Global Market Entry Leadership Program

This module provides an overview of the strategic business questions that should be understood before a firm expands internationally. These elements are foundational to any global market entry program and integrate the role of globalization in the advancement of business strategy. The six market entry options and the effect of politics on foreign direct investment are discussed. Specific suggestions for navigating trade politics are discussed with an expert panel of economic development officers. The importance of establishing overarching ethical guidelines is described and an outline of the Foreign Corrupt Practices Act is provided.

Identifying Accurate Information Resources

• Primary Resources for Market Entry Information
• Secondary Resources for Market Entry Information
• Anecdotal and Poor Sources of Information

Strategic Objectives

Strategic Business Frameworks

• SWOT Analysis
• PESTEL Analysis
• Blue Ocean Strategy
• Balanced Scorecard
• Porter’s Five Forces Framework

Target Market Country and Structure

• Market Entry Options
• Evaluating Country Options

Marketing Channels

The Politics of Global Market Entry

Speakers, videos, and resources in this module include:

James McGuirk: President AKLM, Former President of Unisys, expert in growing companies to INC 500.
Rob Parry-Jones: Group CEO and Board Member for Close the Loop, CEO MammaGuard, COO Gambro.
Tom Popper: Former President, InsightCuba & CEO, Friendly Planet.
Rafael Nieto: President Ativa Capital, Panama works with frontier markets.
Richard Garriott: founder of the gaming industry and commercial space flight discusses overcoming obstacles and building a new industries.
Pamela Corrie: Restructuring Attorney, Financial Advisory Board Member Lord & Taylor, Pier 1.
David Pauldine: Former President/CEO Devry University.
Michele Beistile: Attorney, Chief Ethics Officer, The Global Fund, formerly, Chief Ethics Compliance, and Privacy Officer, The Nature Conservancy.

Additional resource materials and white papers are provided.

The focus of this module is to deepen participant understanding of the economics, markets, tariffs, government, and public incentive programs that support global expansion. A brief overview of economic concepts and market dynamics is provided to provide a general understanding of the environment in which a company expands. This understanding helps firms establish a process to monitor the economic environment that affects their sales. The process by which companies exchange goods or services for revenue is outlined and the role of country and bi-national economic development officers is highlighted. Importing and exporting processes are illustrated as well as payment methodologies and the effect of currencies on contracts and payments. Sources of reliable economic data are suggested, and bi-national chamber resources are identified.

Reliable Sources of Economic Data

Economic Indicators

• Country Economic Indicators (customized for participants)

Environmental Forces

Market Dynamics and Trade Pacts

Finance and Banking

• Opening a Non-Resident Bank Account
• Forex Navigating the Volatile Foreign Currency Markets
• Financial Forces
• Financing FDI and Funding Options
• EXIM Bank

Importing and Exporting

• Importing and Exporting Fundamentals

U.S. Services and Programs

• State Department Directorate of Trade Controls
• Department of the Treasury Office of Foreign Asset Controls
• U.S. Customs and Border Protection Tips for New Importers and Exporters
• U.S. Government Trade Services
• International Chamber of Commerce
• INCOTERMS
• State Economic Incentive Programs

Foreign Incentive Programs

Dezan Shira & Associates Research Data Base for China, India, Vietnam

Speakers, videos, and resources in this module include:

John McIntyre: founding Executive Director at Georgia Tech Center for International Business Education & Research.
Dimitri Skambas and Drew Collins: former senior executives from Bannockburn Global Forex.
Barbara Doran: the President and CEO at BD8 Capital Partners, LLC. and CNBC On Air Financial Analyst.

Additional materials provided by EXIM bank, State of Oklahoma, International Chamber of Commerce, the Trade and Export programs from the US Federal Government, the IDA Ireland, INCOTERMS, and Investopia.

The legal, financial, tax, and human resources infrastructures are structured and operate in unique interplay in each country. These critical issues determine how a company will establish operations, maximize revenue, minimize taxes, and strategically utilize people. The purpose of this module is to provide the information needed to establish a business entity in a foreign location. The way in which the legal, financial, tax, and HR infrastructures are integrated is discussed. Participants who complete this module should be able to identify the activities necessary to establish a foreign entity in another country.

Developing a Global Tax Strategy

• Macro Perspective
• Micro Perspective

Legal Incorporation: Structure of the Foreign Business

• Intellectual Property
• Data Protection
• Business Incorporation
• Foreign Corrupt Practices Act

Legally Establishing a Business in a Foreign Country

• Examples: Customized for the participants

Global Human Resources Corporate Strategy

• Employee/Employer Legal Relationship

Speakers, videos, and resources in this module include:

Enrico Vicente: Senior Director EIS Fabrication Solutions, formerly CEO of WAM USA.
Johan Lubbe: shareholder at Littler Mendelson and U.S. Practice Co-Chair of the firm’s International Practice Group.
Elijah Bradshaw: VP Human Resources at the global tech firm Beeline, Inc.
Shelie Gustafson: CHRO Jacobs.
Dr. Janet L. Walsh: President and CEO Birchtree Global, LLC.
Dustin Daugherty: Director Business Development, World Trade Center Utah, formerly Dezan Shira & Associates’ business development in North America.
Carlos Nicolau, ESQ: Legal Managing Partner of the Bellavista Law firm in Barcelona.
Ann LaFrance, ESQ: former partner, Squire Patton Boggs.
Thomas Colella: former EVP Global Talent Management for Walmart.
Dave Brown: President DF Brown and Associates.
Katrina C. M. Haynes: CPA corporate tax executive.

