Assessment International Marketing “Alvin Connor Introduction into Asian Market” Vikas Gurudev, ID NO: 11010560 1
Aug 25, 2014
Assessment
International Marketing
“Alvin Connor
Introduction into Asian
Market”
Vikas Gurudev, ID NO: 11010560
1
Content Page
Sec 1 Introduction 03-04
Sec 2 Company’s Information 04-05
Sec 3 Cosmetic Industry 05
Sec 3.0 Cosmetic Market In Asia 05-07
Sec 4 Comparing Two Country’s
Sec 4.0 India 07-10
Sec 4.1 China 11-12
Sec 5 Competitor and Market Entry Strategy 13
Sec 5.0 Hindustan Unilever Ltd 13-15
Sec 6 Conclusion 16
Sec 7 Reference 17-19
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This case study analyses and discuss the internationalization process of the “Alvin
Connor Ltd” a leading eco-friendly body care product manufacturers.
Introduction:At its simplest level, international marketing involves the firm in making one or more
marketing mix decisions across national boundaries. At its most complex level, it
involves the firm in establishing manufacturing facilities overseas and coordinating
marketing strategies across the globe (Doole and Lowe, 2001). According to Keegan,
(2002) the international market goes beyond the export marketing and becomes more
involved in the marketing environment in the countries in which it is doing business.
This research will focus on a company called Alvin Connor Ltd, established in
October 2002, it has been successful in the UK - where they are becoming universally
available through independent whole food shops. They are becoming increasingly
popular overseas with regular exports to European countries including Sweden, the
Netherlands, Belgium, Luxembourg, France, Italy, Turkey and Cyprus. The company
has ambitions to ultimately take the Alvin Connor brand across the world
(www.thisismanufacturing.co.uk). So this case study analyses and discusses the
internationalization process of how the Alvin Connor Ltd can successfully establish
its products in Asian market. Asia is the world's largest and most populous continent,
located primarily in the eastern and northern hemispheres. It covers 8.7% of the
Earth's total surface area (or 30% of its land area) and with approximately 3.879
billion people, it hosts 60% of the world's current human population
(www.economist.com). Asia has the second largest nominal GDP of all continents,
after Europe, but the largest when measured in purchasing power parity. As of 2010,
the largest economies in Asia are China, Japan, India, South Korea and Indonesia.
Based on Global Office Locations 2011, Asia dominated the office locations with 4 of
top 5 were in Asia, Hong Kong, Singapore, Tokyo, London and Shanghai. Around 68
percent of international firms have office in Hong Kong.
Global marketing refers to marketing activities coordinated and integrated across
multiple country markets (Johansson, 2000). As Muhlbacher, Helmuth, and Dahringer
(2006) suggest rather than focusing on country markets, that is, the differences due to
the physical location of customers groups, managers concentrate on product markets,
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that is, groups of customers seeking shared benefits or to be served with the same
technology, emphasizing their similarities regardless of geographic areas in which
they are located. In the case study I have chosen two Asian countries which is India
and China the case study will discuss between the two countries, which foreign
market is perfect to introduce Alvin Connor’s products, which country market is
potential, position of product in each country, external analysis of both the country.
Then the case study will discuss about the competitor of the selected country, what
are the strategy used by competitor when he introduced his product, then case study
will describe the ethical profiles of the two companies (Alvin Connor Ltd and its
competitor) and finally the conclusion.
Company’s Information:Alvin Connor which is based in the Liverpool and has positioned itself as one of the
country’s leading eco-friendly body care product manufacturers established in
October 2002. Alvin Cooney is the founder of Alvin Connor Ltd and the companies
Managing Director. Alvin Connor is a skincare company, which produces a range of
natural, chemical free, paraben free and aluminium free products. They are an ethical
company; their products are accredited by the Vegan society, the Vegetarian Society
and the BUAV (British Union for the Abolition of Vivisection). They produce
sustainable products that last far longer than chemical alternatives (crystal stick
deodorant lasts for over 6 months). They are also the only company to produce and
manufacture crystal deodorants in the UK.
