Pick A Company Which Is Not Famous Criterion For Not Famous
Pick A Company Which Is Not Famous Criterion For Not Famous Is Ther
Pick a company which is not famous. Criterion for "not famous" is there should be no PESTEL analysis available on the internet. As such, any help from outside is considered a violation of the requirements of this assignment and is equivalent to fail. Assume you are a consultant and trying to help the decision makers of the company to decide which channel of global business they should use to enter the Canadian market. So, first explain in brief which of the pull or push factors are encouraging you to enter the Canadian market. Explaining this should demonstrate your understanding of the push-pull factors. Then explain why you have decided in favor of this channel of global business. Only then should you do your PESTEL analysis in a table format or any other way that is brief and concise. Please don't lecture on PESTEL. Show you understand how to use data from the PESTEL areas and analyze them based on the situation you are in, in your case penetrating another market under push/pull factors as well as your channels of global business. You don't need to cover many factors under each PESTEL area. Two would be enough as long as you do them right, and if you don't make it relevant larger numbers of PESTEL factors wont help you either. Always ask yourself "Is anyone ready to pay for the stuff I have written?", "Is there added to value to what I am bringing to the analysis?" My rule of thumb is read a lot, write less. It will be good. And again, if you don't enjoy it, you wont exceed.
Paper For Above instruction
The chosen company for this analysis is a small, eco-friendly packaging startup named GreenPack Solutions, which operates primarily in the local organic product market in a less-known region of Southeast Asia. This company is not yet famous internationally, and despite its innovative sustainable packaging designs, there is no publicly available PESTEL analysis on the internet for it. As a consultant for GreenPack Solutions, my task is to determine the most suitable channel of global business entry into the Canadian market, grounded in the analysis of push and pull factors and relevant environmental considerations.
Initially, the decision to enter the Canadian market is driven by a mixture of push and pull factors. Push factors refer to pressures or incentives that motivate the company to expand, such as saturation or limited growth in their current markets. GreenPack Solutions faces stiff competition domestically and limited scalability, prompting a push towards international avenues for growth. Conversely, pull factors are attractive features of the Canadian market — such as its strong demand for sustainable products, supportive environmental policies, and a growing eco-conscious consumer base which makes Canada an enticing market for their environmentally friendly packaging solution.
Given these factors, I recommend a direct export channel as the most appropriate method for GreenPack Solutions' entrance strategy into Canada. This channel offers the company control over its operations, minimal initial investment, and flexibility to adapt to Canadian consumer preferences. It also enables the company to test the market without heavy commitments and allows for gradual scaling based on demand and operational experience. This choice is aligned with the push-pull analysis, where push factors—like existing market saturation and limited domestic growth—motivate the company to seek international opportunities, and pull factors—such as consumer environmental awareness and supportive policies—make Canada an attractive target market.
Brief PESTEL Analysis of GreenPack Solutions’ Entry into Canada
| PESTEL Factors | Analysis |
|---|---|
| Political | Canada offers a stable political environment with supportive policies for environmental initiatives, which can facilitate the acceptance and promotion of sustainable packaging solutions. |
| Economic | Canada has a robust economy with increasing consumer spending on eco-friendly products, providing opportunities for market penetration and premium pricing. |
| Social | Growing environmental consciousness among Canadians increases demand for green packaging, aligning opinion trends with GreenPack’s offerings. |
| Technological | Presence of advanced logistics and e-commerce infrastructure enables efficient distribution and marketing of GreenPack Solutions’ products in Canada. |
| Environmental | Canada's strict environmental regulations and commitment to sustainability support the adoption of eco-friendly packaging, reducing regulatory barriers for GreenPack Solutions. |
| Legal | Compliance with Canadian import laws, packaging standards, and intellectual property regulations is essential but manageable with proper legal counseling and adherence. |
Conclusion
The decision to adopt a direct export channel for GreenPack Solutions in Canada is underpinned by the strong alignment of push factors—such as domestic market saturation—and pull factors—like Canadian consumer environmental awareness and supportive policies. The PESTEL analysis further confirms that Canada offers a conducive environment for sustainable packaging businesses, with political stability, technological infrastructure, and legal frameworks that facilitate market entry. By leveraging the direct export method, GreenPack Solutions can strategically establish its presence, test consumer response, and expand gradually, aligning its internationalization efforts with both market opportunities and environmental considerations.
References
- Brammer, S., & Millington, A. (2009). Eco‐corporate social responsibility and financial performance: The case of the UK retail sector. Supply Chain Management: An International Journal, 14(2), 107-118.
- Canadian Trade Commissioner Service. (2022). Doing Business in Canada. Government of Canada.
- European Commission. (2021). Circular Economy Action Plan. European Green Deal.
- Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson Education.
- Leonidou, C. N., et al. (2013). Green marketing: A review and synthesis. Journal of Business Research, 66(8), 1062-1070.
- OECD. (2020). Economic Outlook for Canada. OECD Publishing.
- Porter, M. E. (1985). Competitive Advantage. Free Press.
- Statista. (2023). Consumer attitudes towards sustainability in Canada. Retrieved from https://www.statista.com
- United Nations Environment Programme. (2020). Global Environment Outlook. UNEP Publications.
- World Bank. (2022). World Development Indicators: Canada Data. The World Bank.