Mad Koffee: A Strategic Analysis of a Bangladeshi F-Commerce Company's International Expansion
VerifiedAdded on 2024/07/04
|16
|5003
|290
AI Summary
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Strategy for Managers
Busi 1633
Mad Koffee: Will a Local Bangladesh F-Commerce
Company Survive in the International Arena?
Name: Tran Tung Lam
University of Greenwich ID Number: 001362989
FPT Student ID Number: GBS210480
Module Code: BUSI 1633
Module Name: Strategy for Managers
Name: Anh Phuong Nguyen
Submission Date: April 2nd 2024
Busi 1633
Mad Koffee: Will a Local Bangladesh F-Commerce
Company Survive in the International Arena?
Name: Tran Tung Lam
University of Greenwich ID Number: 001362989
FPT Student ID Number: GBS210480
Module Code: BUSI 1633
Module Name: Strategy for Managers
Name: Anh Phuong Nguyen
Submission Date: April 2nd 2024
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Table of Contents
I. Introduction ................................................................................................................... 3
II. Strategic positioning .......................................................................................................... 3
1. Macro-environment analysis (PESTEL) ....................................................................... 3
2. Industry/market analysis (Porter’s 5 forces) ................................................................. 5
3. Internal analysis (VRIO framework)............................................................................ 6
4. SWOT Analysis ........................................................................................................... 8
III) Strategic choice ............................................................................................................... 8
1. TOWS matrix and Ansoff’s corporate strategies........................................................... 8
2. International strategy (entry modes strategies): .......................................................... 10
IV. Strategies in action ......................................................................................................... 12
V. Conclusion ...................................................................................................................... 13
References ........................................................................................................................... 14
I. Introduction ................................................................................................................... 3
II. Strategic positioning .......................................................................................................... 3
1. Macro-environment analysis (PESTEL) ....................................................................... 3
2. Industry/market analysis (Porter’s 5 forces) ................................................................. 5
3. Internal analysis (VRIO framework)............................................................................ 6
4. SWOT Analysis ........................................................................................................... 8
III) Strategic choice ............................................................................................................... 8
1. TOWS matrix and Ansoff’s corporate strategies........................................................... 8
2. International strategy (entry modes strategies): .......................................................... 10
IV. Strategies in action ......................................................................................................... 12
V. Conclusion ...................................................................................................................... 13
References ........................................................................................................................... 14
I. Introduction
Mad Koffee, a contemporary Bangladeshi F-commerce startup, has carved out a place
for itself in the online retail sector. Known for its witty T-shirts emblazoned with relevant
phrases and drawings, the brand started off strong. However, a problem occurred during the
pandemic, when bad evaluations concerning color bleeding harmed its reputation. Undeterred,
Mad Koffee is considering international growth. This research examines Mad Koffee's strategic
decisions, difficulties, and opportunities. By exploring major ideas and frameworks, The
recommendation below wants to deliver practical insights for the company's survival and
expansion.
II. Strategic positioning
1. Macro-environment analysis (PESTEL)
PESTLE analysis
Political ● The government of Bangladesh ordered
all factories to shut down
● Global COVID-19 pandemic hit
Economic ● 2016, the e-commerce market grew at
a whopping 70%
● F-commerce were low, the market was
becoming saturated.
Social ● 43% of the population under 25 years
old are familiar with technology
● Consumers in Bangladesh preferred to
shop through Facebook rather than on
an e-commerce website.
● People in Bangladesh still preferred to
pay with cash
Technological ● Smartphone penetration and the
Internet have been driving, since 2018
Mad Koffee, a contemporary Bangladeshi F-commerce startup, has carved out a place
for itself in the online retail sector. Known for its witty T-shirts emblazoned with relevant
phrases and drawings, the brand started off strong. However, a problem occurred during the
pandemic, when bad evaluations concerning color bleeding harmed its reputation. Undeterred,
Mad Koffee is considering international growth. This research examines Mad Koffee's strategic
decisions, difficulties, and opportunities. By exploring major ideas and frameworks, The
recommendation below wants to deliver practical insights for the company's survival and
expansion.
II. Strategic positioning
1. Macro-environment analysis (PESTEL)
PESTLE analysis
Political ● The government of Bangladesh ordered
all factories to shut down
● Global COVID-19 pandemic hit
Economic ● 2016, the e-commerce market grew at
a whopping 70%
● F-commerce were low, the market was
becoming saturated.
Social ● 43% of the population under 25 years
old are familiar with technology
● Consumers in Bangladesh preferred to
shop through Facebook rather than on
an e-commerce website.
● People in Bangladesh still preferred to
pay with cash
Technological ● Smartphone penetration and the
Internet have been driving, since 2018
● F-commerce can answer questions and
look after inventory.
Ecological ● Finding eco-friendly and ensuring
workers' safety is very difficult
Legal ● ILO and IFC emphasized workers’
safety.
Firstly, COVID-19 caused the shutdown of several businesses in the second quarter of
2020. According to current census projections in California, the number of active company
owners declined by 22% between February and April 2020 (Fairlie, 2021). This problem had
a significant influence on merchandise sales. The severe COVID-19 outbreak has resulted in
considerable financial losses for major retailers in the clothing sector, including Zara, H&M,
and Uniqlo ( Kim & et al., 2021). Due to the issue, the majority of businesses will not get orders
from big clothing labels, and the Bangladesh government has ordered the shutdown of all
factories (Sen & et al., 202). Secondly, the e-commerce market had exploded, expanding by
70% since 2016 (IDLC, 2018). Well-known e-commerce firms, Daraz and Pickaboo are not
just involved in the garment sector, their power is mostly due to the capital they gain from
worldwide corporate funding, which allows them to spend more money to recruit clients
(Jahidul & et al., 2023; Zaman & et al., 2022). Thirdly, 43% of the Bangladesh population
under the age of 25 has grown acclimated to technology and seen features like F-commerce as
easy benefits, since 2018 (CIA, 2018). In addition, consumers in Bangladesh prefer to shop on
Facebook rather than e-commerce websites because they want to engage before making a
purchase (Alam & et al., 2022). Furthermore, most Bangladeshis prefer to pay in cash since
they do not have a bank account or wish to pay after viewing the actual merchandise (CIA,
2018; Alam & et al., 2022). Fourthly, Smartphone penetration is increasing as more people use
them, particularly in suburban and rural regions (GSM, 2018). Furthermore, the Internet
penetration rate in Bangladesh expanded dramatically, reaching more than 90 million members
by the end of 2018 (IDLC, 2018). Large commercial platforms, such as Spotify, charge
operators $30 per month. However, this does not apply in Bangladesh. F-commerce is
practically a good instrument since it has low costs and requires him to pay just $50 per month
to each social network manager who can answer queries and manage inventory. Fifthly, finding
an environmentally friendly factory that also protected worker safety was challenging because
look after inventory.