They have worked extensively to promote the green agenda and demonstrate that
natural alternatives in skincare are much better for our health and our environment.
They have chosen to become a Green Ambassador as they feel it’s important to show
people that companies like them exist in Liverpool. They believe that having good
environmental and ethical policies in place is something that many companies can
achieve with a little effort (www.ourcityourplanet.com).
The Company mainly produces and markets a complete range of natural body care
products.
*Natural Body Stick Deodorant.
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*Natural Body Spray Deodorant.
*Natural Foot Powder.
*Natural Rose Scented Bath soak.
*Natural Lavender Scented bath soak.
*Natural Unscented Bath soak and Unscented Body Polish.
Alvin Connor Natural Body Stick Deodorant was voted 10 out of 10 by the Sunday
Times Style Magazine, as well as receiving a host of other great reviews from fashion
and beauty industry magazines (www.alvinconnor.com).
Cosmetic Industry:Cosmetics are substances used to enhance the appearance or odor of the human body.
Cosmetics include skin-care creams, lotions, powders, perfumes, lipsticks, fingernail
and toe nail polish, eye and facial makeup, towelettes, permanent waves, colored
contact lenses, hair colors, hair sprays and gels, deodorants, hand sanitizer, baby
products, bath oils, bubble baths, bath salts, butters and many other types of products.
A subset of cosmetics is called "make-up," which refers primarily to colored products
intended to alter the user’s appearance. The manufacture of cosmetics is currently
dominated by a small number of multinational corporations that originated in the early
20th century, but the distribution and sale of cosmetics is spread among a wide range
of different businesses. The U.S. Food and Drug Administration (FDA) which
regulates cosmetics in the United States defines cosmetics as: "intended to be applied
to the human body for cleansing, beautifying, promoting attractiveness, or altering the
appearance without affecting the body's structure or functions." This broad definition
includes, as well, any material intended for use as a component of a cosmetic product.
The FDA specifically excludes soap from this category (www.womenshealth.gov).
Cosmetic Market In Asia:This report analyzes the cosmetics market in Asia, with focus on Japan, Korea, China,
India, and Taiwan. It analyzes the market value, competitive landscape and market
trends in each of the major regions. The report also profiles the top cosmetic
companies, with a discussion of their key business strategies.
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Japan - The Japanese cosmetics market is in a stable condition but with continuous
realignment of distribution channels, all cosmetics producers need to enhance and
restructure the management of their sales channels. Specialty stores are the leading
channel due to consumer convenience and low prices while sales through department
stores is slowing down. Shiseido, Kao (and Kanebo), Kose, and Pola dominate the
cosmetics market in Japan.
China - China's cosmetics market, the second largest in Asia Pacific after Japan, is
witnessing increased demand due to improving lifestyles and rising disposable income
of the Chinese population. However, the level of development of the market is still
very low. This suggests a huge growth potential for foreign cosmetic producers.
Although several domestic firms are present, foreign companies dominate the market.
L'Oreal has the largest market share in China.
India - India is being targeted by global cosmetic giants due to its favorable
demographics. The modern, urban Indian women are becoming increasingly
conscious about their style and looks, with great emphasis on lightening of skin tone.
Skin care and color cosmetics have witnessed solid growth for the last few years, with
more than half of the skincare market comprising of skin lightening creams. Lip
products form a majority of the color cosmetics market. In India, small pack sizes are
very popular as they offer a lower cost and the chance to try new products. Hindustan
Unilever is India's largest cosmetics company, followed by L'Oreal.
South Korea - South Korean cosmetics market is growing at a faster rate than
developed regions. There is a clear trend of the market heading towards premium
cosmetic products. The younger populace is looking for general skin care and hair
care products while the older generation has more specific needs for their cosmetics
products. Another notable trend is the rising demand of the male consumer segment.
Amorepacific and LG H&H, the leaders in the Korean cosmetics market, have
transformed traditional stores into their self-owned retail channels.
