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Table of Contents

Introduction. 3

Company Overview.. 3

Business objectives. 3

Country screening. 3

Market STP. 4

Segmentation. 4

Targeting. 5

Positioning. 6

Marketing objectives. 6

Market entry. 6

Types of market entry strategies. 7

The decision on the market entry strategy. 7

Detailed new country marketing mix. 8

Standardization versus adaptation. 8

Marketing mix. 9

Marketing strategies: Driving consumer growth. 10

Social media marketing. 10

Television commercials. 10

Celebrity endorsement 10

Marketing promotion plan and budget 11

Bibliography. 11

Appendix. 13

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Introduction

Company Overview

The Tiny Rebel is a UK-based organization that has specialized in the production of beer. Some of the company’s available beer include can, keg, and bottle beer, among others (Tiny Rebel, 2020). The company’s reliance on new technologies has been critical for the strengthening of its performance in the past eight years since it was founded. The headquarters for the Tiny Rebel are located in Rogerstone, Newport. Tiny Rebel’s beer is sold around the UK, with the product being exported to foreign markets such as Japan, Sweden, and Australia. As of 2017, the production output for the Tiny Rebel stood at 20,000 hectolitres, and this was a significant increase in production from the previous year. The firm exports its beer to 36 countries around the world. The company is currently focused on attaining a projection of £10 million in sales/ turnover (French, 2019). Currently, the firm has a team of estimated 137 workers, and these are integral for the strengthening of organizational performance.

Tiny Rebel beer collection

 

Business objectives

Below are some of the business objectives for the Tiny Rebel Company

• To attain minimum sales of £60,000 in the first year of the expansion into the Brazilian market.
• To increase the profit margins for the company by 40% in in the first year of the market plan and break even.
• To allow for the organization to tap into various untapped markets around the world in the next one year.
• To increase the competitiveness for the company compared to most of its rivals in the brewery sector.

Country screening

Currently, Tiny Rebel doesn’t have markets in countries such as Czech Republic, Brazil, Nigeria, Turkey and Vietnam among others.

Country of choice: Brazil

 

 

Decision

The selected country where the Tiny Rebel can expand into is Brazil. Brazil has a population of estimated 209.5 million people. Compared to countries such as the Czech Republic, Nigeria, Turkey, and Vietnam, Brazil has a large market for beer products. Brazil’s GDP stands at $1.893 trillion, and this is higher than that of the Czech Republic ($261.732 billion), Nigeria ($504.57 billion), Vietnam ($261.637 billion), and Turkey ($813.810 billion). An organization such as Tiny Rebel can take advantage of Brazil’s strong GDP in setting its operational base into the country. With a total score of 52, under the MACS’ matrix, it is evident that Brazil is a more attractive market compared to Turkey (48), Nigeria (46), Czech Republic (44), and Vietnam (40). The selection of Brazil as a foreign market will offer Tiny Rebel with a platform for strengthening its beer sales.

TWO TOP COUNTRIES SHOUD BE DISCUSSED AND THAN CONCLUDED ON BRAZIL WITH MORE PERTINENT INFORMATION AND STATISTICS.

Notes: I have previously asked for you to look for appropriate examples of to why this country has been chosen and completely exclude GDP as it’s a broad spectrum and show no market analysis whatsoever, I Cleary stated this section should be redone in a way that the analysis show’s a lot of research regarding the market for beer in brazil, with data supporting it, once again I feel like the brief was not read appropriately neither were my recommendations. I want to know why brazil is a good country for exporting beers, does most of its population prefer buying beers to wine or other alchols and add statistics from statista or Mintel!! 

Market STP

Segmentation

READ ABOUT GEOGRAPHICAL , PSHYCORAPHICAL ETC AND APPLY IT TO THE BRAZILLIAN MARKET, HOWS THEIR GEOPRAHIC, DEMOGRAPHIC, PSCHYOGRAPHIC

According to Brown (2011), market segmentation allows an organization to meet the needs of various customers in a given market. The organizational leadership in a company has to be at the forefront in the implementation of strategies that identify customer needs in various market segments (Belvaux and Guibert, 2012). Below is the market segmentation for the Tiny Rebel Company.