Dr. Christian Maron and Dr. Benedikt Groh: attorneys from Taylor Wessing.

Additional information in this module illustrates establishing a business in Europe, Vietnam, China, Canada, Spain, and India.

The Operations Module encompasses the day-to-day activities that accompany the management of a global business. The issues here are those which logically follow the decisions made in the previous modules. Each business will have its own specialized challenges, but the Operations Module is designed to make participants aware of key issues in managing people globally, assessing risk, appraising the cost of expatriates, cultural implications, and technology.

Accounting and Payroll

HRIS-Capturing Data

Technological Issues

Developing Global Bench Strength

Expatriate Management-Costs and Consequences

HR Operations in a Foreign Location (customized for participants)

• Unions and the Impact on Business Operations
• Staffing
• Statutory and Non-Statutory Benefits
• Performance Management
• Training
• Obtaining Visas and Employee Foreign Domicile Considerations

Safety and Risk Management

• Managing Global Risk
• Employee Health

Effective Global Communications

Cultural Implications

Speakers, videos, and resources in this module include:

Mr. Grant Nissly: founder and CEO of Taptive.
Katrina C. M. Haynes: CPA Corporate Tax Expert.
Mr. Stephen Cassell: Chief Marketing and Brand Management, 32 Health, Brand Management.
Dr. David Clyde: President Spinnaker Medical Associates.
Karen Weinstock, ESQ: Managing Attorney, Weinstock Immigration Lawyers.
Dr. Janet L. Walsh: President and CEO Birchtree Global, LLC.
Wendy Pease: President Rapport International.

Brent Lipschultz and Ragini Subramanian: Partners Eisner Advisory Group.

The final deliverable is a comprehensive global market entry strategic plan based on the participant’s country and company. For those certifying with the WTCA, BG, SHRM, or HRCI their plan must be presented to the leadership team by Zoom. Participants will have completed the strategic plan with the following elements:

Executive Summary

• A short two-page summary highlighting the key components, requirements, and expected results. Identify the primary and secondary information sources used to gather data.

Company Description

• A detailed description of the company used for the global market entry project.
• Identified target market countries, describing the unique solutions offered by the business in the target country.

Company Mission Statement

• An overarching mission statement for the company expanding overseas.

SWOT Analysis

• A high-level overview of the strengths, weaknesses, opportunities, and threats with respect to the company’s market entry into the designated country.

Porters Five Forces

• A detailed analysis of the power of suppliers, the threat of new market entrants, the availability of substitutes, buyer power, and the degree of rivalry among the players. Linking the company’s value proposition to the way in which the firm provides a competitive advantage in the foreign country.

Short and Long-Term Goals and Objectives

• A summary of the short and long-term goals and objectives for market entry, including a one-year plan and a three-year plan.

Financial Plan

• Describe how and in what manner funding for this project will occur.
• Detail the performance metrics and measures for the company.
• Describe the state incentive and export programs available to the company.
• Describe the multinational trade pacts in the target country.
• Describe how existing trade pacts will affect the product or service.
• Identify the bank used and describe the steps to obtain a local bank account.

Tax Strategy

• Describe the company’s global tax strategy in the target country.
• Describe the macro and micro tax strategy guiding the firm.
• Illustrate and show the flow of funds from the host country to the home country.

Legal infrastructure

• For the targeted country and company, describe exactly how a legal right to work in the country will be obtained.
• Describe where the business will be incorporated, the company form, and the step-by-step process for forming the overseas company.
• Identify the intellectual capital needing protection and describe how that will be accomplished.

Target Customers

• Describe the targeted customers in the foreign country and their buying practices.

Industry Analysis

• Describe the characteristics of the industry in which the firm will compete in the home and host country. Describe the major differences and identify critical issues that need to be overcome to provide a competitive advantage.

Country Analysis

• Describe the unique solutions offered by the business in the target country.
• Identify country resources and incentives including the in-country economic development officials who could help.
• List the trade regulations which will affect the product or service.

Marketing Plan

• Provide a summary of the marketing objectives and identify the marketing channel(s); Map out the sales channels for each country.
• Identify the challenges and actions to be taken to manage the integrity of the corporate brand.

Leadership Team and Key Personnel

• Provide an organization chart showing the key leadership team and key personnel, duties and responsibilities for each.

HR Infrastructure

• Identify the staffing process for filling open positions in the new company
• For foreign based individuals describe the HR infrastructure (compensation, statutory/non-statutory benefits) that will be provided. If an “employer of record” is to be used, describe the legal and tax implications of hiring this type of firm. If using an expatriate, outline the job description, salary, performance appraisal deliverables, and the cost of the first year’s assignment.
• Describe how local payrolls will be managed, which company will provide that service, and at what cost.
• Describe how the company will maintain and grow its bench strength in global operations management in the home and host country.
• In the target country, describe the input unions and the government will have in the HR operation.

Operations Plan

• Identify the technology used to communicate and capture data across the organization, with employees and customers.
• Describe the communication infrastructure and how it will be used to communicate with staff and customers.
• Describe the safety and risk management protocols to protect employees, property, and equipment.
• Identify the in-country union operations affecting the business.

Cultural Implications

• Describe the cultural implications of establishing an operation in this country and managing people using Hofstede’s Cultural Comparison.
• In what way does your cultural background affect your management in the designated country? Identify the issues by completing the Living Abroad cultural analysis.