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Developing a process for assessing market attractiveness in emerging industries and evaluating its usability
| Content Provider | Semantic Scholar |
|---|---|
| Author | Brattås, Marcus Sandung, Filip |
| Copyright Year | 2011 |
| Abstract | This thesis uses Grant's Framework for strategy analysis as well as additional concepts to put together a process to be used for evaluating and assessing attractiveness within of different country markets within emerging industries. This has been done since the authors could not find any existing framework fit for use in emerging industries with their specific conditions such as lack of a dominant product design and unclear industry structure compared to for example a mature industry. The process for assessing market attractiveness consists of three main parts. First, the process consists of an external part that employs concepts from Porter's Five Forces together with examining Complementarities to evaluate the external attractiveness of geographical markets. Secondly, a Resource Based View perspective is employed to assess the organization's relevant internal strengths and weaknesses in the relevant markets using self assessment as well as problematizing questions to be answered by employees. The third part is a questionnaire that is used to map and identify customer needs within the emerging industry. The findings from these three parts are then combined in an analysis and all evaluated markets receive an attractiveness rating that reflects their believed relative attractiveness for the organization to enter. The developed process has been developed and evaluated using a case study of ABB Cewe-Control during the summer and fall of 2010. The task was to assess relative market attractiveness for a number of European markets within the emerging industry of charging units for electric vehicles that the company considers entering. The industry of charging units is closely related to the electric vehicle industry, hence a complementary industry, which is currently emerging on a global basis with several electric vehicles (EVs) being launched at this point in time. The authors were strengthened in their belief that the importance of conducting a thorough analysis of complementarities as well as the overall suitability of using Porter's Five Forces Framework for analyzing the external environment of the firm. However, for the internal perspective in the analysis, the authors found that the mapping of internal strengths and weaknesses for the Resource Based View perspective depended on the cooperation of employees at the organization in focus. Due to for example organizational politics, this can be hard to achieve as employees are asked to rank their own capabilities and performance. The conclusion is that this kind of study needs to be anchored within top management of the organization. … |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | http://publications.lib.chalmers.se/records/fulltext/147163.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
