Global Plan Qb House- Expansion to the United States of America

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Global Plan
QB House- Expansion to the United States of America

Global Plan
QB House- Expansion to the United States of America
8/21/2011

BUS548 – International Business

Table of Contents

Phase One: Planning the Global Business Enterprise
     A.  Identifying Global Business Opportunities…………………………………..3      B.  Analyzing International Competitors………………………………………...4      C.  Assessing the Economic-Geographic Environment………………………….5      D.  Assessing the Social-Cultural Environment………………………………….7      E.  Assessing the Political-Legal Environment…………………………………..8

Phase Two: Organizing for International Business Activities
     A.  Selecting a Global Company Structure………………………………………9      B.  Financing Sources for Global Business Operations………………………….10      C.  Creating a Global Management Information System………………………...12      D.  Identifying Human Resources for Global Business Activities……………….13      E.  Managing the International, Financial, and Business Risks…………………..14

Phase Three: Implementing the Global Marketing Plan
     A.  Product and Target Market Planning for Foreign Markets…………………...16      B.  Designing a Global Distribution Strategy…………………………………….17      C.  Planning a Global Promotion Strategy……………………………………….18      D.  Selecting an International Pricing Strategy…………………………………..21

Phase Four: Controlling Global Business Activities
     A.  Determining Financial Results……………………………………………….22      B.  Measuring International Business Success…………………………………...23

APPENDIX 1- Cultural Dimensions........................................................................26 APPENDIX 2- Global Company Structure Chart.................................................26 APPENDIX 3- US Consumers Who Own a Smart Phone......................................27 APPENDIX 4- QB House Survey…………………………………………………..27

Identifying Global Business Opportunities
When it comes to identifying global business opportunities Quick Beauty House, also known as QB House, would be best suited in metropolitan areas with very large populations, but more specifically in areas where people are looking for quick service. Kazutaka Iwai, the boss of QB House says he always tells his staff that the barbershop chain's product is “not a haircut, but a shorter period of time”. In the United State a haircut for a man can range anywhere from $8-$50. A typical Tokyo hairdresser charges ¥5,000 ($43) for men; and a karisuma (charisma) biyoshi may charge easily double that. However, these men are not paying a premium price just for a haircut; the majority of the charge goes towards the biyoshi's wardrobe and modish premises. Much of the rest goes in the ritual: the wrapping in shrouds, the “consultation”, the endless hot flannels and the shoulder rub. QB House offers a simple ¥1,000-haircut, no shampoo, no warm towels; just a simple hair cut in ten minutes or less. Efficiency and convenience is the key here. It appears that QB House would thrive in the United States in areas with large metropolitan areas. Narrowing down ten cities in the United States for QB House expansion; the list includes: 1.

2. New York, NY
3. Los Angeles, CA
4. Chicago, IL
5. Houston, TX
6. Phoenix, AZ
7. Atlanta, GA
8. Dallas, TX
9. San Diego, CA
10. Fort Worth, TX
11. Boston, MA
These cities are chosen based mostly on their 2009 estimated population size. QB House combines the latest technology with well trained and polished stylists that enable them to complete a haircut in just 10 minutes. Just as they are in Japan, QB House’ stores should be located in airports, railroad stations, and in corporate buildings; deliberately placed next to public lavatories in densely populated areas. All of this is to increase public demand and create brand awareness. Analyzing International Competitors

The QB House falls into the Consumer Discretionary Industry of the United States economy. Using the traditional ten...
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