Ecological ● Finding eco-friendly and ensuring
workers' safety is very difficult
Legal ● ILO and IFC emphasized workers’
safety.
Firstly, COVID-19 caused the shutdown of several businesses in the second quarter of
2020. According to current census projections in California, the number of active company
owners declined by 22% between February and April 2020 (Fairlie, 2021). This problem had
a significant influence on merchandise sales. The severe COVID-19 outbreak has resulted in
considerable financial losses for major retailers in the clothing sector, including Zara, H&M,
and Uniqlo ( Kim & et al., 2021). Due to the issue, the majority of businesses will not get orders
from big clothing labels, and the Bangladesh government has ordered the shutdown of all
factories (Sen & et al., 202). Secondly, the e-commerce market had exploded, expanding by
70% since 2016 (IDLC, 2018). Well-known e-commerce firms, Daraz and Pickaboo are not
just involved in the garment sector, their power is mostly due to the capital they gain from
worldwide corporate funding, which allows them to spend more money to recruit clients
(Jahidul & et al., 2023; Zaman & et al., 2022). Thirdly, 43% of the Bangladesh population
under the age of 25 has grown acclimated to technology and seen features like F-commerce as
easy benefits, since 2018 (CIA, 2018). In addition, consumers in Bangladesh prefer to shop on
Facebook rather than e-commerce websites because they want to engage before making a
purchase (Alam & et al., 2022). Furthermore, most Bangladeshis prefer to pay in cash since
they do not have a bank account or wish to pay after viewing the actual merchandise (CIA,
2018; Alam & et al., 2022). Fourthly, Smartphone penetration is increasing as more people use
them, particularly in suburban and rural regions (GSM, 2018). Furthermore, the Internet
penetration rate in Bangladesh expanded dramatically, reaching more than 90 million members
by the end of 2018 (IDLC, 2018). Large commercial platforms, such as Spotify, charge
operators $30 per month. However, this does not apply in Bangladesh. F-commerce is
practically a good instrument since it has low costs and requires him to pay just $50 per month
to each social network manager who can answer queries and manage inventory. Fifthly, finding
an environmentally friendly factory that also protected worker safety was challenging because
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
most manufacturers did not take this into account. Lastly, international businesses followed the
standards of the International Labor Organization (ILO) and the International Finance
Corporation (IFC), emphasizing worker safety (Ebert, 2014).
2. Industry/market analysis (Porter’s 5 forces)
Forces Level of impact Evidence
Rivalry among competitors High ● Daraz Apparels and other
top e-commerce sites in
Bangladesh.
Threat of entry High ● The low barriers to enter
the F-commerce market
Threat of substitutes High ● Street local vendors
Bargaining power of
buyers
High ● Increasing competition
-> Koffee isn’t the only
choice of buyer
=> offer price
● limit market share
-> bargain with
dominants.
Bargaining power of
suppliers
Low • Supplier concentrate: 5k
suppliers for Bangladesh
-> bargaining low
• Supplier substitute: MK
works with multiple
suppliers
-> substitutes high
-> bargaining (decrease)
• Switching costs
(decrease)
standards of the International Labor Organization (ILO) and the International Finance
Corporation (IFC), emphasizing worker safety (Ebert, 2014).
2. Industry/market analysis (Porter’s 5 forces)
Forces Level of impact Evidence
Rivalry among competitors High ● Daraz Apparels and other
top e-commerce sites in
Bangladesh.
Threat of entry High ● The low barriers to enter
the F-commerce market
Threat of substitutes High ● Street local vendors
Bargaining power of
buyers
High ● Increasing competition
-> Koffee isn’t the only
choice of buyer
=> offer price
● limit market share
-> bargain with
dominants.
Bargaining power of
suppliers
Low • Supplier concentrate: 5k
suppliers for Bangladesh
-> bargaining low
• Supplier substitute: MK
works with multiple
suppliers
-> substitutes high
-> bargaining (decrease)
• Switching costs
(decrease)
• Supplier integrates
forward (Increase)
Evidence:
Rivalry among competitors: Current e-commerce market rivals compete fiercely, with Daraz
Apparels and other prominent e-commerce platforms in Bangladesh earning considerable
market share and aggressively exploiting social media channels to lead the race. This tough
competition has made it difficult for Mad Koffee as industry growth rates have slowed, pushing
Amin to consider expanding into other product lines to sustain firm growth and profitability.
Amin can only compete by cutting fixed costs (Chen, 1996).
Threat of entry: Mad Koffee is currently suffering economic issues as Bangladesh's F-
commerce market approaches saturation. Furthermore, supplier access is an urgent issue
because it does not meet the government's compliance requirements (Mim & et al., 2022).
Retaliation in the face of a marketing blitz and price wars is another issue that Mad Koffee
must deal with (Mim & et al., 2022).
Threat of substitutes: Street local vendors frequently offer consumers lower-cost alternatives
or innovative goods, which might entice people away from regular enterprises (Walsh, 2010).
As a result, in the context of competitive research, street local sellers are classed as a danger to
replacements owing to their ability to divert clients and influence conventional enterprises'
market shares.
Bargaining power of buyers: Conan CK's product generates a 30% profit margin when clients
try it, but Aadi gives a substantial 40% commission. The increased competition implies that
purchasers now have alternatives to Mad Koffee, forcing a strategic shift in offering pricing
(Nair & et al., 2011). This adaptability is critical for maintaining market share and creating
chances to deal competitively with leading market participants.
Bargaining power of suppliers: The impact of the supplier concentrate factor, with 5,000
suppliers for Bangladesh, suggests a decrease in their bargaining power. Additionally, Mad
Koffee's ability to collaborate with multiple suppliers enhances substitutes and reduces
negotiation costs ( Brown & et al., 2009). Decreased switching costs and an increase in supplier
forward integration imply a reduction in bargaining power ( Brown & et al., 2009).
3. Internal analysis (VRIO framework)
forward (Increase)
Evidence:
Rivalry among competitors: Current e-commerce market rivals compete fiercely, with Daraz
Apparels and other prominent e-commerce platforms in Bangladesh earning considerable
market share and aggressively exploiting social media channels to lead the race. This tough
competition has made it difficult for Mad Koffee as industry growth rates have slowed, pushing
Amin to consider expanding into other product lines to sustain firm growth and profitability.
Amin can only compete by cutting fixed costs (Chen, 1996).
Threat of entry: Mad Koffee is currently suffering economic issues as Bangladesh's F-
commerce market approaches saturation. Furthermore, supplier access is an urgent issue
because it does not meet the government's compliance requirements (Mim & et al., 2022).
