A Strategy to Enter Brazil
International Journal of Marketing Studies; Vol. 4, No. 5; 2012 ISSN 1918-719X E-ISSN 1918-7203 Published by Canadian Center of Science and Education
Planning the Impossible with Lighting Solutions: A Strategy to Enter Brazil
Sylvain Charlebois1, Meera Haque1, Caleigh Nevin1, Alicia Savile1, Dana Husain1, Maggie Chen1, Benjamin Bickers1 & Dave Howard1
1
College of Management and Economics, University of Guelph, Guelph, Canada
Correspondence: Sylvain Charlebois, College of Management and Economics, University of Guelph, Guelph, ON N1G 2W1, Canada. Tel: 1-519-824-4120 Ext. 56808. E-mail: sylvain.charlebois@uoguelph.ca Received: April 10, 2012 doi:10.5539/ijms.v4n5p56 Abstract Metalumen, a Guelph-based lighting solutions manufacturer, is considering the Brazilian market. For Canadian companies, the Brazilian market is not only difficult to enter, but it is also difficult to understand. In this paper, a strategy for Metalumen to enter the Brazilian market is explored. Based on a review of the literature, segmentation, mode of entry and distribution strategies are suggested. Data was also collected by a group who went to Sao Paolo to validate assumptions onsite. The paper suggests that Metalumen, will have the greatest success in entering the market using a Strategic International Alliance (SIA) strategy. Other dimensions of international marketing in Brazil are also presented. Keywords: Brazil, strategic alliances, global segmentation, global distribution 1. Introduction Metalumen, a Canadian-based company, which manufacturers industrial lighting solutions, seeks the best expansion strategy to enter into the Brazilian market. Brazil is currently an attractive starting-point for Metalumen’s international expansion due to the country’s tremendous economic growth, resulting in ample opportunity for infrastructure development (Chung and Enderwick, 2001). The following paper depicts the optimal strategic plan for Metalumen to pursue in this endeavor. Data was
Planning the Impossible with Lighting Solutions: A Strategy to Enter Brazil
Sylvain Charlebois1, Meera Haque1, Caleigh Nevin1, Alicia Savile1, Dana Husain1, Maggie Chen1, Benjamin Bickers1 & Dave Howard1
1
College of Management and Economics, University of Guelph, Guelph, Canada
Correspondence: Sylvain Charlebois, College of Management and Economics, University of Guelph, Guelph, ON N1G 2W1, Canada. Tel: 1-519-824-4120 Ext. 56808. E-mail: sylvain.charlebois@uoguelph.ca Received: April 10, 2012 doi:10.5539/ijms.v4n5p56 Abstract Metalumen, a Guelph-based lighting solutions manufacturer, is considering the Brazilian market. For Canadian companies, the Brazilian market is not only difficult to enter, but it is also difficult to understand. In this paper, a strategy for Metalumen to enter the Brazilian market is explored. Based on a review of the literature, segmentation, mode of entry and distribution strategies are suggested. Data was also collected by a group who went to Sao Paolo to validate assumptions onsite. The paper suggests that Metalumen, will have the greatest success in entering the market using a Strategic International Alliance (SIA) strategy. Other dimensions of international marketing in Brazil are also presented. Keywords: Brazil, strategic alliances, global segmentation, global distribution 1. Introduction Metalumen, a Canadian-based company, which manufacturers industrial lighting solutions, seeks the best expansion strategy to enter into the Brazilian market. Brazil is currently an attractive starting-point for Metalumen’s international expansion due to the country’s tremendous economic growth, resulting in ample opportunity for infrastructure development (Chung and Enderwick, 2001). The following paper depicts the optimal strategic plan for Metalumen to pursue in this endeavor. Data was