By Dr. Wilson Chew
This is an opportune time for Singapore-global enterprises (“SGEs”) to deepen their presence in Southeast Asia.
A natural question that follows is how SGEs can capitalise on growth opportunities across the region.
ASEAN has a highly diverse landscape.
A one-size-fits-all approach is not feasible. SGEs need to make choices, and hence trade-offs.
Once choices are made, SGEs need to decide how and when to execute them.
Abstract
The article explores the strategic opportunities available to Singapore-global enterprises (“SGEs”) as Southeast Asia emerges as a key growth region amid global uncertainties. With the region poised for long-term economic expansion, SGEs have a unique window to deepen their market presence.
To succeed, SGEs must carefully select their market positioning by considering five key dimensions: target markets, customer segments, product and service categories, distribution channels, and value chain participation. Once these choices are made, SGEs can establish competitive advantages through scaling, differentiation, or a hybrid approach.
Execution is also critical, and SGEs could evaluate various market entry strategies, including organic growth, exports, mergers and acquisitions (“M&A”), or partnerships.
By applying a structured framework and conducting thorough market analysis, SGEs can successfully navigate ASEAN’s diverse and evolving landscape, positioning themselves for long-term success in the region.
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