Retaliation in the face of a marketing blitz and price wars is another issue that Mad Koffee
must deal with (Mim & et al., 2022).
Threat of substitutes: Street local vendors frequently offer consumers lower-cost alternatives
or innovative goods, which might entice people away from regular enterprises (Walsh, 2010).
As a result, in the context of competitive research, street local sellers are classed as a danger to
replacements owing to their ability to divert clients and influence conventional enterprises'
market shares.
Bargaining power of buyers: Conan CK's product generates a 30% profit margin when clients
try it, but Aadi gives a substantial 40% commission. The increased competition implies that
purchasers now have alternatives to Mad Koffee, forcing a strategic shift in offering pricing
(Nair & et al., 2011). This adaptability is critical for maintaining market share and creating
chances to deal competitively with leading market participants.
Bargaining power of suppliers: The impact of the supplier concentrate factor, with 5,000
suppliers for Bangladesh, suggests a decrease in their bargaining power. Additionally, Mad
Koffee's ability to collaborate with multiple suppliers enhances substitutes and reduces
negotiation costs ( Brown & et al., 2009). Decreased switching costs and an increase in supplier
forward integration imply a reduction in bargaining power ( Brown & et al., 2009).
3. Internal analysis (VRIO framework)
Resources
/or
capabilities
Value Rarity Inimitability organizational
support
Competitive
implications
in-house
young arites
Y Y N/Y Y sustained
competitive
advantage
unique
customer
experience
Y Y Y Y sustained
competitive
advantage
Market
Reputation
Y N N competitive
parity
diversifying
product
lines
Y N N N competitive
parity
In-house young artists: Mad Koffee's in-house young artists provide value to the business by
creating new designs every week to keep items fresh. Their exceptional expertise provides the
organization with a competitive advantage by allowing them to offer distinctive designs. Their
abilities are difficult to imitate, making it difficult for competitors to copy their innovative
ideas. Mad Koffee expertly organizes and collaborates with these artists to develop a wide
range of items, ensuring a consistent stream of new designs to increase client engagement and
sales (Coyne, 1986).
Unique customer experience: Mad Koffee delivers value by enhancing the customer
experience through unique offerings such as extra items with purchases and branded
merchandise bundles. Their personalized approach, including creating designs for corporate
events, gives them a competitive edge due to their rarity in the market. The strategy of
providing small gestures like notebooks and stickers, along with engaging social media content,
is difficult for competitors to imitate, making it inimitable (Coyne, 1986; Barney, 1991). Mad
Koffee's operational model, driven by a team of young artists constantly creating new designs
and leveraging social media trends, is well-organized to consistently deliver a unique customer
experience.
/or
capabilities
Value Rarity Inimitability organizational
support
Competitive
implications
in-house
young arites
Y Y N/Y Y sustained
competitive
advantage
unique
customer
experience
Y Y Y Y sustained
competitive
advantage
Market
Reputation
Y N N competitive
parity
diversifying
product
lines
Y N N N competitive
parity
In-house young artists: Mad Koffee's in-house young artists provide value to the business by
creating new designs every week to keep items fresh. Their exceptional expertise provides the
organization with a competitive advantage by allowing them to offer distinctive designs. Their
abilities are difficult to imitate, making it difficult for competitors to copy their innovative
ideas. Mad Koffee expertly organizes and collaborates with these artists to develop a wide
range of items, ensuring a consistent stream of new designs to increase client engagement and
sales (Coyne, 1986).
Unique customer experience: Mad Koffee delivers value by enhancing the customer
experience through unique offerings such as extra items with purchases and branded
merchandise bundles. Their personalized approach, including creating designs for corporate
events, gives them a competitive edge due to their rarity in the market. The strategy of
providing small gestures like notebooks and stickers, along with engaging social media content,
is difficult for competitors to imitate, making it inimitable (Coyne, 1986; Barney, 1991). Mad
Koffee's operational model, driven by a team of young artists constantly creating new designs
and leveraging social media trends, is well-organized to consistently deliver a unique customer
experience.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Market reputation: Mad Koffee's market reputation is valuable, propelling it to become one
of Bangladesh's most-followed social media pages in the apparel category and earning a 4.9-
star review. The brand faces rarity due to challenges in sourcing eco-friendly factories and
socially responsible suppliers (Powell, 2002).
Diversifying product lines: Diversifying product lines can add value by attracting new
customers and increasing revenue streams for Mad Koffee. Competing with big players
required significant capital, posing imitability challenges (Hitt, 2994).
4. SWOT Analysis
Strengths
- Innovative Customer
Engagement
- In-house young arties
Weaknesses:
- market reputation
- diversifying product lines
Opportunities:
- Global Market Expansion
- E-commerce and F-
commerce Growth
Threats:
- Intense Competition
- Pandemic
III) Strategic choice
1. TOWS matrix and Ansoff’s corporate strategies
Strengths
- Innovative
Customer
Engagement
- In-house young
arties
Weaknesses
- market
reputation
- diversifying
product lines
of Bangladesh's most-followed social media pages in the apparel category and earning a 4.9-
star review. The brand faces rarity due to challenges in sourcing eco-friendly factories and
socially responsible suppliers (Powell, 2002).
Diversifying product lines: Diversifying product lines can add value by attracting new
customers and increasing revenue streams for Mad Koffee. Competing with big players
required significant capital, posing imitability challenges (Hitt, 2994).
4. SWOT Analysis
Strengths
- Innovative Customer
Engagement
- In-house young arties
Weaknesses:
- market reputation
- diversifying product lines
Opportunities:
- Global Market Expansion
- E-commerce and F-
commerce Growth
Threats:
- Intense Competition
- Pandemic
III) Strategic choice
1. TOWS matrix and Ansoff’s corporate strategies
Strengths
- Innovative
Customer
Engagement
- In-house young
arties
Weaknesses
- market
reputation
- diversifying
product lines
Opportunities
- Global Market
Expansion
- E-commerce and
F-commerce
Growth
Threats
- Intense
Competition
- Pandemic
SO-Market development: Mad Koffee may use its capabilities in creative contact with
customers through the artistic works of its in-house artists. Furthermore, design initiatives
highlight local artists and their stories, fostering connections between customers, communities,
and companies. Mad Koffee has several potential to advance and make an impression on major
studios like as Marvel and Walt Disney by integrating Aadi and Conan CK (Dandage & et al.,
2019). When combined with consumer innovation and distinctive design, it has the potential to
establish links between domestic and international markets (Dandage & et al., 2019).
Furthermore, the unique character generates excitement about limited editions created by
domestic artists. Social media sites such as Meta (Facebook, Instagram, Thread) and TikTok
have a significant impact on public opinion, which in turn influences sales (Ibrahim, 2021).