Taiwan - Skin care products dominate the Taiwanese market, followed by color
cosmetics and hair care products. In Singapore, sun care products and men's grooming
product has been the growth engine. In Thailand, skin care products and perfumes
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lead the market. In Vietnam and Indonesia, domestic cosmetic producers cater to the
middle and low-end market segment while imported cosmetics dominate the upper
strata of the market (www.reportbuyer.com).
(www.google.com/publicdata/explore)
After the report analyzes of Japan, China, India, Korea and Taiwan may be its better
to compare India and Chain as both the country has market gap for Alvin Connor
products even the population size, economic environment, sustainability of currency,
political stability, import volume of goods and service is good compared to other three
countries.
Comparing Two Countries:This section analyzes the comparison of both the countries China and India, here we
discuss about the countries population size, economic environment, stability of
currency and political stability.
India:
India is a country in South Asia. It is the seventh-largest country by geographical area,
the second-most populous country with over 1.2 billion people, and the most populous
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democracy in the world. According to the International Monetary Fund, as of 2011,
the Indian economy is nominally worth US$1.843 trillion; it is the tenth-largest
economy by market exchange rates, and is, at US$4.469 trillion, the third largest by
purchasing power parity with its average annual GDP growth rate of 5.8% over the
past two decades, and reaching 10.4% during 2010 (www.imf.org). According to a
2011 PricewaterhouseCoopers report, India's GDP at purchasing power parity could
overtake that of the United States by 2045. During the next four decades, Indian GDP
is expected to grow at an annualized average of 8%, making it potentially the world's
fastest-growing major economy until 2050. The report highlights key growth factors:
a young and rapidly growing working-age population; growth in the manufacturing
sector due to rising education and engineering skill levels; and sustained growth of the
consumer market driven by a rapidly growing middle class (www.pwc.com).
India's GDP against US GDP at Market Exchange Rates (MERs)
(Source:
http://www.pwc.com/en_GX/gx/world-2050/pdf/world-in-2050-jan-2011.pdf)
Cosmetics Market In India:
This section analyzes the cosmetic market in India like costumer segments, brand
positioning, product preference, challenges, and growth opportunity.
The Indian cosmetics and toiletries market has seen major changes both in terms of
user perception and product availability over the past five years. According to figures
given by the Confederation of Indian Industries (CII), the total Indian beauty and
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cosmetic market size currently stands at US$950 million and showing growth
between 15–20% per annum. The overall beauty and wellness market that includes
beauty services stands at about US$2,680 million, according to CII estimates. The
steady growth rate in the Indian cosmetic and beauty service market has made the
Indian government see it as a source of potential revenue for the country. In fact CII
organized its first beauty B2B event Beauwell India 2005 in Chennai in March, which
attracted foreign participation especially from Europe (www.hindu.com). The
increasing market size is the direct result of the changing socio-economic status of the
Indian consumers, especially women. Higher paying jobs and increasing awareness of
the Western world and beauty trends there have served to change the tastes and
customs of the middle class and higher strata of the society, with the result that a
woman from such social strata now is more conscious of her appearance and is
willing to spend extra cash on enhancing it further (www.gcimagazine.com).
Customer Segments:
According to a CII report, US$0.68 per capita is spent for cosmetics, which might be
lower than some other countries, but this indicates a growing awareness among
consumers. There are two major factors that are swaying the buying decision among
women here. First obviously is the television and media exposure they have today.
The other not so obvious one is the corporate dressing culture, which slowly is
evolving in the Indian market (Priyanka, 2008). According to a source at L’Oreal
India, women in the age group of 30 and above are getting very selective about the
type of products they choose. As older women have more cash and are more
conscious of their appearance, especially skin, they are willing to spend more on
separate sets of creams and lotions that target problem areas. These women also are
more open to buying higher-priced products (Abdullah, Nasreen and Ravichandran,
2012).
