This article provides a detailed response to: What factors should manufacturers consider when deciding between Build vs. Buy for entering new markets? For a comprehensive understanding of Build vs. Buy, we also include relevant case studies for further reading and links to Build vs. Buy best practice resources.
TLDR Organizations deciding between Build vs. Buy for new market entry must evaluate market entry speed, cost, control, strategic alignment, and conduct thorough market research and financial analysis.
Before we begin, let's review some important management concepts, as they related to this question.
When organizations contemplate entering new markets, the decision between building their own operations from the ground up or buying an existing player within the market is pivotal. This choice, often referred to as the "Build vs. Buy" decision, involves numerous factors that can significantly impact the organization's ability to achieve its strategic goals. In navigating this decision, organizations must consider market entry speed, cost, control over operations, and alignment with long-term strategic objectives.
Market Entry Speed and Competitive Advantage
One of the primary considerations in the Build vs. Buy decision is the speed of market entry. Acquiring or partnering with an existing entity within the target market can provide an immediate presence and customer base, which is particularly advantageous in fast-moving sectors. For example, in the technology industry, where product lifecycles are short and first-mover advantage can be crucial, buying an existing player can provide a significant competitive edge. This approach allows organizations to bypass the time-consuming and often bureaucratic processes involved in setting up new operations, such as obtaining licenses and building distribution networks.
However, building from scratch, while slower, allows for the cultivation of unique brand value and the development of operations that are fully aligned with the organization’s standards and expectations. This can be especially important in industries where brand differentiation is a key competitive factor. For instance, luxury goods manufacturers often prefer to build their own operations to ensure that the brand experience meets their exacting standards.
According to a report by McKinsey & Company, companies that choose to build their operations in new markets need to be prepared for a longer time horizon before seeing a return on investment. However, this approach can lead to a more sustainable competitive advantage through the development of unique assets and capabilities.
Cost Considerations and Resource Allocation
The decision between building and buying also significantly hinges on cost considerations and the availability of resources. Buying an existing business can be expensive upfront but may offer quicker revenue streams and return on investment. This route can also provide immediate access to established supply chains, customer relationships, and local market knowledge, potentially reducing the overall cost of market entry. For example, when Walmart sought to expand into South Africa, it acquired Massmart, a local retail chain, for $2.4 billion, gaining immediate access to 14 African countries and a well-established supply network.
Conversely, building operations from the ground up can be less costly in terms of initial investment but requires significant capital for infrastructure, hiring, training, and marketing. This option also carries higher risks and uncertainties, as the organization must navigate local regulations, culture, and competitive landscapes without the benefit of established relationships. According to Bain & Company, organizations opting to build their presence in new markets should plan for a gradual scale-up, allowing for adjustments to strategy and operations as they gain local market insights.
Organizations must carefully assess their financial health and resource availability when choosing between building and buying. A thorough cost-benefit analysis that includes not only the immediate financial outlay but also long-term operational costs and potential revenue streams is essential for making an informed decision.
Strategic Alignment and Control Over Operations
Strategic alignment and control over operations are critical factors in the Build vs. Buy decision. When organizations choose to buy an existing company, they must ensure that the acquired company's culture, operations, and business model can be integrated with their own. This integration process can be complex and time-consuming, potentially leading to disruptions in business operations and dilution of the company’s brand identity. For instance, when Daimler and Chrysler merged, cultural and operational differences led to significant challenges that ultimately affected the merger's success.
Building operations, on the other hand, offers complete control over the development and implementation of business strategies, allowing for a seamless alignment with the organization's culture, values, and operational standards. This approach enables organizations to establish a strong foundation in the new market that is fully in line with their strategic objectives. However, it requires a deep understanding of the local market and the ability to adapt strategies to meet local consumer needs and preferences.
According to Accenture, organizations that successfully enter new markets through building operations often invest heavily in local talent and leadership development. This investment not only facilitates the alignment of operations with strategic goals but also ensures that the organization is well-positioned to respond to local market dynamics.
In conclusion, the decision to build or buy when entering new markets is multifaceted, requiring organizations to carefully weigh the advantages and disadvantages of each approach. Factors such as market entry speed, cost, strategic alignment, and control over operations play crucial roles in this decision-making process. Organizations must conduct thorough market research, financial analysis, and strategic planning to ensure that their approach to market entry is aligned with their overall business objectives and capabilities. Real-world examples from leading companies across various industries highlight the complexities and strategic considerations involved in successfully entering new markets.
Best Practices in Build vs. Buy
Here are best practices relevant to Build vs. Buy from the Flevy Marketplace. View all our Build vs. Buy materials here.
Explore all of our best practices in: Build vs. Buy
Build vs. Buy Case Studies
For a practical understanding of Build vs. Buy, take a look at these case studies.
Telecom Infrastructure Outsourcing Strategy
Scenario: The organization is a regional telecom operator facing increased pressure to modernize its infrastructure while managing costs.
Defense Procurement Strategy for Aerospace Components
Scenario: The organization is a major player in the aerospace defense sector, grappling with the decision to make or buy critical components.
Customer Loyalty Program Development in the Cosmetics Industry
Scenario: The organization is a multinational cosmetics enterprise seeking to enhance its competitive edge by establishing a customer loyalty program.
Make or Buy Decision Analysis for a Global Electronics Manufacturer
Scenario: A global electronics manufacturer is grappling with escalating operational costs and supply chain complexities.
Luxury Brand E-commerce Platform Decision
Scenario: A luxury fashion house is grappling with the decision to develop an in-house e-commerce platform or to leverage an existing third-party solution.
Global Supply Chain Optimization Strategy for Industrial Metals Distributor
Scenario: An established industrial metals distributor is facing a critical "make or buy" decision to improve its global supply chain efficiency.
Explore all Flevy Management Case Studies
Related Questions
Here are our additional questions you may be interested in.
Source: Executive Q&A: Build vs. Buy Questions, Flevy Management Insights, 2024
Flevy is the world's largest knowledge base of best practices.
Leverage the Experience of Experts.
Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.
Download Immediately and Use.
Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.
Save Time, Effort, and Money.
Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.
