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Metodología para apertura en Paises Emergentes.
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1
ANGEL BONETSocio Daemon Questhttp://bit.ly/boCg4V
Madrid, 13 Octuber 2010
Metodología de selección y
penetración en mercados
internacionles
DQ´s method
- 2 -
Selection of key
target markets
1
Target markets
Deep
analysis of
key markets
2
Market SWOT
analysis
Entrance
strategy
3
Business Plan
The first step will consist in setting priorities among the different target countries
- 3 -
1 2 3
Market
sizing
Competition
structure
Growth
forecasts, Pr
ofitability
Identify
relevant
trends &
risks
Selection of
Key target
markets and
segments
• Total income by sector: Audiovisual, Radio, Press, Education, Web
• Nature of income for each sector:
advertising, subscribers, sales, royalties, etc.
• Identification of key players
• Market shares
• Competitive situation: concentration and intensity
• Past growth by sector
• Growth forecasts
• Average profitability
• Relevant trends for each sector: technology, economy,
demographics, demand, etc.
• Major risks that might be considered: economy, politics,
etc.
For each country:
Once identified key target markets, competition and business environment will be deeply analyzed
- 4 -
1 2 3
CompetitionNon-Customer-related Barriers to
Entry
Key players positioning and differentiation
Key players´ core competencies (strengths and
weaknesses) and resources
Key players´ competitive advantages
Key players´ financials
Key players´ likely reaction to entry
Regulation, fiscal issues
Possible barriers to alliances or acquisitions
Possible economies of scale
Capital requirements
Customer needs will be analyzed to ensure good fit with Prisa´spositioning and offer
- 5 -
1 2 3
Customer
needs
Customer-
related
Barriers to
Entry
Drivers of purchase
behavior
Why do customers buy?
Which product attributes are key?
Customers basic
segmentation• size
• profitability
• share
• growth
Gaps in
Customer
Needs
What needs are not
covered today?
Access to distribution
channels
In case of organic growth, can we get access
to distribution channels (Press, Education)? At
which cost?
Product differentiation
Do current product / services present a high
level of differentiation? In which way?
Switching costs
Do customers face significant costs (financial
costs, experience curve, etc) if they want to
switch products / services (Education, TV)?
Brand loyalty
Brands Equity
Are customers loyal to brands?
Which brand are most valued?
Threat of
substitutes
Which new products
/ services may gain
significant share on
current products?
For key each country and each sector:
SWOT analysis for each key country and sector in order to reach strategic decisions jointly
- 6 -
1 2 3
Competition
and business
environment
Customer
analysis
STRENGTHS
OPPORTUNITIES
WEAKNESSES
THREATS
For each key country and each sector:
Joint strategic
analysis of
opportunities
Draft strategic
scenarios
Based on identified opportunities, a map of strategic options will be designed
- 7 -
1 2 3
BU 1
BU 2
BU 3
BU 4
BU 5
Indonesia Iran Korea Mexico Pakistan …
• Increase
share in V-Me
Media Inc.
