Business Plan for Takeda Oncology to enter Vietnam’s _______ for oncology drugs through a joint venture with Sanofi Vietnam

1. Introduction (first paragraph of paper body)

•               State  the purpose of the paper
•               Tell what the paper will do
•               Name the industry, country  and company

2. Company Description (Week 2 company profile)

• Company type of business  and  industry
• Company product/service
• Targeted buyer and buying proposition (what needs/desires the product meets for the targeted Buyer –and User if different from Buyer)
• Rationale for international expansion
• Goals and objectives for international expansion
• Company supports needed to be successful in country (e.g., will it need an in-country workforce? Transportation infrastructure? Internet access? Facilities?)

3. Company Strengths (Week 2)

•  Describe special features of the  product or service
•  Identify company competencies (competencies reside in people)
•  Identify company assets that may strengthen the company’s competitive position (e.g., human, financial, geographic, contractual, political assets)
•       Identify company processes that may be a competitive advantage (e.g., manufacturing efficiencies, vertical or horizontal integration)

4. Company weaknesses (Week 2)

•   These are the flip side of the strengths; e.g., undifferentiated product, lack of human resources/skills;  limited financial assets, no unique processes that set it apart from competition

5. Global Industry Description (Week 2)

•   Global Industry Opportunities and Threats
•   Global industry trends (e.g., technology change, growth forecasts)

6. Country Selection Rationale (Week 4)

•   Explain the process for selecting the two countries you compare in this plan (how you pared down from 16 to 2 countries)

1.        Macro-level comparison of countries (opportunities/threats)
2.        Countries that are new to the Company

iii.        Selection criteria/rationale for the two countries selected for analysis

1.        Ability to meet company support needs in country (section 2 above)
2.  Country Comparison (Week 4)

•   Opportunity comparison across the two analyzed countries

1.        Market size, growth
2.        Business climate

iii.        Industry structural advantages (e.g., access to suppliers; ease of entry; government support; limited internal competition…)

1.        Other opportunities from PESTEL and Industry factors

• Risk comparison across the two analyzed countries (Week 4)

1.             This is the flip side of opportunity; focus only on risks relevant for your company;
2.             Identify general level of competition in the countries (intensity, number of competitors and potential  new entrants/availability of substitutes)

iii.             Other risks from PESTEL and Industry factors

8.        Summary rationale for country selection (Week 4)

•   Summarize opportunities and threats for both countries
•   Explain major reasons for recommending the country of entry

1.                    Total Country market size and growth reflects the Opportunity
2.                     Opportunity support factors

iii.                    Threats (to be mitigated, but not significant enough to override opportunity)

9.                Target Market size(Week 6)
10.          Estimate Target Market(s) in dollars or units or buyers
11.           Estimate  growth of Target Market over 3-5 years
12. Competitive risk/advantage in the selected country of entry (Weeks 6,7)

•          Identify key multinational and local  competitors and their competitive threat
•          Identify client company’scompetitiveweaknesses

1.          Relative to specific competitors
2.           Relative to other country threats (identified in 8. iii)

•   Identify the competitive advantages of your company (based on strengths in Section 3 above, relative to competitors)

11. Risk Mitigation Strategies for the selected country of entry (Weeks 2, 6,7)

•          Recommend strategy to mitigatecompetitive threatidentified in section 10 above (e.g., cost, differentiation, and/or focus strategies)
•          Recommend mitigating strategies that would be needed for each of theindustry threats identified in 5 above (Week 2)
•          Recommended mitigating strategies that would be needed for each of the othercountry threatsidentified in 8. iii above (e.g., local partner/agent to mitigate cultural and/or regulatory threats)

12. Opportunity Exploitation Strategies for the selected country of entry (Weeks 2, 7)

•          Recommend Strategies to  exploit Opportunity and Opportunity support factors (identified in 5,and 8i and 8ii above)

13. Entry Strategy Legal Structure (week 8)

•               Develop 2 potential Entry Structures  (legal) that will:

1.             Mitigate specific risks
2.             Realize specific market opportunity

•               Describe any alliance partner or in-country relationship

1.       Specify how the in-country relationship supports and makes possible the entry strategy and/or the risk mitigation strategy (these arebenefits to your client company)
2.      Will the partner/alliance  help with competing, with overcoming country threats?

iii.         Justify the strategic “fit” with the partner /alliance organization.

1.          How will the alliance with your client benefitthe partner?
2.        What are the “costs” to the partner (what will the partner contribute)?

•                 Compare the advantages/disadvantages of the two structures
•                 Summarize selection rationale and  recommendone entry structure

14. Entry Strategy Organizational Structure for  the recommended legal structure (Week 8)

•                 Create organization chart showing :

1.          your client’s salaries/costs for each position
2.          your client’s relationship to outside/alliance organizations (dotted lines)

•                 Describe responsibilities for each position in the organization chart
•                 Estimate capital/cost requirements  for the structure (facilities, equipment)

15. In-country marketing plan and costs (week 9)

•                 Product modifications if needed andestimated coststo modify
•                 Pricing strategy and Price recommendation
•                 Promotional message
•                 Channels and methods for communicating product value to the target market andestimated costsof materials and channels
•                 Estimated marketshare: What percent of the target market (9i) your client is likely to gain

16.            Financial Valueof the entry strategy (create projected Income statement)  (week 10)

•                                EstimateRevenuefor first year of operation (Price x market share in units)
•                                Cost estimatesfor year zero  and year one

1.          Year zero: Start up costs before revenue is generated (e.g., negotiation time, build-outs of facilities, importing of inventory)
2.          Year one: Operational cost estimates
3.      Headcount dollars from organization chart
4.     Promotional expenses from  marketing plan,
5.      Equipment and facilities expenses (e.g., office supplies, rent)

iii.          EBIT: Potential profitability (Revenue less expenses)

•                                Separately identify Capital investment (e.g., in plants, depreciated equipment), but balance sheet is not required

17.     Balanced Scorecard (week 11);Specify the major factors to be tracked for your strategy to be successful

Customer Perspective – Angelica

Financial – Kwadwo

Learning & Development – Amanda

Internal Business Processes – Cody

PHYLLIS

18.            Conclusion:Two-three  brief paragraphs summarizing the strategy and its expected strategic and financial benefits,

References

Appendices