The Unique Perspective and Guiding Principle of Elixir

Lau that he or she was the exceed person or represent elixir in Egypt. Lau would motive to be convinced of the individual's knowledge of the course landscape in Egypt as well as their specialized knowledge of the software product product line and the benefits that elixir would purport over competitors.

Mr. Lau erudite a number of things from his federation's efforts to gain grocery store share in mainland China. He learned that a country is non necessarily a homogenous marketplace. In event, regional differences can, and in the case of China did create a group of smaller markets. Lau has learned not to rely on a single local business assistant to try to reach a broad run for of markets. In other words, a broad presence in a marketplace is not enough for a partner to be successful. The partner must have the ability to get in the various markets in a region to maximize gross sales of this software product.

Lau also learned near the enormousness of perpetration on the part of his attach to's business partners. Lau learned that an agreement or contract does not guarantee that business partners entrust assign the resources including time, energy, and money to selling his company's products. Instead of relying on contracts, Lau learned the importance of personal commitment from the senior management of business partners.

The things Lau learned in his efforts to enter the market in mainland China provide certainly influence his company's decisions about how to do business if the company decides to expand into the Middle E

ast. Lau will want to make certain that the partner he finds has the pagan sensitivity, the business contacts, the technical expertise, and the internal resources necessary to ensure that Elixir is successful.

It is likely that Lau will look for multiple distribution partners meaning that no company and no individual in Egypt or elsewhere in the Middle East, regardless of its size or resources or reputation will be given the scoopful right to distribute Elixir's software.

To date, Elixir Technology's biggest marketing failure involves the fact that after almost a year of effort the company is not more fully involved in the market in China. In hindsight, Elixir lacked a strong marketing strategy based on sound market research. A marketing strategy identifies customer groups which a particular business can better serve than its competitors, and tailors product offerings, prices, distribution, promotional efforts, and serve toward those market segments. Ideally, the strategy should address unmet customer needs that offer adequate potential profits to Elixir. Lau admits that mistakes were made and lessons learned about the fact that the marketplace was not national but regional and subject to local preferences.

At the same time Elixir was considering expanding into the Middle East, it became an acquisition
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