Pest South Korea
Introduction and Methodology
12
1 INTRODUCTION & METHODOLOGY
1.1
WHAT DOES THIS REPORT COVER?
The primary audience for this report is managers involved with the highest levels of the strategic planning process and consultants who help their clients with this task. The user will not only benefit from the hundreds of hours that went into the methodology and its application, but also from its alternative perspective on strategic planning in South
Korea.
This report helps executives evaluate strategic investment and entry alternatives in South Korea. As the editor of this report, I am drawing on a methodology developed at INSEAD, an international business school (www.insead.edu).
The methodology decomposes a country’s strategic potential along three key dimensions: (1) latent demand, (2) accessibility, and (3) trade indicators. A country may have very high latent demand, yet have low accessibility, making it a less attractive market than many smaller potential countries having higher levels of accessibility.
With this perspective, this report provides a strategic profile of South Korea. It does so by compiling published information that directly relates to latent demand and accessibility. The reader new to South Korea can quickly understand where South Korea fits into a firm’s strategic perspective. In what follows, Chapter 2 is a general evaluation of the accessibility of South Korea, with particular focus on investment and business conditions. In
Chapter 3, I report my findings on the real economic potential, or latent demand, represented by South Korea when defined as an area of dominant influence. Chapter 3 is followed by trade indicators for key industries, categories, and products in South Korea.
1.2
HOW TO STRATEGICALLY EVALUATE SOUTH KOREA
Perhaps the most efficient way of evaluating South Korea is to consider key dimensions which themselves are composites of multiple factors. Composite portfolio approaches have long been
12
1 INTRODUCTION & METHODOLOGY
1.1
WHAT DOES THIS REPORT COVER?
The primary audience for this report is managers involved with the highest levels of the strategic planning process and consultants who help their clients with this task. The user will not only benefit from the hundreds of hours that went into the methodology and its application, but also from its alternative perspective on strategic planning in South
Korea.
This report helps executives evaluate strategic investment and entry alternatives in South Korea. As the editor of this report, I am drawing on a methodology developed at INSEAD, an international business school (www.insead.edu).
The methodology decomposes a country’s strategic potential along three key dimensions: (1) latent demand, (2) accessibility, and (3) trade indicators. A country may have very high latent demand, yet have low accessibility, making it a less attractive market than many smaller potential countries having higher levels of accessibility.
With this perspective, this report provides a strategic profile of South Korea. It does so by compiling published information that directly relates to latent demand and accessibility. The reader new to South Korea can quickly understand where South Korea fits into a firm’s strategic perspective. In what follows, Chapter 2 is a general evaluation of the accessibility of South Korea, with particular focus on investment and business conditions. In
Chapter 3, I report my findings on the real economic potential, or latent demand, represented by South Korea when defined as an area of dominant influence. Chapter 3 is followed by trade indicators for key industries, categories, and products in South Korea.
1.2
HOW TO STRATEGICALLY EVALUATE SOUTH KOREA
Perhaps the most efficient way of evaluating South Korea is to consider key dimensions which themselves are composites of multiple factors. Composite portfolio approaches have long been