M.B.A. / Increased environmental pressure in a firms' local market are forcing many companies to consider markets outside of their own to do maximize their profitability. According to Henisz (2000) when expanding internationally, a firm's management often must contend with a new culture, a new language, a new social system, new market structures, and a new political system. Titan, a premier brand in the Indian sub-continent aspires to assess the Gulf Cooperation Countries (GCC) market for watches. Despite global market recessionary trends, the luxury watch market in the GCC reflects a constant thirty percent increase in business over the previous year, as measured on a monthly comparative basis. The research will indicate that Titan cannot simply apply the local strategies used in India, as this global market possesses different characteristics to those experienced in the GCC, the importance if brand utility may provide a distinct differential over the major competitors in this market. Though the model that is derived will be based on the Titan experience, it will also be applicable to other items in the luxury goods market, and may be utilised to facilitate market entry for all luxury goods which will be categorised in the same band as watches, examples of these include fashion accessories, sunglasses, perfumes and jewellery. The aim of the study was to develop a model to guide the market entry process for new watch brands under the Titan umbrella into the GCC market.

by Chan Ngan-Yung, Juno, Yuen Da-Wai, David. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 137-141). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF FIGURES --- p.viii / LIST OF TABLES --- p.ix / ACKNOWLEDGEMENT --- p.x / INTRODUCTION --- p.1 / Objectives of the Research --- p.1 / Scope of Work --- p.4 / Research Methodology --- p.5 / Literature Survey --- p.6 / Sources for the Adopted Theoretical Framework --- p.6 / Local Researches on Timepieces industry --- p.7 / Statistical Information --- p.7 / INDUSTRY AND COMPETITIVE ANALYSIS --- p.9 / Dominant Economic Characteristics of the Industry Environment --- p.9 / Scope of Competitive Rivalry --- p.9 / Market Size --- p.10 / Market Growth Trend by Watch Type --- p.10 / Market Growth Trend by Geographical Location --- p.13 / Market Trend Towards Higher-end Products --- p.18 / Stage in Product Life Cycle --- p.20 / Seasonal Market Demand Pattern --- p.22 / Customer Needs and Product Segments --- p.22 / Customer Groups --- p.23 / Degree of Vertical Integration --- p.24 / Ease of Entry or Exit --- p.25 / Technology and Innovation --- p.25 / Industry Structure --- p.26 / Cost Structure --- p.27 / Scale Economies --- p.28 / Experience Curve Effect --- p.29 / Capacity Utilization --- p.29 / Industry Profitability --- p.29 / Driving Forces Analysis --- p.33 / Decline in Long-term Industry Growth Rate --- p.34 / Shortening Product Life Cycle --- p.34 / Consumers Moving Up-market --- p.34 / Competitive Forces and their Strategic Implications --- p.35 / Rivalry Among Existing Competitors --- p.35 / Threat of Product Substitution --- p.38 / Potential Entry of New Competitors --- p.39 / Bargaining Power of Suppliers --- p.39 / Bargaining Power of Buyers --- p.40 / Strategic Implications --- p.40 / Strategic Group Mapping --- p.41 / Competitor Analysis --- p.45 / Switzerland --- p.45 / Japan --- p.49 / Taiwan --- p.56 / Korea --- p.60 / "Thailand, Singapore and Other Asian Countries " --- p.62 / Key Success Factors of the Industry --- p.67 / Industry Prospects and Overall Attractiveness --- p.67 / SITUATION ANALYSIS FOR HONG KONG AND THE PRC TIMEPIECES INDUSTRY --- p.72 / Situation Analysis of Hong Kong's Timepieces industry --- p.72 / Evaluation of the Present Strategy --- p.72 / SWOT Analysis --- p.77 / Potential internal strengths --- p.77 / "Core competencies in marketing, prompt delivery and flexibili " --- p.77 / Well thought of by buyers . --- p.79 / Proximity to an abundant cheap labor market --- p.79 / Proximity to a large consumer market with high growth potenti --- p.80 / Potential internal weaknesses --- p.81 / Over-dependence on several traditional markets --- p.81 / Lagging behind in production technology --- p.81 / Lack of key skills in producing movement and module parts --- p.84 / Over-dependence on OEM sales --- p.85 / Shortage of labor and experienced product designers --- p.85 / Rising labor and land costs --- p.85 / Political uncertainty --- p.86 / Potential External Opportunities --- p.86 / Serve The End-user Customer Group --- p.86 / Increase sales in new markets or segments --- p.86 / Falling trade barriers in attractive foreign markets --- p.87 / Reducing barrier of entry to higher end market segment --- p.87 / Possible success of the new country-of-origin rules --- p.88 / Forward and backward vertical integration --- p.88 / Potential external threats --- p.89 / Rapid rise of lower-cost foreign competitors --- p.89 / Slower market growth of the low end segment --- p.89 / Possible adverse shifts in trade policies of foreign governments --- p.90 / Vulnerability to recession and business cycle --- p.90 / Strategic Cost Analysis and Competitive Strength Assessment --- p.90 / Strategic Issues Facing the Industry --- p.91 / Management of the unbalanced product portfolio --- p.91 / Penetration into new markets --- p.94 / Management of increasingly short product life cycle and quality awareness --- p.94 / Situation Analysis of the PRC's Timepieces industry --- p.95 / An Account of the PRC's Timepieces industry --- p.95 / History --- p.95 / Industry structure --- p.96 / Strategic industry for development --- p.96 / Increased awareness to product quality --- p.100 / Increased emphasis on market economy --- p.101 / Watches and clocks export --- p.102 / Increase Tie with Hong Kong --- p.103 / Evaluation of the present strategy --- p.103 / SWOT Analysis --- p.104 / Potential internal strengths . --- p.104 / Access to economies of scale --- p.104 / Shield from strong competition in domestic market --- p.104 / "Cost advantages in labor, land and raw materials " --- p.105 / Large domestic market --- p.105 / Strong determination to upgrade industry --- p.106 / Close to Hong Kong --- p.106 / Good relationship with the third world and the Eastern Europe . . --- p.107 / Potential internal weaknesses --- p.107 / Defective export policy --- p.107 / Lack of expertise and low technology levels --- p.107 / Low or no profitability --- p.108 / Weak in product design --- p.108 / Irrational pricing system --- p.109 / Outdated state legislation --- p.109 / A very narrow product line --- p.109 / "Weak in quality control, delivery and market image " --- p.110 / Weak in marketing --- p.110 / Potential external opportunities --- p.110 / Increase sales in all markets --- p.110 / Dominance in low end mechanical watch segment --- p.111 / Expand product line to meet broader range of customer needs --- p.111 / Potential external threats --- p.112 / Entry of lower-cost foreign competitors --- p.112 / Adverse shifts in foreign exchange rates --- p.112 / Retreat of foreign investors --- p.112 / Strategic Cost Analysis and Competitive Strength Assessment --- p.113 / Strategic Issues Facing the Industry --- p.114 / Upgrading the whole industry in all aspects --- p.114 / Management of Unbalanced Product Portfolio --- p.114 / STRATEGIC PLANNING FOR THE TIMEPIECES INDUSTRY OF HONG KONG AND THE PRC --- p.115 / Crafting Competitive Strategy for Hong Kong's Timepieces industry --- p.115 / Strategies to Attain Cost Advantages --- p.116 / Buying raw materials and movements from the PRC --- p.117 / Reducing expenses in inbound and outbound logistics --- p.118 / Shifting production to the PRC --- p.119 / Reducing marketing expenses --- p.119 / Reducing financial cost --- p.120 / Reducing administration cost --- p.120 / Strategies to Attain Differentiation Advantage --- p.121 / Improvement in Technical and Design Ability --- p.121 / Implementation of ISO 9000 quality assurance system --- p.122 / Improvement in customers' service --- p.123 / Other Strategies to Explore Opportunities and Reduce Threats --- p.124 / Joint development of the new markets with the PRC --- p.124 / Increasing sales to the PRC --- p.125 / Capture markets in Latin America and SE Asia --- p.126 / Crafting Competitive Strategy for the PRC --- p.126 / Strategic Alliance between Hong Kong and the PRC --- p.127 / CONCLUSIONS --- p.129 / Moves in Response to Changing Market Conditions --- p.132 / Approach to Vertical Integration --- p.132 / Moves to Secure a Competitive Advantage --- p.132 / Recent Moves to Strengthen Competitive Position --- p.133 / BIBLIOGRAPHY --- p.137