Brand Positioning:
Branding is about establishing relationship with “consumers” on the basis of
personality or human-like characteristics and emotional values (Bernard, 2008). With
increasing awareness among customers, it has become very important for the cosmetic
and skin care companies here to develop the right brand positioning and create the
right product and brand awareness. Pricing of the product and the nature of product
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usage are the two criteria that define brand positioning. For instance products falling
under the price range of Rs 45 to Rs 200 are in the mass-market category. The middle
market price can range from Rs 200 up to Rs 800. In the high-end market, pricing can
range from Rs 800 to about Rs 5000. Finally there is the premium range of products
where the pricing can touch up to Rs 35,000 (Priyanka, 2008).
Product Preference:
India presents a big opportunity for global cosmetic vendors selling color cosmetics
and specialized skin care products in the market. Today these product segments are
showing impressive growth rates. In skin care, the most popular are anti-wrinkle, anti-
blemish and skin-whitening products followed by sun care and bathing products.
However, while presenting a market potential, other specialized products such as
anticellulite lotions or nail creams and nail care products, while presenting a market
potential, need more customer education before they can grow (Priyanka, 2008).
Challenges:
While the market seems impressive, there are hurdles that impede growth. The Indian
duty structure on imported products can pose a major deterrent to multinational
vendors. Despite the new value added taxation regime, where the duty has been
reduced to 12.5%, the overall duty on the product still comes to about 40%. This in
turn reflects in the pricing of the products. Most vendors add the duty to the product
pricing to generate the right revenue. However, there is no organized cosmetic
industry body that can take up the issue with the government. In fact this leads to the
biggest threat the unorganized or grey channel. There are small retailers in the market
who directly import from markets such as Dubai, where pricing can vary from 30-
70% from Indian product pricing (Priyanka, 2008).
Growth Opportunity:
According to industry watchers, the Indian market is ready and is just waiting for the
right spur. In fact some even expect the market to show 25% growth as they anticipate
a boost in the retail segment. The big opportunity where India is being perceived to
have a good scope is manufacturing. In Beauwell India 2005 event, it came to light
that some major European cosmetic vendors were looking for distributors and third-
party manufacturers to set up joint ventures in the country. In fact after China, India is
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being seen as a strong manufacturing hub and a good source for natural ingredients
(Priyanka, 2008).
China:
China is the world's most-populous country with a population of over 1.3 billion. The
East Asian state covers approximately 9.6 million square kilometers (3.7 million
square miles) in total area and is the world's second-largest country by land area and
the fourth largest in total area, depending on the definition of total area
(www.listofcountriesoftheworld.com). The People's Republic of China, along with
Vietnam, North Korea, Laos, and Cuba), is one of the five remaining Communist
states in the world (Randall 2007). The PRC government has been variously described
as communist and socialist, but also as authoritarian, with heavy restrictions
remaining in many areas, most notably on the Internet, the press, freedom of
assembly, reproductive rights, and freedom of religion (www.freedomhouse.org).
From its founding in 1949 until late 1978, the People's Republic of China was a
Soviet-style centrally planned economy, without private businesses or capitalism. To
propel the country towards a modern, industrialized communist society, Mao Zedong
instituted the Great Leap Forward in the early 1960s, although this had decidedly
mixed economic results (www.historylearningsite.co.uk). China now ranks 29th in the
Global Competitiveness Index, although it is only ranked 135th among the 179
countries measured in the Index of Economic Freedom. China's middle-class
population (defined as those with annual income of at least US$17,000) has reached
more than 100 million as of 2011 while the number of super-rich individuals worth
more than 10 million Yuan (US$1.5 million) is estimated to be 825,000. China's retail
market was worth RMB 8.9 trillion (US$1.302 trillion) in 2007, and is growing at
16.8% annually. China is also now the world's second-largest consumer of luxury
goods behind Japan, with 27.5% of the global share (www.chinadaily.com.cn).