Mad Koffe may take advantage of possibilities like these to expand its overseas E-commerce
platform by tailoring services to the market, developing strategic relationships, and improving
the online experience. Online, engage in social commerce, and employ data-driven marketing
to grow prospects.
WO-New products and services: Mad Koffee may improve its market image by proactively
conveying its dedication to openness and authenticity through the introduction of new goods
aimed at Millennials and Generation Z (Pasaribu & et al., 2023). Use the attraction of the new
items to boost the brand's image and interact with Millennial and Gen Z consumers via channels
- Global Market
Expansion
- E-commerce and
F-commerce
Growth
Threats
- Intense
Competition
- Pandemic
SO-Market development: Mad Koffee may use its capabilities in creative contact with
customers through the artistic works of its in-house artists. Furthermore, design initiatives
highlight local artists and their stories, fostering connections between customers, communities,
and companies. Mad Koffee has several potential to advance and make an impression on major
studios like as Marvel and Walt Disney by integrating Aadi and Conan CK (Dandage & et al.,
2019). When combined with consumer innovation and distinctive design, it has the potential to
establish links between domestic and international markets (Dandage & et al., 2019).
Furthermore, the unique character generates excitement about limited editions created by
domestic artists. Social media sites such as Meta (Facebook, Instagram, Thread) and TikTok
have a significant impact on public opinion, which in turn influences sales (Ibrahim, 2021).
Mad Koffe may take advantage of possibilities like these to expand its overseas E-commerce
platform by tailoring services to the market, developing strategic relationships, and improving
the online experience. Online, engage in social commerce, and employ data-driven marketing
to grow prospects.
WO-New products and services: Mad Koffee may improve its market image by proactively
conveying its dedication to openness and authenticity through the introduction of new goods
aimed at Millennials and Generation Z (Pasaribu & et al., 2023). Use the attraction of the new
items to boost the brand's image and interact with Millennial and Gen Z consumers via channels
they prefer, such as social media and influencer collaborations (Dabija & et al., 2019). To
expand its diversity of product lines (pillows, notebooks, phone covers, etc) beyond selling T-
shirts, the company might use customer data to develop fresh offers that appeal to its target
market. By matching these tactics with prospects such as worldwide market development and
e-commerce growth, Mad Koffee can improve its brand image, access new markets, and drive
growth effectively.
ST-Market penetration: Mad Koffee may leverage its capabilities to improve the consumer
experience by utilizing technology for customization (Meyer & et al., 2006). This might be a
smartphone app that recommends items based on previous purchases or mood, interactive
social media marketing, and virtual events that keep customers engaged even when they are
not physically there (Tassey, 2000). To engage clients, host distinctive, art-centric events both
online and in-person (when safe). Workshops, live art demonstrations, and art workshops can
be held to promote local artist collaborations and develop a feeling of community. To stand out
in a competitive market, highlight Mad Koffee's unique value propositions, such as its devotion
to local art and creative engagement tactics (Tassey, 2000). The stories behind products or artist
collaborations can be promoted via marketing platforms. Identify market segments or unique
client preferences that rivals are failing to address. Tailor Amin offers, such as specific blends
or art-themed goods, to these markets. To offset the risks of severe competition and the
pandemic, Mad Koffee may emphasize its unique brand identity, provide specialized goods
and experiences, alter safety operations, and diversify revenue sources through online sales
(Kimmel, 2010).
WT-Conglomerate diversification: Mad Koffee may improve its market reputation by
participating in community projects, collecting and acting on consumer feedback, and
broadening product lines via market research and collaborative collaborations (Evans, 2011).
To overcome the prospect of fierce competition, Mad Koffee may differentiate itself through
unique selling points and specialized marketing campaigns. Regarding the pandemic, the
organization may adjust by providing flexible service alternatives, establishing tight health and
safety precautions, and effectively communicating with clients to reassure them. By executing
these methods, Mad Koffee may reduce vulnerabilities and dangers, increase its market
position, and adapt to changing business (Amit, 1998).
2. International strategy (entry modes strategies):
International strategy, particularly entry-mode plans, is critical for organizations
seeking to develop outside Amin's native markets. These tactics are critical for
expand its diversity of product lines (pillows, notebooks, phone covers, etc) beyond selling T-
shirts, the company might use customer data to develop fresh offers that appeal to its target
market. By matching these tactics with prospects such as worldwide market development and
e-commerce growth, Mad Koffee can improve its brand image, access new markets, and drive
growth effectively.
ST-Market penetration: Mad Koffee may leverage its capabilities to improve the consumer
experience by utilizing technology for customization (Meyer & et al., 2006). This might be a
smartphone app that recommends items based on previous purchases or mood, interactive
social media marketing, and virtual events that keep customers engaged even when they are
not physically there (Tassey, 2000). To engage clients, host distinctive, art-centric events both
online and in-person (when safe). Workshops, live art demonstrations, and art workshops can
be held to promote local artist collaborations and develop a feeling of community. To stand out
in a competitive market, highlight Mad Koffee's unique value propositions, such as its devotion
to local art and creative engagement tactics (Tassey, 2000). The stories behind products or artist
collaborations can be promoted via marketing platforms. Identify market segments or unique
client preferences that rivals are failing to address. Tailor Amin offers, such as specific blends
or art-themed goods, to these markets. To offset the risks of severe competition and the
pandemic, Mad Koffee may emphasize its unique brand identity, provide specialized goods
and experiences, alter safety operations, and diversify revenue sources through online sales
(Kimmel, 2010).
WT-Conglomerate diversification: Mad Koffee may improve its market reputation by
participating in community projects, collecting and acting on consumer feedback, and
broadening product lines via market research and collaborative collaborations (Evans, 2011).
To overcome the prospect of fierce competition, Mad Koffee may differentiate itself through
unique selling points and specialized marketing campaigns. Regarding the pandemic, the
organization may adjust by providing flexible service alternatives, establishing tight health and
safety precautions, and effectively communicating with clients to reassure them. By executing
these methods, Mad Koffee may reduce vulnerabilities and dangers, increase its market
position, and adapt to changing business (Amit, 1998).
2. International strategy (entry modes strategies):
International strategy, particularly entry-mode plans, is critical for organizations
seeking to develop outside Amin's native markets. These tactics are critical for
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
establishing a company's presence in foreign markets, and they have a significant
impact on the success and sustainability of a company's worldwide operations (Kim &
et al., 1992). Choosing the best entrance option is a difficult decision that must take into
account a variety of criteria, including market size, competitiveness, cultural
differences, regulatory restrictions, and financial concerns.
a. Exporting: Direct Exporting: Mad Koffee can sell its products directly to foreign
customers by Mad Koffee can choose to engage in direct exporting, selling products
directly to foreign customers by shipping internationally, and managing the export
process independently, which minimizes risk and resource requirements. Alternatively,
the company explored the possibility of a distribution agreement with Aadi, a freight-
forwarding company, as a way to enter international markets (Ahsan & et al., 2011).
