An important challenge confronting an organization's capacity to develop its business globally is deciding where it ought to go next. One organization that was challenged with that choice was GENICON, a U.S.-nativecompany that fabricated and suppliedmedical goods and instruments for laparoscopic surgeries. In spite of the fact that the well cordoned surgical market in the United States had long been the biggest internationally, other global markets were predicted to develop at a much quicker pace than the US market for a long time to come. GENICON was at that pointpresent in more than 40 global markets and was looking specifically at the fast developing markets - Brazil, Russia, India and China - as potentially new avenues for development. This case is adequate to be used in an international business course to allow learning regarding to market selection strategies. It may also be utilized in discussions pertaining to global marketing enterprise and business planning.
Evaluate Genicon’s internationalization and choice of markets to date. What do Exhivbits 1 & 2 suggest?
What do the Hofstede scores of the four proposed markets suggest? (See Chapter 3.) Should culture be a concern to Genicon? Why or why not?
Was McTaggart a good choice for a licensee?
Go to www.transparency.org and compare and contrast the four proposed markets? Should corruption be a concern to Genicon? Why or why not?
Go to www.doingbusiness.org/rankings and compare and contrast the four proposed markets? Do any of these rankings help your decision?Are some factors more important than others, and if so which?
Go to Business Monitor via your UT Library access. Is political risk a concern for any country?
What additional data would you ideally like to have to help Genicon rank the BRIC markets for entry attractiveness?