 

 

Demographic segmentation	Gender: Both male and female consumers Age: Above the age of 18 years Income/ social class: Middle- and upper-income classes
Geographic segmentation	Brazil is the country where the company plans to expand its operations into. READ ABOUT GEOGRAPHICAL SEGEMENTATION IT REFERS TO CLIMATES FOR EXAMPLE BRAZIL IS A WARM CLIMATE THEREFOR THEY NEED A LOT OF COOL REFRESHING DRINKS
Psychographic	The company plans to supply a craft beer that will allow for repeated purchase. The craft beer will be designed/ developed to meet the needs for the Brazilian consumers Beer consumption in Brazil is high and this will positively affect the company’s sales
Behavioral segmentation	Production of high-quality beer will allow for repeated purchase among Brazilian consumers. Brazilians are fun loving and enjoy drinking craft beer. The company will have to conduct extra research on the life styles for the Brazilian consumers.

 

Targeting

Companies, in the quest for succeeding in new markets, have to ensure that they have a better understanding of the targeted audience. Allan and Nimer Ali (2017) argue that conducting extensive research in a new market provides companies with a clear understanding of their customer profiles and their needs.

Customer profile

• Gender: Male and female customers in the Brazilian market
• Preferences: Consumers in Brazil associate craft beer and unbalanced dark beers with a higher quality. Malt and fruity flavors are among the common beer flavors that are preferred by consumers around Brazil.  (REFRENCING HOW DO YOU KNOW THIS)
• Age: The company will target customers above the ages of 18 years. In Brazil alcohol is not sold to persons below the age of 18 years.

Positioning

THIS PART IS MUCH BETTER

According to Volodin and Podkovyrov (2018), the foreign expansion provides an organization with a platform for bolstering its financial health. The beer market in Brazil has experienced immense growth in the recent past (Mintel, 2020). Product standardization is beneficial in that it is less costly and efficient (Virvilaite, Seinauskiene, and Sestokiene, 2011). According to Statista (2020), beer consumption in Brazil is expected to increase from 12.9 billion liters in 2019 to 13.84 billion liters in 2023, and this makes the country an attractive market for the Tiny Rebel beer. For the period 2020 to 2023, the beer market in Brazil is expected to grow by 12.9% annually (Statista, 2020). The growth in the beer market in Brazil is good for firms that want to expand their markets into the country. According to Statista (2020), the current average per capita beer consumption in Brazil stands at an estimated 50.5 liters. Tiny Rebel’s expansion into the Brazilian market will positively affect its market position in the industry. However, the company may face stiff competition from microbreweries such as Baden Baden, Cervejaria Backer, and Eisenbahn. AbInbev currently has the largest market share in Brazil. Tiny Rebel needs to take note of the intense competition that exists in the Brazilian market.

Brand positioning

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Marketing objectives

The marketing objectives paints a picture of the goals that the marketing embraced by an organization aims at achieving (Slater and Andriopoulos, 2013).  PLEASE LOOK AT THE CORE TEXT BOOKS PROVIDED AND TALK FROM THEM ABOUT MARKETIN OBJECTIVES , How marketing will help achieve the business objectives? THIS IS STATED IN MY BRIEF WHY ARE THESE THE BEST MARKETING OBJECTIVES AND WHY ARE THEY LIKELY TO BE THE BEST FIND STATSITICS THAT WORD OF MOUTH OR PROMOTION OR WHATEVER IT IS HAS THE MOST EFFECTIVE IMPACT IN BRAZIL. PLEASE THIS IS NOT EVEN A 2:2 EXPLANATION

 

Below are some of the marketing objectives for the Tiny Rebel.

• To increase the market share for the company by 25% in the Brazilian market in the next year by taking advantage of its promotional strategies.
• To have estimated 30% of the customers in the new market referred by the current customers.
• To increase the sales for the company by 40% in the Brazilian market in the next seven months by relying on both online and brick-and-mortar distributional channels.
• To improve the profit margin for the company by 25% and ensure that profits break even within the first 15 months of the firm’s expansion into the Brazilian market.
• To attract an estimated 600 customers per month to the brand upon its expansion into the Brazilian market for the next year.

Market entry

Companies expand to foreign markets with the goal of not only strengthening their market positions but also bolstering their financial performance. Ang, Benischke, and Hooi (2018) state that when expanding globally, it is important for a company to have full information on the market and government regulations in the new market and the level of competition. The strategy that an organization uses for the penetration into the new market may determine its successes or failures in the foreign market (Hollensen, 2017). The sources of finances for the funding of investment projects and expansionary strategies by an organization is important (Etemad, Madsen, Rasmussen, and Servais, 2014). Below are some of the market entry strategies that Tiny Rebel Company may embrace in its quest for expansion into the Brazilian market.

