Case Analysis on DIGGA

Case Analysis代写 there are also many challenges that DIGGA in the India market needs to consider, when it tries to expand the operations in Greater Noida.

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Case Analysis代写1
Case Analysis代写1

1.0 Executive summary

Corporations always face various opportunities and challenges when expanding to the global market.requiring the counterpart management practices conducted by corporations to effectively respond to those opportunities and challenges.with the aim of achieving their competitive advantages in the complex and dynamic international situations.Case Analysis代写  The case in study is DIGGA which is one well-established Australian manufacturer of excavation tools to expand its operations to Greater Noida (Uttar Pradesh), New Delhi, India.

The opportunities that DIGGA are facing when expanding to the target market in India include advantages from the industrial clusters in the district, the cheap labor and the domestic market requirements. There are also challenges facing the corporation: the high costs and fragmentation of logistics and transportation, low labor productivity and problems in intellectual protection and enforcement. Case Analysis代写 Counterpart recommendations for DIGGA to well adapt to the target market in India, based on the identified opportunities and challenges include an international marketing strategy and the counterpart digital marketing activities.

The recommenced international marketing strategy is developing a joint-venture under strategic alliance with the local businesses to find the proper ways of enter the target market in India and conduct the proper operations toward improved production and market share in India.Case Analysis代写  Detailed digital marketing activities to support the implementation of the international marketing strategy include: responding to customer demand, localization in products, multi-channel by cooperating with the local businesses, modifications in prices.

2.0 Analysis

The case in study is DIGGA, which is one well-established Australian manufacturer of excavation tools to expand its operations to Greater Noida (Uttar Pradesh), New Delhi, India.Case Analysis代写  The corporation is facing opportunities and challenges when expanding to the oversea market.

2.1 Opportunities

The opportunities of having manufacturing businesses by DIGGA in Greater Noida (Uttar Pradesh) include advantages from the industrial clusters in the district, the cheap labor and the domestic market requirements.

First,

DIGGA in Greater Noida (Uttar Pradesh) could enjoy its growth as the area is one famous auto manufacturing hub, to enable effective production for DIGGA, under supports of the many operators, which are focusing on the auto manufacturing industry (Mani et al., 2015, p. 214). Case Analysis代写 According to the benefits of industrial cluster, as identified by Lübbert et al. (2017, p. 479), when corporations have complementary operations and functions gather together and support each other to make a difference, each of the members could enjoy the benefits related to the interactions (Arnold et al., 2016, p. 4). For Digger to expand to the Indian market, therefore, it could enjoy the many supportive players.

Second,

there are cheap labor available in the area, to indicate opportunities for DIGGA in Greater Noida (Uttar Pradesh) to enjoy its growth with lower costs, such as in hiring labors in India, comparing with the management practices of hiring employees in Australia. Case Analysis代写 The cheap labor costs could mean opportunities for DIGGA in Greater Noida (Uttar Pradesh) to promote its costs management effectiveness and furthermore contribute to its competitive advantages in the marketplace (Jasti & Kodali, 2016, p. 183).

Third,

there are domestic market requirements when DIGGA sets its business in Greater Noida (Uttar Pradesh). One essential fact that DIGGA in Greater Noida (Uttar Pradesh) needs to consider is the demands of using the manufactured items where the location of Greater Noida (Uttar Pradesh), on the outskirts of New Delhi, could indicate the many opportunities that DIGGA could expand its operations (Jasti & Kodali, 2016, p. 183). Case Analysis代写 The location of Greater Noida (Uttar Pradesh) suggested that it allows the use of products from DIGGA, as the city area and the most developed area in India to have the affordability and requirements of manufactured products from DIGGA. Moreover, India is one country requiring building infrastructure and the products provided by Greater Noida (Uttar Pradesh) could mean important vehicles to support the building.

2.2 Challenges

However, there are also many challenges that DIGGA in the India market needs to consider, when it tries to expand the operations in Greater Noida (Uttar Pradesh). Case Analysis代写 The challenges include the high costs and fragmentation of logistics and transportation, low labor productivity and problems in intellectual protection and enforcement.