Cosmetics Market In China:
Cosmetic industry has been evolving into full-fledged market in which flourishing
brands emerged. Among 300 brands, 20 of them have taken the leading position and
joint venture took 80% of market share. The preponderant manufacturers in China are
located along the Eastern Costal line and inland cities. It shares 90% as nation while
sales value is above 60%. In respect of types, skin-care products is topping the list
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sharing 35%, hair-care products sharing 28%, make-up products sharing 29%, others
being perfumes. According to insiders, total sales will reach to RMB 80 billion and
level up at 12.9% annually.
(Source: http://www.acunion.net/en/ma/Cosmetic.htm)
China represents one of the most dynamic and untapped cosmetics and toiletries
markets in the world. Last decade has proved highly beneficial for the market as it
underwent rapid transformation and expansion phase. Chinese cosmetics and toiletries
market is the second largest in the Asia-Pacific region after Japan and third largest in
the world. Although the market has been registering impressive growth rates, the
country still possesses immense growth potential. Owing to the extremely low
penetration level and vast consumer base, cosmetics and toiletries market in China is
expected to grow at a CAGR of over 12% during 2011-2014 the market is currently
lead by international companies, such as P&G and L’Oreal. During the last few years,
the State Food & Drugs Administration (SFDA) has tightened control on various
fronts to better guard the interest of consumers (RNCOS, 2011).
After the report analysis of two countries may be its better to choose Alvin Connor to
enter Indian market as compare to China the Indian cosmetic market has a more gap
even the government stability, growth opportunity, consumer behavior are better than
china. As Alvin Connor is an eco-friendly body care product manufacturers Indians
are very much attractive towards eco-friendly products because of this may be it will
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be easier for Alvin Connor to create their own market. Even the Indians are very
much fascinated towards foreign brands rather than Chinese.
Competitor and Market Entry Strategy:In this section will compare and contrast the Indian market entry strategy and will
discuss about the competitor and their entry strategy then will critically evaluate
analysis in light of appropriate international marketing theory or research and will
discuss ethical principles of both the companies.
India allows entry of imported cosmetics without any restrictions. The Indian
cosmetics market, which was traditionally a stronghold of a few major players like
Lakme and Pond’s, has seen a lot of foreign entrants to the market within the last two
decades. France, Germany, the UK and the U.S. have been the traditional suppliers
with imports gradually increasing from China, Hong Kong, Malaysia, Thailand, and
Israel in recent years. Imported cosmetics have had a major impact on the Indian
market. The emergence of a young urban elite population with increasing disposable
income in cities, an increase in the number of working women, changing lifestyles,
increased affordability of lifestyle-oriented and luxury products, mounting aspirations,
influx of satellite TV, increasing appetite for Western goods, and greater product
choice and availability are the main drivers of demand for imported cosmetic
products. Indian consumers tend to look towards international brands as lifestyle
enhancement products (Lovejeet, 2011). Hindustan Unilever is India's largest
cosmetics company, followed by L'Oreal (www.researchandmarkets.com).
Hindustan Unilever Limited:
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods
Company with a heritage of over 75 years in India and touches the lives of two out of
three Indians. HUL works to create a better future every day and helps people feel
good, look good and get more out of life with brands and services that are good for
them and good for others. With over 35 brands spanning 20 distinct categories such as
soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea,
coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the
everyday life of millions of consumers across India. Its portfolio includes leading
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household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair & Lovely,
Pond’s, Vaseline, Lakme, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe,
Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit. The Company has over
16,000 employees and has an annual turnover of around Rs.19, 401 crores (financial
year 2010 - 2011). HUL is a subsidiary of Unilever, one of the world’s leading
suppliers of fast moving consumer goods with strong local roots in more than 100
countries across the globe with annual sales of about €44 billion in 2011. Unilever has
about 52% shareholding in HUL (www.hul.co.in).
Vision of HUL:
The four pillars of our vision set out the long-term direction for the company – where
we want to go and how we are going to get there:
They work to create a better future every day.
They help people feel good, look good and get more out of life with brands
and services that are good for them and good for others.
They will inspire people to take small everyday actions that can add up to a
big difference for the world.
They will develop new ways of doing business with the aim of doubling the
size of their company while reducing the environmental impact.
