Your executive summary starts well and could have benefited by a concluding paragraph that summaries the financial benefit (s) to MediCorp of your proposed international business plan.
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Very good that you have included a PESTEL analysis to inform the market conditions including the legal environment in Poland. Your PESTEL analysis is a bit lean and could have been more fully informed.
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You write that “Poland has a universal healthcare system and therefore the main target market will be the individual consumers of the government facilities with the incubators.” My question concerns identifying your addressable customers, are they really the individual consumer or is your target customer the state bureaucracy that delivers medical services and treatment to its citizens? If it is the state rather than the individual consumer, the marketing strategy will shift considerably.
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On page 10 you write that “MediCorp plans to enter the foreign market through direct exporting, licensing, and partnering.” Each of these modes of entry are mutually exclusive and it would have been helpful to discuss more fully how your strategy intends to proceed from one to the other along what appears to be your evolutionary strategy. If exporting is successful, then what factor(s) would you consider to convert your busines strategy / set-up into a license agreement and why?
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These two work-together: “MediCorp’s first entry strategy is direct exporting, and MediCorp plans to export the products directly into the market. Afterward, the company will establish a sales program in the foreign market to help in the distribution and procurement”. In order to exploit an exporting mode of entry strategy, the sales, marketing and distribution elements of the value chain must be established at the beginning of the international busines plan. Who, for example, will generate the sales and marketing efforts, provide the in-market distribution network,…. to support the exporting strategy?
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You are asked to identify and discuss which elements of your firms’ value chain could be transferred to your target market to support your market entry strategy, given your choice of entry mode. Please include that discussion in your next submission.
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You then write that “Finally, the company will need to partner with an established company in the industry (Morschett et al., 2010).” The term partnering lacks the specificity required for business and strategic planning and is always required to be defined with very specific terms outlining the nature of the relationship between the parties. Please add this definition in your next submission.
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I am very happy to read that “MediCorp is aware of cultural differences (when entering an international market), which is why the company considers partnering with Thermo Fisher Scientific, a giant in the incubators global market”. The purpose of this assignment is for YOU to demonstrate that she understands the implications of cultural differences between Poland and the United States and what measures will be taken to mitigate the negative consequences that may result from these differences. Please include that discussion in your next submission.
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You write that “Particularly, the Polish incubators market was valued at $1 billion” without identifying which year you are referring to and what the projects are for the relevant time frame of this Project 5 requirements.
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Your section on Financial Projections (beginning on page 11), does not read as a financial projection requested for Project 5. In the classroom for Project 5, step 3 asks you to: “As you continue to work on your international business plan prepare market share estimates for MediCorp’s product(s) in the selected country and revenue forecasts for the next three years.” Please ensure that your next submission meets these expectations.
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I am not sure why you included a break-even analysis, cash flow projections, P&L projections, or IPO options? The break-even analysis was a requirement a few years ago, but not now.
