The President of I-Star America, Inc. and Vice President of I-Star corporation reflected on the success of the I star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world . I-Star was expected that about 30 percent continue to grow in the coming years, and to examine the President whether the strategy could be applied in Japan to North America. Many Chinese companies that experienced success in China were less successful … Read more »

The President of I-Star America, Inc. and Vice President of I-Star corporation reflected on the success of the I star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world . I-Star was expected that about 30 percent continue to grow in the coming years, and to examine the President whether the strategy could be applied in Japan to North America. Many Chinese companies that success in China had experienced less success in international (western) markets for a variety of reasons, including failure business processes and products to adapt to the new market conditions and the perception that Chinese goods and services could be of lesser its quality. The President believes that I-Star’s past and future success to rely on the ability of the company in creating value for its customers innovation. He believed that with the right strategy I-Star can generate revenues of U.S. $ 50-100000000 and build a cadre of more than 200 employees in the software and service department in North America. How could I increase the star brand awareness and presence in North America best to achieve these goals?
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from
William Wei,
Yang Xiaohua,
Roger Chen,
Kimberley Howard,
Stanley Kwong
Source: Ivey Publishing
7 pages.
Release Date: 14 August 2012. Prod #: W12132-PDF-ENG
I-Star: North American expansion HBR case solution

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