For indirect exporting, Mad Koffee opted to expand globally by partnering with Aadi
& Conan CK.
b. Franchising: Mad Koffee initially considered franchising but ultimately chose to
partner with Conan CK for global expansion. Conan CK was granted exclusive rights
to designs and agreed to pay a 30% royalty fee for each product sold. This collaboration
allowed Mad Koffee to concentrate on product development while Conan CK managed
production and distribution. This arrangement enables the franchisee to leverage an
established brand, attracting customers more effectively than a completely new and
unfamiliar business (Aliouche & et al., 2011). Additionally, the franchising agreement
will delineate the geographic area in which the franchisee can operate, preventing
infringement on the territories of other franchisees or the company's outlets (Aliouche
& et al., 2011).
c. Joint ventures: By forming a joint venture with a local investor like Conan CK, Mad
Koffee could leverage local knowledge and connections to navigate the international
market successfully (Woodcock & et al., 1994). This partnership would enable Mad
Koffee to share risks and rewards with a local partner, making it a potentially strategic
move for the company's global expansion (Woodcock & et al., 1994).
d. Subsidiaries: The subsidiaries in various geographical locations under full control
might give the opportunity to develop the brand into new markets, addressing the
demands of each region with diverse product lines (Harzing, 2002). However, one
downside is that if a Mad Koffee subsidiary experiences financial or legal difficulties,
the control power is limited since Mad Koffee does not yet have a major cash source or
impact on the success and sustainability of a company's worldwide operations (Kim &
et al., 1992). Choosing the best entrance option is a difficult decision that must take into
account a variety of criteria, including market size, competitiveness, cultural
differences, regulatory restrictions, and financial concerns.
a. Exporting: Direct Exporting: Mad Koffee can sell its products directly to foreign
customers by Mad Koffee can choose to engage in direct exporting, selling products
directly to foreign customers by shipping internationally, and managing the export
process independently, which minimizes risk and resource requirements. Alternatively,
the company explored the possibility of a distribution agreement with Aadi, a freight-
forwarding company, as a way to enter international markets (Ahsan & et al., 2011).
For indirect exporting, Mad Koffee opted to expand globally by partnering with Aadi
& Conan CK.
b. Franchising: Mad Koffee initially considered franchising but ultimately chose to
partner with Conan CK for global expansion. Conan CK was granted exclusive rights
to designs and agreed to pay a 30% royalty fee for each product sold. This collaboration
allowed Mad Koffee to concentrate on product development while Conan CK managed
production and distribution. This arrangement enables the franchisee to leverage an
established brand, attracting customers more effectively than a completely new and
unfamiliar business (Aliouche & et al., 2011). Additionally, the franchising agreement
will delineate the geographic area in which the franchisee can operate, preventing
infringement on the territories of other franchisees or the company's outlets (Aliouche
& et al., 2011).
c. Joint ventures: By forming a joint venture with a local investor like Conan CK, Mad
Koffee could leverage local knowledge and connections to navigate the international
market successfully (Woodcock & et al., 1994). This partnership would enable Mad
Koffee to share risks and rewards with a local partner, making it a potentially strategic
move for the company's global expansion (Woodcock & et al., 1994).
d. Subsidiaries: The subsidiaries in various geographical locations under full control
might give the opportunity to develop the brand into new markets, addressing the
demands of each region with diverse product lines (Harzing, 2002). However, one
downside is that if a Mad Koffee subsidiary experiences financial or legal difficulties,
the control power is limited since Mad Koffee does not yet have a major cash source or
collaboration with associated sectors. The method must be examined to see whether it
is appropriate for Mad Koffee or not.
Strategy recommendations: "Franchising" is a safe and successful strategy for Mad Coffee.
Amin confronts difficulties when his brand is harmed and competes with larger brands in the
local market. Granting Conan CK franchise rights allows the company to enter a larger market
more quickly and react to new client requests with exclusive in-house arties items. In terms of
capital and financial efficiency, Mad Koffee's franchise growth might reduce numerous fixed
expenses such as rent, increase consumer behavior both locally and globally, and reduce the
financial risks connected with launching additional locations. Furthermore, Conan CK may
work swiftly with Mad Koffee to respond to market developments and consumer input,
increasing brand relevance and customer happiness. This aspect will help to increase brand
identification throughout franchise networks while reducing the negative impact of e-
commerce in Bangladesh and around the world.
IV. Strategies in action
Suitable Acceptable Feasible Total score
SO - Market
development
5 5 5 15
WO - New
products and
services
4 2 2 8
ST - Market
penestration
5 5 3 13
WT -
Conglomerate
diversification
4 1 2 7
is appropriate for Mad Koffee or not.
Strategy recommendations: "Franchising" is a safe and successful strategy for Mad Coffee.
Amin confronts difficulties when his brand is harmed and competes with larger brands in the
local market. Granting Conan CK franchise rights allows the company to enter a larger market
more quickly and react to new client requests with exclusive in-house arties items. In terms of
capital and financial efficiency, Mad Koffee's franchise growth might reduce numerous fixed
expenses such as rent, increase consumer behavior both locally and globally, and reduce the
financial risks connected with launching additional locations. Furthermore, Conan CK may
work swiftly with Mad Koffee to respond to market developments and consumer input,
increasing brand relevance and customer happiness. This aspect will help to increase brand
identification throughout franchise networks while reducing the negative impact of e-
commerce in Bangladesh and around the world.
IV. Strategies in action
Suitable Acceptable Feasible Total score
SO - Market
development
5 5 5 15
WO - New
products and
services
4 2 2 8
ST - Market
penestration
5 5 3 13
WT -
Conglomerate
diversification
4 1 2 7
Explanation:
SO: The ideas presented show a high degree of applicability, acceptability, and practicality for utilizing
Mad Koffee's capabilities in creative consumer interaction and local artist cooperation to capitalize on
global market expansion and E-commerce/F-commerce growth (Leong & et al., 2018). The proposed
tactics, which include customized customer experiences, limited edition items, social media utilization,
strategic alliances, and targeted growth tactics, are well aligned with Mad Koffee's identified
opportunities, making them highly appropriate, acceptable, and feasible for strategic consideration
(Fernandes, 2019).
