Procedure and methods of target market selection and risk assessment on the example of SMA AG

Michael Kemmer

Torsten Ehnert

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Seminar paper from the year 2010 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Unive...

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Seminar paper from the year 2010 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Applied Sciences Berlin, language: English, abstract: Globalisation or going global at the moment echoes throughout the land. But very often it is used as flowery phrase: some use it to express their fear of a more and more internationalised and fast changing world, others use it to find excuses why they do not perform good any more. But the truth behind it is deeper as one could think. Let us have a look at the following quotation: "National champions are a phase-out model" (Neelie Kroes, European Commissioner for Competition). This phrase stands for itself. Large companies usually have to go international or they can not participate in worldwide emerging or developing markets and can not compete in the long term. If a company is a national niche player it does not have to go international compulsory but if it wants to grow more than it is possible at its home market it has to choose new target markets. This assignment deals with this more and more important topic of going international and especially with the target market selection using the example of SMA Solar Technology AG (SMA) way of entering the United States solar market.