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International Marketing – ODEL


International Marketing – ODEL

Word count 2986


What are the market attractiveness factors to be considered when identifying probable new markets? Use appropriate examples to illustrate your answer.

Explain 3 different market entry strategies which can be employed for the chosen markets and evaluate the benefits and risks of the chosen entry strategies?
Which entry methods you recommend for your brand for respective countries?

Analyze the probable cultural and regulatory barriers that brand could encounter when entering new markets and provide recommendations on how to overcome them.
Quote appropriate examples for “regulations on ownership” for the countries you have identified to enter.

Recommend the degree of standardization or adaptation required for the brand when entering the chosen markets and provide a justification for your recommendations. What are the best global examples for standardization and adaptation?

Describe the factors that will influence you to consider the adaptation of advertising campaigns instead of global campaigns. Explain how you could customize communication mix elements to suit your selected markets?

Additional information

Table of Contents

Table of Contents

1.0 Introduction
1.1 Competitive advantage
1.2 Customer segmentation
2.0 Market attractiveness
3.0 Market entry strategies
4.0 Cultural and regulatory barriers
4.1 Cultural barriers
4.1.1 Hofstede’s cultural dimension
4.2 Regulatory barriers
4.2.1 Tariff and non-tariff barriers
5.0 Standardization and adaptation
6.0 Communication strategy
6.1 Adaptation of advertising campaign
6.2 Communication mix


1.0 Introduction

The objective of this report is to evaluate the international business expansion of Odel, one of leading clothing retailer in Sri Lanka. Odel is a subsidiary of Softlogic Holdings. Odel currently establish in Sri Lanka and this report plans to expand its operations to New Zealand by targeting Asian expat community living in New Zealand. In Sri Lanka, Odel offers wide range of international brands however, in new market, company plans to offer clothes and accessories under its private brands and new collections such as handloom clothes, batik and linen clothes collection. Currently, Odel has few private brands for men, women and kids such as “LUV SL”, “B ICONIC”, “Tara”, “CLOSET”, “Premium Casuals”, “Vintage”, “Liberation”, “Wear Your Own Story” (WYOS), Pinkabella, “Boys and bears” and “Misbehave”. Odel’s revenue was Rs 7413Mn in 2018/19 financial year. Currently Odel has around 1,100 employees (Odel annual report, 2019).

1.1 Competitive advantage

Competitive advantage of Odel is higher brand equity, offering superior wide range of products. In new market, competitive advantage need to be provide superior products for affordable price. Odel’s own brands have unique designs and products are exclusively made out of high quality fabric. Comfort, authenticity, ease and durability are key brand values of the company.