WO: The outlined tactics, involving the proactive enhancement of market image through the
introduction of new goods targeted at Millennials and Generation Z, and the utilization of customer data
to develop fresh offers, align perfectly with the opportunities identified for Mad Koffee (Dabija & et
al., 2019). These strategies demonstrate high suitability, acceptability, and feasibility for leveraging the
opportunities and driving effective growth for the company.
ST: The proposed strategic tactics align well with Mad Koffee's capabilities and uniqueness,
and demonstrate a high level of suitability, acceptability, and feasibility for improving the
consumer experience, enhancing the brand's market position, and increasing resilience to
current and future challenges (Meyer & et al., 2006; Tassey, 2000). These strategies
encompass technology for customization, hosting distinctive art-centric events, promoting
unique value propositions, targeting underserved market segments and feasible for strategic
implementation.
WT: The outlined tactics such as participating in community projects, collecting and acting
on consumer feedback, differentiation through unique selling points and specialized
marketing campaigns, providing flexible service alternatives, establishing health and safety
precautions, and effective client communication and feasibility for addressing threats,
reducing vulnerabilities, increasing market position, and adapting to changing business
conditions (Evans, 2011; Amit, 1998). These strategies exhibit strong potential for mitigating
risks and enhancing the resilience of Mad Koffee in the face of challenges.
V. Conclusion
Mad Koffee's competitive edge comes from its individualized designs and creative use of social
media trends. Despite industry obstacles such as increased F-commerce rivalry and pandemic
effect, suggestions emphasize brand distinctiveness, income diversification, and diverse
SO: The ideas presented show a high degree of applicability, acceptability, and practicality for utilizing
Mad Koffee's capabilities in creative consumer interaction and local artist cooperation to capitalize on
global market expansion and E-commerce/F-commerce growth (Leong & et al., 2018). The proposed
tactics, which include customized customer experiences, limited edition items, social media utilization,
strategic alliances, and targeted growth tactics, are well aligned with Mad Koffee's identified
opportunities, making them highly appropriate, acceptable, and feasible for strategic consideration
(Fernandes, 2019).
WO: The outlined tactics, involving the proactive enhancement of market image through the
introduction of new goods targeted at Millennials and Generation Z, and the utilization of customer data
to develop fresh offers, align perfectly with the opportunities identified for Mad Koffee (Dabija & et
al., 2019). These strategies demonstrate high suitability, acceptability, and feasibility for leveraging the
opportunities and driving effective growth for the company.
ST: The proposed strategic tactics align well with Mad Koffee's capabilities and uniqueness,
and demonstrate a high level of suitability, acceptability, and feasibility for improving the
consumer experience, enhancing the brand's market position, and increasing resilience to
current and future challenges (Meyer & et al., 2006; Tassey, 2000). These strategies
encompass technology for customization, hosting distinctive art-centric events, promoting
unique value propositions, targeting underserved market segments and feasible for strategic
implementation.
WT: The outlined tactics such as participating in community projects, collecting and acting
on consumer feedback, differentiation through unique selling points and specialized
marketing campaigns, providing flexible service alternatives, establishing health and safety
precautions, and effective client communication and feasibility for addressing threats,
reducing vulnerabilities, increasing market position, and adapting to changing business
conditions (Evans, 2011; Amit, 1998). These strategies exhibit strong potential for mitigating
risks and enhancing the resilience of Mad Koffee in the face of challenges.
V. Conclusion
Mad Koffee's competitive edge comes from its individualized designs and creative use of social
media trends. Despite industry obstacles such as increased F-commerce rivalry and pandemic
effect, suggestions emphasize brand distinctiveness, income diversification, and diverse
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
products. International development via franchising, joint ventures, and subsidiaries provides
prospects for growth and diversity.
References
Alam, S. and Rahman, Md.M. (2022) ‘Covid-19 impact on facebook-based social commerce in
Bangladesh’, International Journal of Electrical and Computer Engineering (IJECE), 12(2), p. 1636.
doi:10.11591/ijece.v12i2.pp1636-1649.
Ahsan, M. and Musteen, M. (2011) ‘Multinational Enterprises’ Entry Mode Strategies and
Uncertainty: A review and extension’, International Journal of Management Reviews, 13(4), pp. 376–
392. doi:10.1111/j.1468-2370.2010.00296.x.
Aliouche, E.H. and Schlentrich, U.A. (2011) ‘Towards a strategic model of global franchise
expansion’, Journal of Retailing, 87(3), pp. 345–365. doi:10.1016/j.jretai.2011.01.004.
Amit, R. and Livnat, J. (1988) ‘A concept of conglomerate diversification’, Journal of Management,
14(4), pp. 593–604. doi:10.1177/014920638801400409.
Brown, D.T., Fee, C.E. and Thomas, S.E. (2009) ‘Financial leverage and bargaining power with
suppliers: Evidence from leveraged buyouts’, Journal of Corporate Finance, 15(2), pp. 196–211.
doi:10.1016/j.jcorpfin.2008.10.004.
Barney, J. (1991) ‘Firm Resources and sustained competitive advantage’, Journal of Management,
17(1), pp. 99–120. doi:10.1177/014920639101700108.
Central Intelligence Agency (CIA). (2018). South Asia: Bangladesh – The World Factbook. Central
Intelli gence Agency. https://www.cia.gov/the-world-factbook/countries/bangladesh/#people-and-
society
Chen, M.-J. (1996) ‘Competitor analysis and Interfirm rivalry: Toward a theoretical integration’,
Academy of Management Review, 21(1), pp. 100–134. doi:10.5465/amr.1996.9602161567.
Coyne, K.P. (1986) ‘Sustainable competitive advantage—what it is, what it isn’t’, Business Horizons,
29(1), pp. 54–61. doi:10.1016/0007-6813(86)90087-x.
Dabija, D.-C. and Lung, L. (2019) ‘Millennials versus gen Z: Online shopping behaviour in an
emerging market’, Applied Ethics for Entrepreneurial Success: Recommendations for the Developing
World, pp. 1–18. doi:10.1007/978-3-030-17215-2_1.
Dandage, R.V., Mantha, S.S. and Rane, S.B. (2019) ‘Strategy development using TOWS matrix for
International Project Risk Management based on prioritization of risk categories’, International
Journal of Managing Projects in Business, 12(4), pp. 1003–1029. doi:10.1108/ijmpb-07-2018-0128.
Ebert, F.C. (2014) ‘The integration of labour standards concerns into the environmental and social
policy of the International Finance Corporation’, Verfassung in Recht und Übersee, pp. 229–249.
doi:10.5771/0506-7286-2014-2-229.
Evans, D. (2011) Social Media Marketing: The next generation of business engagement. Hoboken,
NJ: Wiley Pub. Inc.