Types of market entry strategies

How will you bring the product to the new market? : PICK ONE AND DISCUSS IT IN A LOT OF DETAIL, WHY IS THIS THE MOST LIKELY TO WORK WITH STATISTICS AND RESEARCH , FULL DETAILED ON HOW THIS WILL BE BROUGH INTO THE NEW MARKET: APPLICATION USE HOW WILL BEER MOST EFFECTIVELY BE TRANSPORTED TO BRAZIL, NOT THEORY BASED PICK ONE AND EXTENSIVELY TALK ABOUT HOW AND WHAT WILL BE BROUGH READ ABOUT MODES OF ENTRY IN HOLESTEN BOOK PLEASE! MUCH MORE APPLICATION NEEDED LESS THEORY, TEACHERS ALREADY KNOW ALL THE TYPES OF ENTRY MODES, PICK WHICH ONE FITS BEST AND FIND EVIDENCE THAT THIS ONE IS THE BEST AND WHY

 

• Export mode of entry: Under the export mode of entry, goods or products are produced in a domestic market and exported to a foreign market. The strategy provides companies with a low cost and quick entry strategy into a new market (Kalyanpur and Newman, 2018). Some of the common types of export mode of entry include indirect export, direct export mode, and cooperative export.
• Intermediary mode: The intermediary mode is another market entry strategy that an organization can embrace in its quest for expansion into a foreign market. Under this strategy, the parent firm lacks full ownership of the company in the foreign market. Examples of the intermediary modes of entry include joint ventures, franchising, and licensing.
• Hierarchical model of entry: Under the hierarchical entry mode, an organization completely owns the foreign entry mode. A firm that wants to expand into a foreign market acquires a firm in the new market and fully controls it (Kalyanpur and Newman, 2018). The common types of hierarchical market entry modes include greenfield investment and mergers and acquisitions.

The decision on the market entry strategy

The intermediary mode of entry is the most suitable market entry strategy that the Tiny Rebel Company can use for the expansion into the Brazilian markets. The joint venture strategy may provide the firm with a platform for effectively penetrating the foreign market (McDonald and Wilson, 2011). Tiny Rebel will have to get into a joint venture with a dominant Brazilian beer firm such as Baden Baden Company. The dominant firm will help Tiny Rebel to establish an operational base in the foreign market. The company may also offer it with financial resources that will allow for the Tiny Rebel firm to produce and market its beer products in Brazil. The entry mode strategy is beneficial in that it will make it easy for the Tiny Rebel to penetrate the foreign market.

Detailed new country marketing mix

Standardization versus adaptation

Product adaptation entails the modification of features for a product to meet the needs of consumers in a new market (Green and Keegan, 2017). Adaptation allows a company to meet the rules and regulations in a foreign market. Rao-Nicholson and Khan (2017), argues that adaptation differs from standardization strategy. Under the standardized strategy, an organization that penetrates a foreign market doesn’t have to make modifications to the features for a product or marketing strategies to use in the new market. Compared to adaptation, however, chances of effective penetration in a new market are low when standardization strategy is applied (Khan, 2017). Some of the common types of product adaptation include price adaptation, tangible adaptation, intangible adaptation, and promotional adaptation (Lages et al. 2008).

As part of the product adaptation, Tiny Rebel will have to focus on the production of the draught beer, to suit the Brazilian consumers. The draught beer, in Brazil, accounts for 50% of the craft beer that is consumed across the country (Craft Brewing Business, 2017). Diversification into the draught beer will allow for the company to effectively penetrate into the Brazilian market. The Brazilian government emphasizes about the need for the promotion of environmental sustainability. Tiny Rebel, in line with the environmental sustainability goals in Brazil, will have to ensure that it uses its recycled wastes for the production of beer cans. The company may also re-use its beer bottles, and this may further help in the strengthening of its role in the promotion of environmental sustainability in Brazil. Most of the Brazilian consumers prefer beer with flavors such as fruity, cocoa and malt. In accordance with product adaptation, Tiny Rebel will have to produce beer with the above flavors, so as to meet consumer needs and tastes in the Brazilian market.  WHERE ARE THE REFRENCES FOR BRAZILIAN LIKING SUCH FLAVOR, BETTER, BUT GIVE MORE DETAILED GOALS, FOR EXAMPLE TINY REBEL CAN US REUSABLE MATERIAL TO BOTH CUT COST OF PRODUCTION AND REACH THEIR TARGET QUICKER, FIND MORE WAY THIS CAN BE MARKETED

Distributional channels

• Retail stores: The company, through its joint venture will distribute its beer to the retail stores across the major cities in Brazil. Consumers will purchase the company’s beer via the retail stores. The firm will have to incur costs for the packaging and transportation of the products to various retail stores around the country.