Summary in Chinese. / Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 157-158.

by Fung Pui-wing. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: leaves 220-224.

Thesis (M.B.A.)--Chinese University of Hong Kong. / Bibliography: leaves 82-83.

by Chan Lung Anthony, Ho Shun-Wah Montgomery. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / TABLE OF CONTENTS --- p.i / CHAPTERS / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- METHOD --- p.5 / Chapter III. --- MARKET PROFILE --- p.7 / Chapter IV. --- PRODUCT PROFILE --- p.12 / Chapter V. --- CUSTOMER PROFILE --- p.16 / Chapter VI. --- COMPANY PROFILE --- p.20 / Chapter VII. --- PRODUCT POSITIONING AND TARGET MARKET SELECTION --- p.22 / Chapter VIII. --- COMPANY'S MISSION AND GOALS --- p.27 / Chapter IX. --- MARKETING OBJECTIVES --- p.28 / Chapter X. --- PRODUCT OBJECTIVES AND STRATEGIES --- p.29 / Chapter XI. --- PRICE OBJECTIVES AND STRATEGIES --- p.33 / Chapter XII. --- PROMOTION OBJECTIVES AND STRATEGIES --- p.36 / Chapter XIII. --- SALES FORCE OBJECTIVES AND STRATEGIES --- p.40 / Chapter XIV. --- DISTRIBUTION OBJECTIVES AND STRATEGIES --- p.43 / Chapter XV. --- CONTROL --- p.47 / Chapter XVI. --- ADVERTISING PLAN --- p.48 / APPENDIX / Chapter 1. --- FINDINGS OF QUESTIONNAIRE ON TARGET GROUP --- p.53 / Chapter 2. --- QUESTIONNAIRE --- p.56 / Chapter 3. --- SUMMARY OF INTERVIEW WITH HENRY DUONG --- p.63 / Chapter 4. --- EFFECTIVE COMPARISON AMONG MEDIA --- p.64 / Chapter 5. --- EFFECTIVENESS COMPARISON AMONG NEWSPAPERS --- p.65 / Chapter 6. --- EFFECTIVENESS COMPARISON AMONG MEDIA PRODUCT --- p.66 / Chapter 7. --- SPECIALISED/VERTICAL PUBLICATION --- p.67 / Chapter 8. --- READERSHIP PROFILE --- p.68 / Chapter 9. --- FIELD SURVEY OF PRICES OF WATCHES IN HONG KONG --- p.71 / BIBLIOGAPHY --- p.72