• Acquisitions
Alliances … … … …
• Acquisitions
• Increase
Distribution of
x
Increase x´s
market share… … … …
• Acquisitions
• Centralization
of advertising
space sales
Acquisitions … … … …
No opportunity
Launch
Portuguese
version of x
… … … …
AcquisitionsDevelop new
ventures… … … …
SECTOR / IRAN - SCENARIO 1
Year 1 Year 2 Year 3 Year 4 Year 5
Advertising Income 400.000 520.000 624.000 686.400 720.720
Other Income 60.000 78.000 93.600 102.960 108.108
Total Income 460.000 598.000 717.600 789.360 828.828
Direct costs 46.000 59.800 71.760 78.936 82.883
Operational costs 69.000 89.700 107.640 118.404 124.324
Operational margin 345.000 448.500 538.200 592.020 621.621
75% 75% 75% 75% 75%
Fixed costs 300.000 330.000 346.500 363.825 382.016
EBITDA 45.000 118.500 191.700 228.195 239.605
10% 20% 27% 29% 29%
Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459
EBIT 8.200 46.740 105.588 133.472 140.145
2% 8% 15% 17% 17%
Financial costs 7.820 17.940 21.528 23.681 24.865
EBT 380 28.800 84.060 109.791 115.281
0% 5% 12% 14% 14%
Income taxes 114 8.640 25.218 32.937 34.584
Net Income 266 20.160 58.842 76.854 80.696
0% 3% 8% 10% 10%
- 8 -
1 2 3The different methods of entry for each key country and sector
will be evaluated with financial scenarios
SECTOR / IRAN - SCENARIO 2
Year 1 Year 2 Year 3 Year 4 Year 5
Advertising Income 400.000 520.000 624.000 686.400 720.720
Other Income 60.000 78.000 93.600 102.960 108.108
Total Income 460.000 598.000 717.600 789.360 828.828
Direct costs 46.000 59.800 71.760 78.936 82.883
Operational costs 69.000 89.700 107.640 118.404 124.324
Operational margin 345.000 448.500 538.200 592.020 621.621
75% 75% 75% 75% 75%
Fixed costs 300.000 330.000 346.500 363.825 382.016
EBITDA 45.000 118.500 191.700 228.195 239.605
10% 20% 27% 29% 29%
Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459
EBIT 8.200 46.740 105.588 133.472 140.145
2% 8% 15% 17% 17%
Financial costs 7.820 17.940 21.528 23.681 24.865
EBT 380 28.800 84.060 109.791 115.281
0% 5% 12% 14% 14%
Income taxes 114 8.640 25.218 32.937 34.584
Net Income 266 20.160 58.842 76.854 80.696
0% 3% 8% 10% 10%
SECTOR / IRANL - SCENARIO 3
Year 1 Year 2 Year 3 Year 4 Year 5
Advertising Income 400.000 520.000 624.000 686.400 720.720
Other Income 60.000 78.000 93.600 102.960 108.108
Total Income 460.000 598.000 717.600 789.360 828.828
Direct costs 46.000 59.800 71.760 78.936 82.883
Operational costs 69.000 89.700 107.640 118.404 124.324
Operational margin 345.000 448.500 538.200 592.020 621.621
75% 75% 75% 75% 75%
Fixed costs 300.000 330.000 346.500 363.825 382.016
EBITDA 45.000 118.500 191.700 228.195 239.605
10% 20% 27% 29% 29%
Depreciation & Amort. 36.800 71.760 86.112 94.723 99.459
EBIT 8.200 46.740 105.588 133.472 140.145
2% 8% 15% 17% 17%
Financial costs 7.820 17.940 21.528 23.681 24.865
EBT 380 28.800 84.060 109.791 115.281
0% 5% 12% 14% 14%
Income taxes 114 8.640 25.218 32.937 34.584
Net Income 266 20.160 58.842 76.854 80.696
0% 3% 8% 10% 10%
0%
2%
4%
6%
8%
10%
12%
14%
16%
Year 1 Year 2 Year 3 Year 4 Year 5
Return on Investment
Scenario 1
Scenario 2
Scenario 3
Conjoint decision
A Strategic Roadmap is key to implementation
- 9 -
1 2 3
A Strategic Roadmap will be finally designed to ensure the correct implementation of strategic decisions, the
coordination and involvement of the team and the milestones control.
3
Portugal
Largo do Chiado, 12
1200-108 Lisboa
Ph.351 213 262 700
F. 351 213 262 701
México
Torre Esmeralda II
Bl. Manuel Avila Camacho 36-12
Lomas de Chapultepec
11000 - México DF
Ph. 52 55 9171 1660
F. 52 55 9171 1661
Madrid
Torre Picasso · Plt. 11
Pza. Pablo Ruiz Picasso
Madrid 28020
Ph. 91 271 03 00
F. 91 271 03 01
Barcelona
Avda. Diagonal, 611
Edificio el DAU · Planta 7
Barcelona 08028
Ph. 93 445 61 00
F. 93 445 61 01
w w w . d a e m o n q u e s t . c o m
GRACIAS