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- Evaluation of hypothesis (H4)
- Conclusion and further directions
- References
Risk AssessmentIn this section, we would discuss a set of International risk factors and validate them against evidence. We then recommend options to handle those risks. Classification of risks The risks can broadly be divided into Market and non-market risks. Market risks include: Firm-specific risks Industry risks: E.g. the risk from competitors Risk from foreign exchange rates Legal risks Strategic partnership and commitment risks Non-market risks include: Cultural risks Political risks Media-perception handling/communication risks Risk Management theory (Schrader, 2000) talks about the observation that internationalizing firms trade off one uncertainty for another, in order to manage risks. Even born global SME’s such as Realeyes could face multiple risks across borders, many of which are particularly faced while globalizing. Table 36 - Risk factors are summarized
Financial factors No specific Tax incentives exist for new businesses, although grants are available (Baker Tilly report, 2007). A flat 30% corporate tax rate is applicable for Realeyes in Australia. Registering a business name is required for tax purposes. A Tax File Number (TFN) must be obtained early on setting up business. Capital gain taxes are to be paid in the event of a profit from business by Realeyes. This aspect is similar to the taxation of capital gains in the UK. In case of a partnership, the gains are taxed for each of the partners. In case of joint ventures, unincorporated JVs are treated as partnerships for taxation purposes except a structure where the participants share the output rather than the net income (Baker Tilly, 2007). We had proposed a hypothesis in the Research section that said:
Evaluation of hypothesis (H4)Realeyes’ business model is explained to be a simplistic eye-tracking service model which incorporates data collection, data analysis and finally, presentation and reporting of results. When we examined our findings from the international interviews and surveys, we found that potential business model risks could persist. For instance, Realeyes does not provide advisory services to improve usability of the client’s marketing media as a value proposition. A large section (58.7%) of the respondents did perceive advisory services as part of usability services as adding value to their business. Supposing Realeyes did not visit the possibility of honing their service model to provide such a service, they would have a risk of losing customers. Also, would the company’s business model not change to localise according to Australian needs, in order to target the right customer segments discovered through analyses, it could lead to lesser market reach and lack of market demand, reducing the market potential for Realeyes. As part of its value configuration, Realeyes could provide awareness through posting articles and company success stories to indicate eye-tracking benefits and return on investment.
Realeyes could employ exit options to perform a careful and in-time exit to reduce risks and losses, in case it had to. Suitable exit options include, selling the Australian business, or involving the supplier in financing/funding its working capital.
Conclusion and further directionsDescriptive and Quantitative analyses have led us to pin-point potential market segments that Realeyes can target with its specific eye-tracking offerings. It was recommended that Realeyes continue to serve Web usability, digital adverts and software whilst paying special attention and developing competences toward providing for Outdoor Media and TV ads as attractive segments. Realeyes should look at direct engagement and direct entry into Australian market. Realeyes must continue to forge partnerships with Tobii on its way in Australia as well, its mainstream eye-tracking equipment supplier, since the latter has established presence already in Australia. The Blue-ocean positioning strategy recommendation is worthwhile exploring, for Realeyes to make local competition irrelevant, although it would be apt to keep abreast of direct competitors’ trends and their offerings as discussed in the Competitor analysis. Realeyes must consider being a cost-effective specialist eye-tracking service provider, pricing competitively on Web-usability whereas considering demanding a premium on testing Video and Online games. As recommended, Realeyes could thus follow an organised Branding strategy, ensuring fair commitment of resources to communicate its brand as a venturing SME into the Australian market. Realeyes must consider measuring its Risks, financial and operational constraints as discussed. The firm should consider the costs and benefits discussed in order to arrive at its break-even point of investment accordingly. Australia has proximity to emerging markets and can thus be seen as a good entry point for Realeyes to establish presence in Asia-pacific. Also, the technology-aware outdoorsy culture combined with a fully developed economy with disposable business income is found to be a promising opportunity for Realeyes to launch its services in Australia. 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