Question 3: Entry Modes Flashcards

1
Q

Define Licensing, Exclusive Licensing, Non Exclusive Licensing, Cross Licensing

A
  • Used for intangible propery
  • Practice where one company (the licensor) grant another (the licensee) the right to use that property for a specified period of time
  • Licensors earn from:
    • Royalty payments
    • One-time fee
  • Grants companies the right to use process technologies inherent in particular goods

Exclusive Licensing

  • ​Exclusive right to produce and market a property
  • Specific geographic region

Non Exclusive Licensing

  • Licensee does not sole access to a market, several other companies can be licensees of the same property

Cross Licensing

  • Practice by which companies exchange intangible properties with each other through license agreements
  • Can lower production costs
  • Parties may still pay royalties due to difference in asset value
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2
Q

List and define the Advantages of Licensing

A

Financing of International Expansion

  • Agreements usually requires licensees to contribute financing
  • Advantageous to licensors who want to expand but lack resources
  • Eliminates time spent on construction and setting up of facilities
  • Licensor can earn revenue earlier than expected

Low-risk Method of International Expansion

  • Licensor is shieled from risk in hard-to-read or unstable markets

Reduces Likelihood of Products being on Black Markets

  • Bootleggers are avoided by licensing local markets to sell products at competitive prices
  • Royalties will be lower than generate profits, but is better than no profits at all
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3
Q

List and define the Disadvantages of Licensing

A

Restriction of Future Activities

  • Exclusive licensee markets product, but does not meet licensor’s expectations
  • Licensor is unable to directly sell the products nor grant rights to another licensee
  • Good products and lucrative markets cannot gurantee success

Reduction in Global Consistency of Quality and Marketing

  • Licensor may find that former licensee is producing and marketing a better version of its own product
  • Development of a coherent global brand image is difficult; promotion takes time and money to correct misconceptions

Accidental Lending of Property to Future Competitors

  • Dangerous when licensor sells assets based on their comparative advantage
  • Licensee becomes highly competent at producing the property over time
  • When the agreement expires, former licensee can emerge as a competitor
  • Contracts should restrict licensees from competing in the future wih products based strictly on licensed property
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4
Q

Define Franchising

A
  • Practice by which one company (the franchisor) supplies another (the franchisee) with intangible property and other assistance over an extended period
  • Franchisees earn from flat fees, royalties, or both
  • Company’s brand and trademark is important
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5
Q

What are the Differences between Licensing and Franchising?

A
  • Franchising gives greater control over product sales
  • Franchisee must comply to strict guidelines on business conduct
  • Licensing is common in manufacturing industries; Franchising is common in service industries
  • Licensing involves a one-time property transfer; Franchising requires ongoing assistance
  • Franchisors typically offer start-up capital, training, location and advertising advice
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6
Q

List the Advantages of Franchising

A

Low-cost, Low-risk Entry Mode

  • Allows consistency of companies following a global strategy
  • Many franchisees will make small modification to suit local buyers

Entry Mode Allowing Rapid Expansion

  • Firms benefit from first-mover advantage

Benefit from Cultural Knowledge

  • Franchisers benefit from know-how of local management
  • Helps lower risk of business failure in unfamiliar markets
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7
Q

List the Disadvantages of Franchising

A

Cumbersome to Manage Large Number of Franchisees

  • Product quality and promotional messages are inconsistent
  • Greater control is established through a ‘master franchisee’, who is respnsible for monitoring operations of individual franchisees

Loss of Organisational Flexibility

  • Contracts restrict franchisees’ strategic and tactical options
  • Some are forced to promote products owned by the franchiser’s other divisions
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