B US 421 – INTERNATIONAL MARKETING

CASE STUDY 3-8

“AMAZON IN EMERGING MARKETS”

SUBMITTED TO:
Prof. MIKE IVANOF

SUBMITTED BY

RITHIK KHANNA
(300196938)

Due Date: February 18, 2022

Date Submitted: February 18, 2022

 Questions & Answers

Q 1 Did Amazon succeed in China? What did it learn?

Like any other country, Amazon entered the Chinese market and didn't know how
business marketing in China would work. Amazon entered China using the same
approach previously adopted in other countries such as the United States. And this is a
trend for many companies trying to enter the Chinese market, and in the process, you
will lose a lot of money.
• They lacked the social requirements for web-based business marketing in China.
• The service was irregular.
• Enter the market with the same old approach.
• Taobao had a unique cake so far when Amazon invaded China.
• Finding better arrangements from online to disconnect for better transportation.

Q2 Did Amazon make sensible choices in its emerging markets entry strategies?
Consider location, entry mode, and timing.

It is a fact that Amazon has made a name for itself in the Indian market. In the past,
Amazon has had its representatives across the republic of India who have worked
with the decentralized business, citing its ability to support and back-office
support. 2004, was the perfect time for Amazon to enter the Chinese market; This
is because they have learned the full concept of the Chinese market. Amazon's
main achievement in India has been its ability to adapt to India's transportation
needs. When Amazon moved to India, they were able to understand the structure of
the Indian market, including the key milestones that helped facilitate customer
access, as they promised. This has fueled Amazon's growth in India. Without any
concept of the Chinese market, Amazon tried everything to penetrate the Chinese
market, but it failed because Amazon was the foundation of the location. When
Amazon entered the Chinese market was not the right time. Indeed, online
branding in China is being built with companies such as Alibaba, EachNet and
Jingdong Mall. With this intrinsic, it is difficult for Amazon to gain a foothold in
the Chinese market. Due to the nature of the market in China, Amazon entered the
market at a time when Amazon usually offers monetary terms and a portion of the
Chinese market also allows installments, free shipment of cargo and using the
prevalence of client audit in China for themselves.
Q3 How should companies and investors measure success in emerging markets?

Lubrication: Small payments made to low-level government officials or businessmen to

facilitate business decisions, shipments, or other transactions, especially in countries
where such payments are common. Extra pesos that slip into DocBoss for fast loading
can be classified as smears.
Extortion : Extortion is defined as the illegal use of real or threatened power, power, or
threatening to obtain money or property from an individual or group. There are no
extreme scenarios as seen in case studies.
Suborning: Suborning is illegal, including paying a significant amount of money to
government officials. Paying a government official (jefe) a bribe of $ 1200 per vehicle
to prevent cancellation of an order is a bribe being submitted.

Q4 Should Amazon enter additional emerging markets immediately? If so, why and
where? If not, why not and where should its focus be? More broadly, how
sustainable is Amazon’s simultaneous pursuit of geographic, horizontal, and
vertical expansion?

Critical Analysis

Frank and Bill, the protagonists of the StarnesBrenner Machine Tool Company, reflect
two conflicting ethical views. On the one hand, Frank, who is in charge of one sales
office, has been working in a Latin space for almost 10 years and will retire this year. He
bribed government officials and port directors at the border to accomplish his job,
generate income for the company, and avoid the job being canceled. He argues that
bribes are ubiquitous and essential to getting the job done. Meanwhile, Frank's
successor, Bill, is one of the sellers of stern stop burners. Both spend 8 months in Latin,
and in it, Frank is ready to take into account. He is a strong believer of ethics, morality,
honesty. He believes that even if the decrease in sales decreases, we believe that ethics
standards should be maintained. Case Study starts with two people discussing Latin, and
during lunch, invoices are different from those who are available in the United States.
As a person related to America as America, as if Latin is not part of the United States.
This example illustrates a typical opinion of people, many North Americans who have
not considered that Latin Americans are Today's Citizens in the United States. Frank
was frustrated by this. Then, when Frank talks about the S27 and talks about the case
where he was forced to pay a bribe twice for the same cargo, they start discussing the
ethical concepts behind the bribe, or rather the discussion. Frank believes that it is part
of all institutions and it is a common practice that there is nothing shameful. He believes
that "lubrication" is important for getting the job done. However, Bill argues that this is
a serious breach of ethics and that the foundation of the business should not be built on
immoral or unethical conduct. The first bribe to Frank's government officials was
unconstitutional. The modest amount the case study said was used to "grease" the
workers, and the second amount he paid to the harbor boss was just as unethical in Bill's
view. The main point from this case study is the idea of thinking about what is good and
what is wrong. Bribes, regardless of amount, motive or location, are unethical and
violate the ideals of honesty and morality. Regardless of their position within the
hierarchy, the decision to do the job and get the job done is in the hands of the people
who work in the organization.