Fairlie, R. and Fossen, F.M. (2021) ‘The early impacts of the COVID-19 pandemic on business sales’,
Small Business Economics, 58(4), pp. 1853–1864. doi:10.1007/s11187-021-00479-4.
prospects for growth and diversity.
References
Alam, S. and Rahman, Md.M. (2022) ‘Covid-19 impact on facebook-based social commerce in
Bangladesh’, International Journal of Electrical and Computer Engineering (IJECE), 12(2), p. 1636.
doi:10.11591/ijece.v12i2.pp1636-1649.
Ahsan, M. and Musteen, M. (2011) ‘Multinational Enterprises’ Entry Mode Strategies and
Uncertainty: A review and extension’, International Journal of Management Reviews, 13(4), pp. 376–
392. doi:10.1111/j.1468-2370.2010.00296.x.
Aliouche, E.H. and Schlentrich, U.A. (2011) ‘Towards a strategic model of global franchise
expansion’, Journal of Retailing, 87(3), pp. 345–365. doi:10.1016/j.jretai.2011.01.004.
Amit, R. and Livnat, J. (1988) ‘A concept of conglomerate diversification’, Journal of Management,
14(4), pp. 593–604. doi:10.1177/014920638801400409.
Brown, D.T., Fee, C.E. and Thomas, S.E. (2009) ‘Financial leverage and bargaining power with
suppliers: Evidence from leveraged buyouts’, Journal of Corporate Finance, 15(2), pp. 196–211.
doi:10.1016/j.jcorpfin.2008.10.004.
Barney, J. (1991) ‘Firm Resources and sustained competitive advantage’, Journal of Management,
17(1), pp. 99–120. doi:10.1177/014920639101700108.
Central Intelligence Agency (CIA). (2018). South Asia: Bangladesh – The World Factbook. Central
Intelli gence Agency. https://www.cia.gov/the-world-factbook/countries/bangladesh/#people-and-
society
Chen, M.-J. (1996) ‘Competitor analysis and Interfirm rivalry: Toward a theoretical integration’,
Academy of Management Review, 21(1), pp. 100–134. doi:10.5465/amr.1996.9602161567.
Coyne, K.P. (1986) ‘Sustainable competitive advantage—what it is, what it isn’t’, Business Horizons,
29(1), pp. 54–61. doi:10.1016/0007-6813(86)90087-x.
Dabija, D.-C. and Lung, L. (2019) ‘Millennials versus gen Z: Online shopping behaviour in an
emerging market’, Applied Ethics for Entrepreneurial Success: Recommendations for the Developing
World, pp. 1–18. doi:10.1007/978-3-030-17215-2_1.
Dandage, R.V., Mantha, S.S. and Rane, S.B. (2019) ‘Strategy development using TOWS matrix for
International Project Risk Management based on prioritization of risk categories’, International
Journal of Managing Projects in Business, 12(4), pp. 1003–1029. doi:10.1108/ijmpb-07-2018-0128.
Ebert, F.C. (2014) ‘The integration of labour standards concerns into the environmental and social
policy of the International Finance Corporation’, Verfassung in Recht und Übersee, pp. 229–249.
doi:10.5771/0506-7286-2014-2-229.
Evans, D. (2011) Social Media Marketing: The next generation of business engagement. Hoboken,
NJ: Wiley Pub. Inc.
Fairlie, R. and Fossen, F.M. (2021) ‘The early impacts of the COVID-19 pandemic on business sales’,
Small Business Economics, 58(4), pp. 1853–1864. doi:10.1007/s11187-021-00479-4.
Fernandes, J.P. (2019) ‘Developing viable, adjustable strategies for planning and management—a
methodological approach’, Land Use Policy, 82, pp. 563–572. doi:10.1016/j.landusepol.2018.12.044.
GSM Association. (2018). Country overview: Bangladesh – Mobile industry driving growth and
enabling digital inclusion. GSMA Intelligence.
https://www.gsmaintelligence.com/research/?file=a163edd ca009553979bcdfb8fd5f2ef0&download
Hitt, M. (1994) ‘A mid-range theory of the interactive effects of international and product
diversification on innovation and performance’, Journal of Management, 20(2), pp. 297–326.
doi:10.1016/0149-2063(94)90018-3.
Harzing, A. (2002) ‘Acquisitions versus Greenfield Investments: International Strategy and
management of entry modes’, Strategic Management Journal, 23(3), pp. 211–227.
doi:10.1002/smj.218.
Ibrahim, B. (2021) ‘Social media marketing activities and Brand Loyalty: A meta-analysis
examination’, Journal of Promotion Management, 28(1), pp. 60–90.
doi:10.1080/10496491.2021.1955080.
Jahidul, I.M. and Sunil, A.P. (2023) Exploring the factors influencing purchasing intention of
Bangladeshi consumers on e-commerce platform daraz.com.bd [Preprint]. doi:10.31219/osf.io/hefja.
Kim, S. and Woo, H. (2021) ‘Global fashion retailers’ responses to external and internal crises during
the COVID-19 pandemic’, Fashion and Textiles, 8(1). doi:10.1186/s40691-021-00260-x.
Kim, W.C. and Hwang, P. (1992) ‘Global strategy and multinationals’ entry mode choice’, Journal of
International Business Studies, 23(1), pp. 29–53. doi:10.1057/palgrave.jibs.8490258.
Kimmel, A.J. (2010) Connecting with Consumers Marketing for New Marketplace Realities. Oxford:
Oxford University Press.
Leong, L.-Y., Jaafar, N.I. and Ainin, S. (2018) ‘The effects of Facebook browsing and usage intensity
on impulse purchase in F-Commerce’, Computers in Human Behavior, 78, pp. 160–173.
doi:10.1016/j.chb.2017.09.033.
Mim, N.J. et al. (2022) ‘F-Commerce and urban modernities: The Changing Terrain of Housing
Design in Bangladesh’, CHI Conference on Human Factors in Computing Systems [Preprint].
doi:10.1145/3491102.3502071.
Meyer, K.E., and Thu Tran, Y.T. (2006) ‘Market penetration and acquisition strategies for emerging
economies’, Long Range Planning, 39(2), pp. 177–197. doi:10.1016/j.lrp.2006.04.004.
Nair, A., Narasimhan, R. and Bendoly, E. (2011) ‘Coopetitive buyer–supplier relationship: An
investigation of bargaining power, relational context, and investment strategies’, Decision Sciences,
42(1), pp. 93–127. doi:10.1111/j.1540-5915.2010.00303.x.
Powell, T.C. (2002) ‘Varieties of competitive parity’, Strategic Management Journal, 24(1), pp. 61–
86. doi:10.1002/smj.283.
