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QUAD 3 / DETAILED CASE STUDY, ANALYSIS AND STUDENT RECOMMENDATIONS ON XIAOMIAPPROACH AND ADAPTABILITY FOR POTENTIAL MARKETSREVIEW THE CASE STUDY – XIAOMI ENTRY TO INTERNATIONAL MARKETS – NOTE THIS...

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QUAD 3 / DETAILED CASE STUDY, ANALYSIS AND STUDENT RECOMMENDATIONS ON XIAOMI

APPROACH AND ADAPTABILITY FOR POTENTIAL MARKETS

REVIEW THE CASE STUDY – XIAOMI ENTRY TO INTERNATIONAL MARKETS – NOTE THIS CASE

STUDY IS SHARED FOR ACADEMIC PURPOSES ONLY AND YOU ARE STRICTLY ADVISED NOT TO

FORWARD

AT THE END OF YOUR READING, ANSWER THE FOLLOWING QUESTIONS

EACH ANSWER XXXXXXXXXXWORDS.

SECTION A – HISTORICAL

1. Why does Xiaomi need to enter international markets

2. Why does Xiaomi need to enter Taiwan, South Asia and India

3. How did Xiaomi enter the markets

SECTION B – CURRENT

1. In light of the present global geo-political situation, what challenges does Xiaomi

face

2. What challenges does Xiaomi face in India

3. What are your recommendations to overcome this situation

4. As an advisor to Xiaomi what are your recommendations on:

a. Entry to new markets

b. Expansion of product lines

c. Strategic alliances in key countries
Answered Same Day May 29, 2023

Solution

Deblina answered on May 29 2023
26 Votes
RECOMMENDATIONS ON XIAOMI APPROACH AND ADAPTABILITY FOR POTENTIAL MARKETS
Table of Contents
SECTION A – HISTORICAL    3
1.    Why does Xiaomi need to enter international markets?    3
2.    Why does Xiaomi need to enter Taiwan, South Asia, and India?    4
3.    How did Xiaomi enter the markets?    5
SECTION B – CURRENT    5
1.    In light of the present global geo-political situation, what challenges does Xiaomi face?    5
2.    What challenges does Xiaomi face in India?    6
3.    What are your recommendations to overcome this situation?    7
4. As an advisor to Xiaomi what are your recommendations on:    8
a. Entry to new markets    8
. Expansion of product lines    8
c. Strategic alliances in key countries    8
References    9
SECTION A – HISTORICAL
1. Why does Xiaomi need to enter international markets?
Xiaomi needed to enter the international market for several reasons. The reasons according to the case study can be documented as follows:
· Saturation of the Chinese Market: It has been found that by 2015 the smartphone market in China had becomes saturated with almost 95% of the population already using phones. This limited the growth potential for Xiaomi in its domestic market and to sustain its rapid growth and increase sales Xiaomi needed to explore new markets.
· Increased competition in China: The Chinese smartphone market became highly competitive with numerous domestic
ands offer in similar products at comparable prices and quality. Xiaomi faced fierce competition from the
anch like Huawei, Oppo, Vivo and Lenovo which we can its market position. To maintain the competitive edge Xiaomi had effectively look for opportunities in the international market where it could differentiate itself from the competitors.
· Global expansion and
and recognition: Xiaomi's founder Jun Lei had a vision of building and International Corporation and saw the potential aspects to expand the
and in the international market where it can be presented with an opportunity to increase the
and recognition and establish the company as a global player in the smartphone industry.
· Diversification and risk reduction: Relying solely on the Chinese Market posed risks to the Xiaomi's business. Economic fluctuations and changes in the consumer preferences along with the regulatory challenges in China significantly impacted the performance of the company recently. By entering the international market, the performance of the company can be boosted by diversifying the revenue sources and reducing the dependence on a single market.
· Access to new customers and growth opportunities: International markets offered access to a large customer base and the new growth opportunities. Xiaomi recognise the potential aspect to tap into the rising demand for the smartphones in other developing countries and regions by expanding its customer reach and thereby enhancing the revenue potential of the organisation.
· Learning & Innovation: International expansion allowed the company to learn from the different markets and understand diverse consumer preferences to gather insights that could fuel innovation. By entering international markets Xiaomi could gain valuable experience and adapt its products and strategies accordingly to enhance its competitiveness in the global market place.
2. Why does Xiaomi need to enter Taiwan, South Asia, and India?
Xiaomi's decision to enter Taiwan, South Asia and India can be attributed to several factors. These regions represent a significant contact market with large populations and growing economies. By eventually expanding its business into these economies Xiaomi can tap into a new customer base and capture a market share which is significantly growing and can enter the market earlier than the other
ands. It is effective to contemplate that these markets offer opportunities to the organisation for establishing a strong presence and achieve substantial growth of the company (Zhang & Chun, 2023). It is also effective to mention that these regions witnessed a surge in the smartphone adoption and increasing demand for affordable feature rich devices would give Xiaomi the required competitive advantage in the market. Moreover, the strategy of offering high quality products at competitive prices aligns well with the needs and preferences of the customers in these markets. By entering in these markets, the company can cater to the growing demand for smartphones and gain are significant market share. Additionally, the value proposition of the company offers feature packed smartphones at affordable prices and has been a key driver for its success. In the market like Taiwan, South Asia, and India where price sensitivity is a highly contextual aspect the competitive pricing of Xiaomi can give a competitive advantage over other established players. This strategy would allow the company to gain a strong position in the market to compete against both the local and the global competitors.
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