Transportation costs: £5500

Packaging: £12,500

Total: £18,000

FIND WEBSITE OR REFRENCES FROM WHERE U DEDUCTED THESE COSTS

• Online channel: Tiny Rebel may also rely on the online channel once it has fully established its position in the Brazilian market. Consumers will be allowed to order their beer products via the firm’s website and have them delivered to their door steps.

Marketing mix

THIS HAS TO BE MORE DETAILED WITH MORE FOCUS AND MORE EVIDENCE OF THE , WHATS THE AIDA MODEL AND WHY ISNT IT REFRENCED? WHAT ARE THE MOST EFFECTIVE PROMOTION STRATEGIES AND SAY THIS WOULD WORK BEST BECAUSE IT CUTS COST BUT HAS THE LARGEST REACH TO PEOPLE BE MUCH MORE DETAILED

 

HOW WILL YOU COMPETE WITH THE OTHER COMPANIES FIND OUT THEIR STRATEGIES AS THEY PROVED EFFECTIVE AND ALTER YOURS, STATING THAT THIS WILL ALLOW IT GENERATE CUSTOMER VALUE, GOOGLE WHICH ARE THE BEST WAYS TO GENERATE CUSTOMER VALUE WITH SPECIFIC EXAMPLES AND UTILIZE THAT

• Product: The Tiny Rebel will primarily focus on the selling of beer in the Brazilian market. Most of the Brazilian consumers prefer beer of different fruit flavors. The company will have to ensure that the beer it produces comes in various fruit flavors. The well-chilled Brazilian beer has also grown in popularity in the last two decades. By producing beer with a Brazilian touch, the company is expected to benefit from an improvement in sales in the foreign market. The beer will be packaged in both glass bottles and cans and will vary in size.
• Place: Expansion into the Brazilian market will put Tiny Rebel in a good position to strengthen its revenues. The large market in Brazil will allow the company to increase its sales. The company may gather relevant information about the market, needs for the consumers, and market rules and regulations in the country by getting into a joint venture with Baden Baden Company.
• Price: The pricing strategy embraced by an organization majorly affects its sales. The company will have to set its prices slightly lower than those in the UK. A price range of £6 to £8 for the four-pack, for instance, will allow the company to attract a large percentage of customers in the Brazilian market. Consequently, this will positively affect its sales.
• Promotion: The AIDA model will be applicable under the promotional strategy. The company will be required to embrace promotional strategies that will bring awareness of the brand to the customers and, at the same time, encourage repeated purchase. Tiny Rebel may opt for radio advertisement and discounts as some of the promotional strategies that they may utilize. Dependence on social media marketing may also put the company in a position for effectively capturing the attention of a large percentage of customers in the Brazilian market.

Marketing strategies: Driving consumer growth

Once the Tiny Rebel Company expands into the Brazilian market, it may have to rely on different marketing strategies to promote brand awareness and establish a link with the customers in the Brazilian market. Armstrong, Kotler, and Opresnik (2016) argue that marketing strategies allow companies to bolster their brand awareness, and this, in return, improves their revenue generation. Below are some of the marketing and advertisement strategies that the Tiny Rebel Company can utilize once it expands into the Brazilian market.

Social media marketing

WHERE ARE ALL THE REFRENCING HOW DO YOU KNOW THIS EVIDENCE!!!! WHY ARE THESE THE MOST EFFECTIVE?

The company may use different social media platforms to promote its brand in the new market. Inclusion of captivating message in the social media tools that attracts customers to the brand and purchase beer, is one of the moves that the Tiny Rebel needs to take when using social media marketing. Some of the social media tools that the company can embrace include YouTube, Twitter, Instagram, and Facebook. The company can also use Instagram for the marketing of its beer in Brazil. One of the benefits of social media marketing is that it will allow for the Tiny Rebel to encourage a large percentage of potential customers to purchase craft beer from the firm.

Celebrity endorsement

The company may also opt for celebrity endorsement as a promotional strategy for its beer product. Tiny Rebel will have to identify celebrities like Neymar or Ronaldinho and get into a contract with them to promote its brand and products. The strategy is effective in that it will allow the firm to send messages that reverberate well with consumers around Brazil.