Pasaribu, R.D., Shalsabila, D. and Djatmiko, T. (2023) ‘Revamping business strategy using Business
Model Canvas (BMC), SWOT analysis, and TOWS matrix’, Heritage and Sustainable Development,
5(1), pp. 1–18. doi:10.37868/hsd.v5i1.125.
methodological approach’, Land Use Policy, 82, pp. 563–572. doi:10.1016/j.landusepol.2018.12.044.
GSM Association. (2018). Country overview: Bangladesh – Mobile industry driving growth and
enabling digital inclusion. GSMA Intelligence.
https://www.gsmaintelligence.com/research/?file=a163edd ca009553979bcdfb8fd5f2ef0&download
Hitt, M. (1994) ‘A mid-range theory of the interactive effects of international and product
diversification on innovation and performance’, Journal of Management, 20(2), pp. 297–326.
doi:10.1016/0149-2063(94)90018-3.
Harzing, A. (2002) ‘Acquisitions versus Greenfield Investments: International Strategy and
management of entry modes’, Strategic Management Journal, 23(3), pp. 211–227.
doi:10.1002/smj.218.
Ibrahim, B. (2021) ‘Social media marketing activities and Brand Loyalty: A meta-analysis
examination’, Journal of Promotion Management, 28(1), pp. 60–90.
doi:10.1080/10496491.2021.1955080.
Jahidul, I.M. and Sunil, A.P. (2023) Exploring the factors influencing purchasing intention of
Bangladeshi consumers on e-commerce platform daraz.com.bd [Preprint]. doi:10.31219/osf.io/hefja.
Kim, S. and Woo, H. (2021) ‘Global fashion retailers’ responses to external and internal crises during
the COVID-19 pandemic’, Fashion and Textiles, 8(1). doi:10.1186/s40691-021-00260-x.
Kim, W.C. and Hwang, P. (1992) ‘Global strategy and multinationals’ entry mode choice’, Journal of
International Business Studies, 23(1), pp. 29–53. doi:10.1057/palgrave.jibs.8490258.
Kimmel, A.J. (2010) Connecting with Consumers Marketing for New Marketplace Realities. Oxford:
Oxford University Press.
Leong, L.-Y., Jaafar, N.I. and Ainin, S. (2018) ‘The effects of Facebook browsing and usage intensity
on impulse purchase in F-Commerce’, Computers in Human Behavior, 78, pp. 160–173.
doi:10.1016/j.chb.2017.09.033.
Mim, N.J. et al. (2022) ‘F-Commerce and urban modernities: The Changing Terrain of Housing
Design in Bangladesh’, CHI Conference on Human Factors in Computing Systems [Preprint].
doi:10.1145/3491102.3502071.
Meyer, K.E., and Thu Tran, Y.T. (2006) ‘Market penetration and acquisition strategies for emerging
economies’, Long Range Planning, 39(2), pp. 177–197. doi:10.1016/j.lrp.2006.04.004.
Nair, A., Narasimhan, R. and Bendoly, E. (2011) ‘Coopetitive buyer–supplier relationship: An
investigation of bargaining power, relational context, and investment strategies’, Decision Sciences,
42(1), pp. 93–127. doi:10.1111/j.1540-5915.2010.00303.x.
Powell, T.C. (2002) ‘Varieties of competitive parity’, Strategic Management Journal, 24(1), pp. 61–
86. doi:10.1002/smj.283.
Pasaribu, R.D., Shalsabila, D. and Djatmiko, T. (2023) ‘Revamping business strategy using Business
Model Canvas (BMC), SWOT analysis, and TOWS matrix’, Heritage and Sustainable Development,
5(1), pp. 1–18. doi:10.37868/hsd.v5i1.125.
Sen, Shuvro, et al. (2020) ‘The unprecedented pandemic “covid-19” effect on the Bangladesh apparel
workers by shivering the apparel supply chain’, SSRN Electronic Journal [Preprint].
doi:10.2139/ssrn.3598542.
Tassey, G. (2000) ‘Standardization in technology-based markets’, Research Policy, 29(4–5), pp. 587–
602. doi:10.1016/s0048-7333(99)00091-8.
Walsh, J.C. (2010) ‘Street vendors and the dynamics of the informal economy: Evidence from Vung
Tau, Vietnam’, Asian Social Science, 6(11). doi:10.5539/ass.v6n11p159.
Woodcock, C.P., Beamish, P.W. and Makino, S. (1994) ‘Ownership-based entry mode strategies and
International Performance’, Journal of International Business Studies, 25(2), pp. 253–273.
doi:10.1057/palgrave.jibs.8490200.
IDLC. (2018). E-commerce of Bangladesh: Shaping the future of shopping. IDLC Monthly
Business Review, 14(8), 6–13. http://idlc.com/mbr/images/public/hPqVdqDxw1d36dRsjxGrbN.pdf
Zaman, R.T. and Chowdhury, A.H. (2022) Mad koffee: Will a local Bangladesh F-Commerce
Company survive in the International Arena? [Preprint]. doi:10.4135/9781529774481.
workers by shivering the apparel supply chain’, SSRN Electronic Journal [Preprint].
doi:10.2139/ssrn.3598542.
Tassey, G. (2000) ‘Standardization in technology-based markets’, Research Policy, 29(4–5), pp. 587–
602. doi:10.1016/s0048-7333(99)00091-8.
Walsh, J.C. (2010) ‘Street vendors and the dynamics of the informal economy: Evidence from Vung
Tau, Vietnam’, Asian Social Science, 6(11). doi:10.5539/ass.v6n11p159.
Woodcock, C.P., Beamish, P.W. and Makino, S. (1994) ‘Ownership-based entry mode strategies and
International Performance’, Journal of International Business Studies, 25(2), pp. 253–273.
doi:10.1057/palgrave.jibs.8490200.
IDLC. (2018). E-commerce of Bangladesh: Shaping the future of shopping. IDLC Monthly
Business Review, 14(8), 6–13. http://idlc.com/mbr/images/public/hPqVdqDxw1d36dRsjxGrbN.pdf
Zaman, R.T. and Chowdhury, A.H. (2022) Mad koffee: Will a local Bangladesh F-Commerce
Company survive in the International Arena? [Preprint]. doi:10.4135/9781529774481.
1 out of 16
![[object Object]](/_next/image/?url=%2F_next%2Fstatic%2Fmedia%2Flogo.6d15ce61.png&w=640&q=75){kind=small}
Your All-in-One AI-Powered Toolkit for Academic Success.
+13062052269
info@desklib.com
Available 24*7 on WhatsApp / Email
![[object Object]](/_next/static/media/star-bottom.7253800d.svg)
Unlock your academic potential
© 2024 | Zucol Services PVT LTD | All rights reserved.