First,

the manufacturing industry in India is facing problems related to the high costs and fragmentation of logistics and transportation, resulting of additional costs and lower competitiveness when DIGGA expands to Greater Noida (Uttar Pradesh) to pursue its competitive advantages. Case Analysis代写 Nallusamy (2016, p. 181) had audited the average costs of Transportation and Logistics in India, indicating that they are nearly 2 times comparing with that in Australia. What’s worse, the transportation and logistics in India has been much slower comparing with that in Australia, resulting of additional costs in inventory management (Gandhi et al., 2016, p. 187).

Besides limitations in the tangible facilities, there are also limitations in the intangible facilities, such as the Internet and business information systems, to limit effective supply chain management practices in DIGGA when the corporation expands to Greater Noida (Uttar Pradesh) (Jasti & Kodali, 2016, p. 183). Case Analysis代写 However, everything in India has been change quickly, with continuous efforts of the country in building the foundation facilities for transportation and logistics (Gandhi et al., 2016, p. 187). In Greater Noida (Uttar Pradesh), which is next to the capital city, New Delhi, facilities to support transportation and logistics have been better comparing with the average level in India.

Second,

there are problems related to low productivity facing DIGGA when expanding to Greater Noida (Uttar Pradesh), India. The low productivity of labor in India is due to the lag in production planning, transportation and maintaining and supply chain management practices of India. Case Analysis代写 There are also some extended Indian holidays for festivals and celebrations, to cut into the productivity of the manufacturing industry (Mitra et al., 2016, p. 353). For example, there are at least 21 public holidays in India, ranking as No.1 in the world, to mean a challenge of maintaining operations of the manufacturing businesses in the context.

Third,

India has limitations in intellectual property protection and enforcement, with expensive and high risk intellectual property protection practices. By referring to the 2016 International Property Rights Index, India ranked in the bottom of the third quintile (Arnold et al., 2016, p. 4).Case Analysis代写  The government had noticed problems in its property protection and enforcement, to design and conduct the counterpart measures of well addressing the problems by laws and regulations, such as by designing some significant IP reforms, with the purpose of improving IP protection. However, the results had not been so desirable, to make the conditions of intellectual property protection and enforcement more complex and involves more stakeholders (Arnold et al., 2016, p. 4).

3.0 Evaluate and recommendations

Case Analysis代写2
Case Analysis代写2

3.1

The recommenced international marketing strategy is developing a joint-venture under strategic alliance with the local businesses to find the proper ways of enter the target market in India and conduct the proper operations toward improved production and market share in India. Case Analysis代写 The marketing strategy is determined by the limited capabilities of DIGGA in adapting to the Indian market, the various challenges in India to be differently comparing with that in Australia and the capabilities of the local businesses in well auditing and following key challenges and opportunities in the Indian market (Gandhi et al., 2016, p. 187).

3.2

This marketing strategy is proper from some extent, to combine advantages of DIGGA and the local business partners. Under the marketing strategy, DIGGA could insist in its high quality products, the process of producing the products and the organizational culture.Case Analysis代写  DIGGA also could enjoy benefits related to the local business partners, to well identify and respond to the various issues, such as copyright protection and problems of having the proper marketing talents, to conduct the marketing practices (Gandhi et al., 2016, p. 187). So, marketing strategy by adopting the joint-venture enter mode could mean opportunities for DIGGA and the local business partners to achieve their win-win situations based on their proper cooperation and interactions.

3.3

However, there are also challenges or risks to implement such strategic alliance to develop and run a joint-venture, Case Analysis代写 in designing and conducting the various marketing practices. For example, there are cultural differences regarding the national culture in Australia and India, resulted of cultural conflicts of the Australian corporation, DIGGA, when it tries to develop cooperation with the local businesses in India (Mitra et al., 2016, p. 353).