Marketing promotion plan and budget

Before implementing any of the marketing strategies, the Tiny Rebel must draft a promotional plan budget (Kotler, Armstrong, Harris and He, 2019). The budget will provide the company with relevant information on the amount of financing for each marketing/ promotional strategy. Below are some of the marketing strategies that Tiny Rebel can use as part of its glocalization process.

• Brazilian Carnivals and festivals: The Brazilian Carnival offer Tiny Rebel an opportunity for the glocalization and promotion of its beer. The company may also take advantage of festivals such as Cirio de Nazare, Festa do Peão and the Oktoberfest for the promotion of its brand and beer products.
• Keeping the company’s logo in English and all other writings in Portuguese: Portuguese is a common language that is spoken in Brazil. Including the local language on the beer bottles and cans captures the attention for clients in the new market, and this may positively affect brand awareness and product sales.
• Include Brazilian and UK colors on the beer bottles and packages: Inclusion of the Brazil colors will be a representation of the Brazilian market and this may push potential customers to purchase the Tiny Rebel’s beer.
• Social media marketing: Majority of the Brazilian consumers have access to social media platforms such as Twitter, YouTube and Facebook among others. Tiny Rebel can utilize social media marketing for delivering information to potential consumers in Brazil about its brand and the different types of craft beers that it offers.
• Guerilla marketing: Guerilla marketing is a common marketing strategy and is especially used in Brazil by the alcoholic and non-alcoholic brands. Tiny Rebel can take advantage of the guerilla marketing strategy for the promotion of its beer products in the major cities such as Rio de Janeiro and Sao Paulo. Dependence on the guerilla marketing strategy can help the firm to further embrace the glocalization process.
• Celebrity endorsement: Brazil is a home of several global Football superstars including Neymar, Ronaldo and Ronaldinho among others. The celebrities are widely regarded by the Brazilian people, and this is best explaining why they are considered as brand ambassadors for various companies. Tiny Rebel can get into contract with any of the above celebrities to market its brand in the Brazilian market.

 

 

 

 

 

 

 

 

 

Bibliography

Allan, M. and Nimer Ali, N., 2017. Employing social media websites and its role in determining the targeted audience for marketing within cloth manufacturing sector in Jordan. Innovative Marketing, 13(2), pp.47-55.

Ang, S., Benischke, M. and Hooi, A., 2018. Frequency of international expansion through high control market expansion modes and interlocked directorships. Journal of World Business, 53(4), pp.493-503.

Armstrong, G., Kotler, P. and Opresnik, M. 2016. Marketing. Pearson Education UK.

Belvaux, B. and Guibert, N. 2012. International Segmentation: Towards a Third Path between Global and National. International Journal of Market Research, 54(1), pp.111-127.

Brown, B., 2011. Marketing Communication. Northcliff [Gauteng]: Troupant.

Craft Brewing Business, 2017. Draught Beer To Account For 50% Of Brazilian Craft Beer Market Growth In Next Five Years. [online] Craft Brewing Business. Available at: <https://www.craftbrewingbusiness.com/news/draught-beer-account-50-brazilian-craft-beer-market-growth-next-five-years/> [Accessed 5 June 2020].

Etemad, H., Madsen, T., Rasmussen, E. and Servais, P., 2014. Current Issues In International Entrepreneurship. Cheltenham: Edward Elgar Publishing.

French, P., 2019. Leading Welsh Craft Brewer To Increase Capacity Sevenfold. [online] Thedrinksbusiness.com. Available at: <https://www.thedrinksbusiness.com/2019/02/leading-welsh-craft-brewer-to-increase-capacity-sevenfold/> [Accessed 5 June 2020].

Green, M. and Keegan, W., 2017. Global Marketing. 9th ed. Pearson.

Hollensen, S., 2017. Global Marketing. Harlow: Pearson Education Limited.

Kalyanpur, N. and Newman, A., 2018. Mobilizing Market Power: Jurisdictional Expansion as Economic Statecraft. International Organization, 73(1), pp.1-34.

Kotler, P., Armstrong, G., Harris, L. and He, H., 2019. Principles Of Marketing. Harlow, United Kingdom: Pearson Education Limited.

Lages, et al.  2008. The STRATADAPT scale. International Marketing Review, 25(5), pp.584-600.

McDonald, M. and Wilson, H., 2011. Marketing Plans: How To Prepare Them, How To Use Them. Chichester: Wiley.