HUL always believed in the power of their brands to improve the quality of people’s
lives and in doing the right thing. As their business grows, so do their responsibilities
(www.hul.co.in).
HUL Market Entry Strategy:
In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight
soap bars, embossed with the words "Made in England by Lever Brothers". With it,
began an era of marketing branded Fast Moving Consumer Goods (FMCG). In 1931,
Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing
Company, followed by Lever Brothers India Limited (1933) and United Traders
Limited (1935). These three companies merged to form HUL in November 1956;
HUL offered 10% of its equity to the Indian public, being the first among the foreign
subsidiaries to do so. Unilever now holds 52.10% equity in the company. The rest of
the shareholding is distributed among about 360,675 individual shareholders and
financial institutions (www.hul.co.in).
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HUL Sustainability Strategy:
In Hindustan Unilever Limited (HUL), the principle of Corporate Responsibility (CR)
is an integral part of their commitment to all their stakeholders – consumers,
customers, employees, the environment and the society that they operate in. The three
cornerstones for CR integration with business at HUL will be:
Growing markets responsibly: HUL will address issues related to hygiene and
nutrition through product innovations and awareness. Gathering information
about the concerns expressed by consumers, communities, and stakeholders
can help them to identify opportunities for innovation at the category, brand,
and marketing plan level. HUL have a very strong and trusted position in India
and they can leverage this to their competitive advantage.
Ensuring sustainable practices in their operations: To secure a thriving future,
HUL need to establish sustainable sources for raw materials. Being a company
that is heavily dependent on water, agriculture, fuels and petrochemicals, HUL
must plan now for a future in which water could be scarce, agriculture could
be under pressure, and fuels will be expensive. Their consumers add up to
two-thirds of the Indian population, hence addressing sustainability issues is a
high priority.
Building a good reputation through responsible leadership: CR is one of the
key components of reputation and trust. A good reputation can be a major
competitive advantage and can build employer brand and consumer loyalty.
(Source:
http://www.hul.co.in/sustainability/sustainabilitystrategy/oursustainabilitystrategy/
default.aspx)
By this report we come to know that HUL applied joint venture strategy to enter
Indian market. So it’s clear that if the Alvin Connor Ltd wants to enter Indian market
may be its better to establish their business through joint venture.
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Conclusion:Strategic management is an ongoing process that assesses the business and the
industries in which the company is involved; assesses its competitors and sets goals
and strategies to meet all existing and potential competitors; and then reassesses each
strategy annually or quarterly [i.e. regularly] to determine how it has been
implemented and whether it has succeeded or needs replacement by a new strategy to
meet changed circumstances, new technology, new competitors, a new economic
environment, or a new social, financial, or political environment (Robert, 1984). The
overall case study analyses and discuss the internationalization process of the “Alvin
Connor Ltd” a leading eco-friendly body care product manufacturers. In the section
one it’s all about introduction of Alvin Connor Ltd as the company becoming
universally available through independent whole food shops. They are becoming
increasingly popular overseas with regular exports to European countries including
Sweden, the Netherlands, Belgium, Luxembourg, France, Italy, Turkey and Cyprus.
The company has ambitions to ultimately take the Alvin Connor brand across the
world, where we come to no that company has entered international market through
direct export strategy. In section two is all about company information, their products
and awards from the section two analyses we come to know that the Alvin Connor is
an ethical company. Section three is all about cosmetic industry and also a report on
Asian cosmetics market then the report analyzes the Asian market by comparing two
Asian countries India and China. From the comparison we come to know that India
has a better market for Alvin Connor to establish their business as the India’s
cosmetic market has a more gap even the government stability, growth opportunity,
consumer behavior are better than china. Then the report is researched on the Indian
cosmetic market, the major competitor, the strategy used by the competitor to
establish their market in India for example company background, market entry
strategy, sustainability strategy, competitors vision. From the whole research process
it is clear that may be through joint venture it will be easy for Alvin Connor to enter
Indian market.
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