evolve from the organization's internal culture. When the team agrees and applies them as a screening tool for substantial workers, it operates as a solid foundation of acceptable behavior among employees and shared values across the entire team (Kumari & Singh, 2018). Thus, the company has embraced a culture of shared working. The team understands the need to form partnerships with other foreign brands interested in a similar industrial venture and operate towards shared goals (Meng & Berger, 2019). The organization's ethics are uniform, transparent, and enforced across the entire business sector. The firm has ability to align efforts among works in place (Kumari & Singh, 2018), which encourages them to put in adequate effort to meet the organization's goals. Further, workers who operate in the same spirit are more likely to exhibit signs and healthy work results and adapt better to changing business environments and subsequent behaviors.