Mintel, 2020. Brazil Beer Market Report (Updated 2018) | Mintel.Com. [online] Store.mintel.com. Available at: <https://store.mintel.com/brazil-beer-market-report> [Accessed 1 June 2020].

Rao-Nicholson, R. and Khan, Z., 2017. Standardization versus adaptation of global marketing strategies in emerging market cross-border acquisitions. International Marketing Review, 34(1), pp.138-158.

Slater, S. and Andriopoulos, C., 2013. Emerging perspectives in qualitative research in international marketing. International Marketing Review, 30(4).

Statista, 2020. Beer – Brazil | Statista Market Forecast. [online] Statista. Available at: <https://www.statista.com/outlook/10010000/115/beer/brazil> [Accessed 1 June 2020].

Tiny Rebel, 2020. Award-Winning Welsh Brewery – Tiny Rebel Brewing. [online] Tiny Rebel. Available at: <https://www.tinyrebel.co.uk/> [Accessed 1 June 2020].

Virvilaite, R., Seinauskiene, B. and Sestokiene, G., 2011. The Link between Standardization/Adaptation of International Marketing Strategy and Company Performance. Engineering Economics, 22(1).

Volodin, Y. and Podkovyrov, P., 2018. INTERNATIONAL MARKET EXPANSION. Strategic decisions and risk management, (4), pp.20-35.

Statista, 2020. Beer Consumption In Brazil 2023 | Statista. [online] Statista. Available at: <https://www.statista.com/statistics/727090/beer-consumption-brazil/> [Accessed 5 June 2020].

Appendix

Promotional budget

Type of marketing strategy	Cost
Celebrity endorsement	£50,000
Product marketing	£75,000
Guerilla marketing	£20,000
Live Events marketing	£25,000
Social media marketing	£25,000
Total	£195,000

 

Country screening

	Brazil
	Factor	Poor  (1-3)	Medium (4-6)	Good (7-10)	Weight (Importance for SME)	Total
	MA (Market Attractiveness)
1	Market Segment (s) Size	1			1	1
2	Market Segment(s) Growth	2	3	7	2	14
3	Competition	2	4		1	4
4	Ease in penetration			7	2	14
	CS (Competitive Strength)
1	Degree of adaptation needed	2			1	2
2	Strength of (adapted) value proposition		5		2	10
3	Financial resources			7	1	7
						0
					10	52
	Czech Republic
	Factor	Poor  (1-3)	Medium (4-6)	Good (7-10)	Weight (Importance for SME)	Total
	MA (Market Attractiveness)
1	Market Segment (s) Size	1			1	1
2	Market Segment(s) Growth	1	2	8	2	13
3	Competition	2	1		1	1
4	Ease in penetration			7	2	14
	CS (Competitive Strength)
1	Degree of adaptation needed	1			1	1
2	Strength of (adapted) value proposition		4		2	8
3	Financial resources			6	1	6
						0
					10	44
	Nigeria
	Factor	Poor  (1-3)	Medium (4-6)	Good (7-10)	Weight (Importance for SME)	Total
	MA (Market Attractiveness)
1	Market Segment (s) Size	2			1	2
2	Market Segment(s) Growth	1	1	7	2	11
3	Competition	1	1		1	1
4	Ease in penetration			7	2	14
	CS (Competitive Strength)
1	Degree of adaptation needed	2			1	2
2	Strength of (adapted) value proposition		5		2	10
3	Financial resources			6	1	6
						0
					10	46
	Turkey
	Factor	Poor  (1-3)	Medium (4-6)	Good (7-10)	Weight (Importance for SME)	Total
	MA (Market Attractiveness)
1	Market Segment (s) Size	2			1	2
2	Market Segment(s) Growth	1	2	7	2	12
3	Competition	3	1		1	1
4	Ease in penetration			6	2	12
	CS (Competitive Strength)
1	Degree of adaptation needed	2			1	2
2	Strength of (adapted) value proposition		6		2	12
3	Financial resources			7	1	7
						0
					10	48
	Vietnam
	Factor	Poor  (1-3)	Medium (4-6)	Good (7-10)	Weight (Importance for SME)	Total
	MA (Market Attractiveness)
1	Market Segment (s) Size	1			1	1
2	Market Segment(s) Growth	1	1	6	2	10
3	Competition	1	1		1	1
4	Ease in penetration			6	2	12
	CS (Competitive Strength)
1	Degree of adaptation needed	2			1	2
2	Strength of (adapted) value proposition		4		2	8
3	Financial resources			6	1	6
						0
					10	40

 

 

 

 

 

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