3.4

One significant cultural difference is the different power distance in India and Australia, considering that Australia is featured as more equal distribution of power in the national culture comparing with that in India. Case Analysis代写 As one result, when the Australian corporation conducts its operations in India, the many managers might fail to adapt to the inequality distribution of power. It is possible to refer to specific marketing efforts to effectively address the identified issues and conflicts in implementing the marketing strategy.

3.5

So, there are detailed digital marketing activities to support the implementation of the international marketing strategy: responding to customer demand, localization in products, multi-channel by cooperating with the local businesses, modifications in prices.

3.6

First, DIGGA in the Indian market needs to audit and respond to real requirements of the target customers, as the goal of designing and conducting the marketing strategy toward its marketing effectiveness in the marketplace. This recommendation could be achieved by the proper cooperation with the local businesses, Case Analysis代写 which are having better understanding about the target customers in India (Arnold et al., 2016, p. 4). Technological advances, such as the use of business information systems and customer relationship management systems, also could mean useful in directing efforts of DIGGA in auditing and summarizing the real requirements of the target customers in the marketplace.

3.7

Second, DIGGA needs to achieve localization in its products, with the aim of improving core products (benefits) conducted to the target customers in India. For example, the new products in India should allow bilingual introduction to direct the users in Indian to quickly adapt to use the items. Localization is also necessary to be supported by the local businesses, Case Analysis代写 which know better about the standards in products set by the local businesses and have better understanding on real requirements of the target customers in the marketplace (Soni & Kodali, 2016, p. 501).

3.8

Third, DIGGA is recommended to adopt multi-channel in appealing and distributing products to the target customers while the multi-channel strategy in its operations needs supports of the local businesses, which are professionals in using the transportation systems. Case Analysis代写 So, the cooperation includes advanced supply chain management technologies from DIGGA and the capabilities of adapting to the local management practices by the local business partners.

3.9

Four, DIGGA is recommended to modify products of its items in the Indian market. Case Analysis代写 The pricing strategy should combined with the previously identified product strategy, under the customer demand oriented pricing method, which means that the corporation tries to perceive the highest acceptable prices of the target customers in the Indian market and furthermore to determine the key features and how to conduct the various types of products and services based on the highest acceptable prices of the target customers (Soni & Kodali, 2016, p. 501).

References

Arnold, J. M., Javorcik, B., Lipscomb, M., & Mattoo, A. (2016). Services reform and manufacturing performance: Evidence from India. The Economic Journal, 126(590), 1-39.

Gandhi, N. S., Thanki, S. J., & Thakkar, J. J. (2018). Ranking of drivers for integrated lean-green manufacturing for Indian manufacturing SMEs. Journal of Cleaner Production, 171, 675-689.

Jasti, N. V. K., & Kodali, R. (2016). An empirical study for implementation of lean principles in Indian manufacturing industry. Benchmarking: An International Journal, 23(1), 183-207.

Lübbert, C., Baars, C., Dayakar, A., Lippmann, N., Rodloff, A. C., Kinzig, M., & Sörgel, F. (2017). Environmental pollution with antimicrobial agents from bulk drug manufacturing industries in Hyderabad, South India, is associated with dissemination of extended-spectrum beta-lactamase and carbapenemase-producing pathogens. Infection, 45(4), 479-491.

Mani, V., Agrawal, R., & Sharma, V. (2015). Supply chain social sustainability: A comparative case analysis in Indian manufacturing industries. Procedia-Social and Behavioral Sciences, 189, 234-251.

Mitra, A., Sharma, C., & Véganzonès-Varoudakis, M. A. (2016). Infrastructure, information & communication technology and firms’ productive performance of the Indian manufacturing. Journal of Policy Modeling, 38(2), 353-371.

Nallusamy, S. (2016). Frequency analysis of lean manufacturing system by different critical issues in Indian automotive industries. In International Journal of Engineering Research in Africa (Vol. 23, pp. 181-187). Trans Tech Publications.

Soni, G., & Kodali, R. (2016). Interpretive structural modeling and path analysis for proposed framework of lean supply chain in Indian manufacturing industry. Journal of Industrial and Production Engineering, 33(8), 501-515.

 

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