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Katarzyna Dziewanowska, PhD Faculty of Management Warsaw University 1
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Area: 312,679 km2 Population: 38.1 million Men: 48.3% Women: 51.7%
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Data20042005200620072008 GDP (bn PLN)9259831,0601,1751,266 GDP change (previous year=100) 105.3103.6106.2106.7104.8 FDI inflow (mln €)10,2378,33015,74116,67410,970 Unemployment rate (%)19.017.614.811.29.5 Exports (mln €)65,84777,56293,406105,893114,566 Imports (mln €)70,39979,80498,945118,262139,329 Inflation rate (previous year=100) 103.5102.1101.0102.5104.5
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Employment : ◦ Micro: up to 10 people, Small: up to 50, Medium: up to 250 Net income: ◦ Micro: up to € 2 m, Small: up to € 10 m, Medium: up to € 50m Assets: ◦ Micro: up to € 2 m, Small: up to € 10 m, Medium: up to € 43m 4
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The importance of SME in Poland: They constitute 99% of operators (95% in other OECD countries) They provide 68,4% of GDP They employ 64,3% working people (60-70% in other OECD countries) They generate over 45% of export (25-35% in other OECD countries) 5
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YearTotal0-910-4950-249SME Share (%) 20043468,23302,4131,528,999,84 20053581,63410,2138,028,399,86 20063576,83402,2141,528,399,87 20073615,63436,8145,728,399,87 20083636,03455,6147,428,499,87
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Resources Strategy development Organizational structure Risk-taking Flexibility Sources of market information 7
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Hidden Champion Cooperation Anonymous Contractor Born Global 8
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1. Building a position on local market 2. Careful selection of foreign markets – a few 3. Careful selection of foreign business partner 4. Building a strong brand 5. Careful segmentation process and segment selection 6. Marketing mix adjusted to foreign markets’ needs 9
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Ambitious!!! Takes advantage of SME’s strengths Full control Gradual involvement Costs, costs, costs! Time-consuming Risky… 10
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70%
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1. Horizontal integration of producers 2. Building a strong brand (common or regional) on local and foreign markets 3. Other decisions relating to foreign markets are made by a joint company 13
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Position on markets based on common/ regional brand Cheaper and less risky Members do not compete against each other Common company may take over the control Less flexible Works only for homogeneous products 14
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15 Mazovia FruitFresh Fruit Poland Group
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Internationalization Fast and parallel on many markets Pro-active motives for entering FM Competition Innovative and high quality product Close relationships with clients Building a network with international partners Building a strong brand Market segmentation – focus on a niche Highly standardized marketing mix Owner 16
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Ambitious!!! Takes advantage of SME’s strengths Full control Becomes a part of marketing network Costs Profits in long term Risky Requires highly innovative products 17
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1. Careful selection of partners (local or foreign) 2. Market selection is of secondary importance 3. Focus on production efficiency and low costs 4. Almost all marketing activities are done by a partner 19
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Easier and cheaper Product matches the market needs Low risk in short term Beginning of more adventurous activities Passive – no experience gained No relations with final customers Long term risk Low profit per unit Weak negotiation position 20
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Syntex Romeo Zbąszyń
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