A Business Development Strategy for India's Rail Company Ircon in Expanding Businesses to Asia, Africa and Middle East

The Ircon is one of the key players in the market of transportation infrastructure development backed by Indian government and Indian railways. It has successful presence in various locations such as Malaysia, Algeria, Mozambique, Srilanka and India. The objective of the company is to expand globally to get lucrative projects simultaneously sustain competition locally and overseas. The idea is to devise a strategic marketing plan based on infrastructure spending data, location accessibility and market friendliness of the target market countries. The research design carried out was of comprehensive study of data collected from email survey, archive survey and depth interview analysis on various stages of business. The survey outcomes from exclusively selected respondents having international experience in construction business have indicated that infrastructure spending of a country is of utmost importance with 56% of survey response agreeing to it, similarly majority of respondents agreed that deciding factors like market entry plan, entry strategies and other attributes in markets.

Market Development Strategy for India's Rail Company Ircon in Asia, Africa, and Middle East

The Ircon International Limited is major player in rail infrastructure development backed by Indian government and railways. It has presence in Asia, South East Asia, and the Middle East. The idea is to devise a strategic marketing plan based on infrastructure spending data, location accessibility, and market friendliness of the target countries. The research design carried out is of comprehensive study of data analysis from email survey, archive survey, and in-depth interview. The survey data outcomes from relevant sample respondents having international experience in construction business have opined that infrastructure spending of country is of utmost importance in market development, also the deciding factors like market entry plan, entry strategies, and attributes determined penetration level into various markets. The data emphasis for restructuring businesses also summarized Ircon's lacking in marketing and financing means for large-scale projects.

A Beginning Rural Principal's Toolkit

The purpose of this article is to explore both the challenges and skills needed to effectively assume a leadership position and thus to create an entry plan or ‘toolkit’ for a new rural school leader. The entry plan acts as a guide beginning principals may use to navigate the unavoidable confusion that comes with leadership. It also assists aspiring new leaders to think through, and vicariously experience, the challenges they may face in a leadership role. If focuses on three specific areas most relevant to rural principals: Dealing with professional isolation and loneliness, getting to know and thriving in a rural community, and basic management skills for the lone administrator. It provides a series of tools that beginning principals may find useful as they embark on a leadership journey in a rural setting and also identifies the specific skills various stakeholder groups perceive as most important for rural school leaders.

Build to Last, Discount, or Defer?: Examining Lotte’s Entry into the Beer Industry

This case represents the first part of a two-part case that analyzed the entry of LotteChilsung (“Lotte”) into the Korean beer industry. With regards to market structure, the market was characterized by a duopoly that was commanded by Oriental Brewery Co. (“OBC”) and HiteJinro (“HJ”). Lotte would be up against stiff competition should it go through with its intended plans to enter the beer industry. On the one hand, Lotte announced a two-step entry plan that began with a small plant. This case highlights the small plant as a real option since the two-step plan was not financially justifiable under classical NPV analysis. With the real option, Lotte could either expect to buy OBC or HJ at a much cheaper price, or wait for better timing to minimize potential losses from investment in a large plant while remaining a minor player in the beer market. Rather than highlighting a typical success or failure study, this case places participants in the driver’s seat of current events and asks them to critically analyze costs, benefits, and strategy.

A Business Development Strategy for India's Rail Company Ircon in Expanding Businesses to Asia, Africa and Middle East

The Ircon is one of the key players in the market of transportation infrastructure development backed by Indian government and Indian railways. It has successful presence in various locations such as Malaysia, Algeria, Mozambique, Srilanka and India. The objective of the company is to expand globally to get lucrative projects simultaneously sustain competition locally and overseas. The idea is to devise a strategic marketing plan based on infrastructure spending data, location accessibility and market friendliness of the target market countries. The research design carried out was of comprehensive study of data collected from email survey, archive survey and depth interview analysis on various stages of business. The survey outcomes from exclusively selected respondents having international experience in construction business have indicated that infrastructure spending of a country is of utmost importance with 56% of survey response agreeing to it, similarly majority of respondents agreed that deciding factors like market entry plan, entry strategies and other attributes in markets.

When "made in italy" meets global competition: a theoretical appraisal

The fierce growth in global competition has led politicians and economists in Italy to shift the focus of the debate to the pressing need for the country's small firms to formulate appropriate strategic responses. In particular, the discussion has prompted the question of how best to ensure their survival: should these firms expand to a size that would enable them to tap into new markets through de novo entry strategies? Or should they pursue cooperation ventures with interested larger rivals? The paper seeks to contribute to the theoretical debate by illustrating a simple example, that of a small firm investigating the possibility of accessing a new market. Given that "made in Italy" companies leverage their competitive edge through the high quality of their products, we study when, in this context and in cases where potential licensing or other cooperation ventures are open to the firm, acquisition is preferable to a de novo entry plan.