An Approach to Understand Market Penetration Strategies

 An Approach to Understand Market Penetration Strategies


Abstract

In order to maximize growth opportunities in existing markets and in new markets in adjacent sectors, penetration strategies are essential components. Because the market is dynamic, an entrepreneur who is interested in taking advantage of synergies to increase profitability must understand it. Another exogenous force, such as a tactical and deliberate action, could be driving this strategy. 

Multinational enterprises (MNEs) have customers in almost every country. According to Forrester Research, cross-border B2C e-commerce will double by 2022. As a result, how do multinational enterprises (MNEs) efficiently penetrate within segments and across geographic markets? Multidimensional design (MDD) and synergy between sites offer scaling opportunities. Market penetration methods and capabilities that are ideal for MDDs are described in this article.

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Introduction

A matrix is the most common type of multidimensional design. Literature does not cover other designs with more dimensions because they are considered novel. In the 1970s and 1980s, the concept of matrix organization began to emerge. Due to the ambiguity in roles, this design has caused some difficulty for some people. This has been taken a step further by multi-national enterprises (MNEs) with multi-dimensional organizational designs. 

This may not be reflected in the organizational chart, but it is how many people actually work. Even though business development employees report to one manager, they must build a network in order to be successful. The situation is amplified and made more complex in a multidimensional context when product managers are uncomfortable with the challenges associated with matrix design.

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Conclusion

The M-relevance form's in modern MNEs has been called into question (Bartlett & Ghoshal, 1993; Berggren, 1996; Ruigok et al., 2000). It has been suggested by economists such as Alfred Chandler (1962), who documented the emergence of multidimensional organizations during the first half of the 20th century. In the 1970s, a number of publications concerned with the dynamic markets in which multinational corporations operated expressed an interest in organizing MNEs along several dimensions (Ackoff, 1977; Bartlett, 1982; Coggin, 1974; Prahalad, 1980; Prahalad & Doz, 1979).

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