An analysis of foreign market entry strategy for Discovery Limited

The Discovery Limited is a key player in the South African Insurance Industry, which is well regulated. The Insurance Industry is of a world class standard and compares favourably with economies such as BRIC (Brazil, Russia, India and China) countries. The South African economy continues to show a decline with a negative growth in gross domestic product (GDP), for two consecutive quarters (last quarter of 2016 and first quarter of 2017). The current dampened expected growth rates, with a highly penetrated insurance market in South Africa, are strong incentives to look for growth beyond the borders of South Africa. This study, therefore, explores the potential impact on investor confidence, when Discovery Limited enters Foreign Markets. The research objectives, namely Industry-Based considerations, institution-based considerations, resource-based considerations and recommendations, were used to draw linkages between the Discovery Shared Value Insurance Model and the Business Model Framework. Internationalisation models were introduced, yet Peng’s Comprehensive Model of Foreign Market Entry in conjunction with Discovery Limited’s Shared-Value Insurance Model, provides a greater scope to assess the foreign market entries The study seeks to propose a strategy for when firms enter foreign markets and explores investor confidence when doing so. The findings of the study will be able to be generalised in the market amongst firms who seek to enter foreign markets and provides insight and recommendations to all stakeholders upon taking the move. In pursuing this study, a qualitative approach was conducted. A review of the literature making use of academic resource, annual financial reports of the company and country reports available in the public domain, were used. Interviews were conducted using semi-structured questions with the Partner Market Executives of Discovery to gain deeper insight and understanding. An invitation to interview six (6) participants, was distributed and only five (5) were interviewed. This constitutes a (5/6) 83.3% response rate. These Partner Market Executives were best positioned to answer questions related to Foreign Market Entry (Partner Markets) for Discovery Limited. The questions were informed by the literature. A Thematic Analysis was conducted on the data collected to identify core themes that strongly resonated with participants. The research findings are credible, and the subject of the research was correctly identified, from the view point of both the researchers and the participants. The participation was voluntary and record keeping of audio and transcriptions were done. Based on the key themes identified for each of the three foreign market entry considerations, the study concluded that: ‘Vitality becomes core to the solution’, ‘the intellectual property that sits behind the Shared Value Model’, ‘Can’t run away from regulatory approval’, ‘Timing to enter a market’, and ‘infrastructure to enter a foreign market’ are crucial considerations that an investor would like to see, and Discovery Limited must be mindful of this when targeting growth in its share price. Therefore, Discovery will have to consider advice on infrastructure development for Africa and they will have to set an unobstructed vision and timeline to expand into Africa. Discovery Limited, being a South African Company, is still challenged with a product that must be compatible with the rest of the African market. Entering into Africa might not be a priority now, but the lack of knowledge on what the product for the African market would look like, left room for future research

Making the matrix work : how can conflict be managed when introducing the matrix organization structure in growth markets; a case study in the Middle East

The introduction of the matrix organization structure leads to both advantages and disadvantages. This study investigated how to manage conflict, as an outcome of introducing the matrix structure, with a specific focus on the Middle East growth market. The nature of conflict to be managed is the negatively perceived conflict with destructive impact, bearing in mind that conflict in its normal form is a desired outcome of the matrix that can be positively utilized. The study applied the grounded theory building method, in view of the limited research data available on the Middle East region. The research followed the iterative approach, where the scope of the study eventually developed and expanded to include several categories, based on the continuous flow of slices of data and analyzing such data. Such categories included organization development interventions (ODIs), culture and leadership, following the outcomes of the in-depth interviews conducted in the pilot study. The research findings and conclusions suggest that the introduction/implementation of matrix organization structures in dynamic growth markets like the Middle East is unlikely to be successful in the traditional form. Managers perceive it as hindering to the business. To make the matrix structure work, managers apply a variety of creative approaches, building on loose coupling, sense-making and sense giving. They deploy personal capabilities, influential games and cultural tools, which in essence break all matrix rules. Transition to a matrix structure should be done gradually, building on local leaders’ experience as champions. The company should introduce ODIs at early stages and ensuring effective orientation and alignment on basic decision rules. Implications for business can be quite significant for multinational firms interested in expanding the business to the emerging markets including the Middle East. The matrix model needs either to be modified or even abandoned in the early stages of business growth, to ensure local managers’ endorsement and acceptance. Companies are encouraged to use methodological approaches such as the grounded theory in providing solutions for contextual issues in real life. The research provides room for a strategic approach to market entry models, taking into consideration various elements including leadership, national and professional cultures as well as market dynamics. This approach is represented in the form of a conceptual framework proposed for market entry. This would affect the training and development models adopted by companies as well as the development of innovative ODIs that cover specific market needs