1) List ONE AIM and FIVE or more objectives from the below project proposal brief. 2) List...

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Question:

1) List ONE AIM and FIVE or more objectives from the below project proposal brief.

2) List Task and Activities that will be carried out in completing the project report

3) Methodology - how do you intend to find the answers to the problem/opportunity faced by the company?

From multinational to global

Also in 2012, EHI launched its transformation from a multinational car rental service to a global company, enlisting franchising as its principal mode of market entry. Today, EHI operates through independent franchisees in more than 90 countries. In Brazil, EHI is a minority investor in its franchisee. InChina, EHI is a minority investor in a leading local operator that is not a franchisee and does not represent EHI's brands.

In several geographic subregions, EHI franchises use a "hub-and-spoke" model, appointing a partner in a major market as a master franchisee, which in turn appoints and oversees sub franchisees in smaller, adjacent markets.

Strategic expansion in Asia

EHI's globalization has not yet reached Asia in a meaningful way. EHI would like to capitalize on present opportunities in the region as well as position itself for the long-term.

Existing Asian presence

In addition to its investment in China, in 2018 EHI entered on a greenfield basis through a franchisee in Vietnam, an underdeveloped car rental market, in order to learn about aspects of the sector unique to Asia before tackling larger markets. Around the same time and for the same reason,EHI entered on a greenfield basis through a franchisee on the island of Cebu, Philippines, an important regional leisure destination. In 2019, EHI entered Japan by appointing Nippon Rent A Car, a leading domestic player, as franchisee to represent its brands.

While EHI has determined its mode of entry and appointed partners in these 3 Asian markets, EHI's business is in its infancy in each market, and EHI has no current brand presence in China. Assume for purposes of this case that EHI is not yet present on any basis in any Asian market. This market excludes India, Australia, and New Zealand. To maintain focus, it is highly recommended that you develop your proposed strategy for just one country.

Asa privately-held business, EHI does not disclose information to the extent of its publicly-traded major competitors, Hertz, Avis, Europcar and Sixt. Information about EHI can be found atwww.enterpriseholdings.comas well as in the public domain. Additional information about the competition and the car rental industry can be found in the investor relations materials of the listed players. It is reasonable to analogize between many aspects of the car rental and hotel industries.

Considerations

Regarding mode of market entry, as in any commercial globalization, EHI's comparative advantages as well as its weaknesses are key considerations.

The joint venture is a common form of partnering in Asia.EHI has no experience with JVs.

Unlike in certain industries, car rental ownership is not regulated in Asia, so it is possible for a foreign entity to own 100% of a local car rental company. EHI has no experience with acquisitions in Asia.

EHI's worldwide franchisees range from existing car rental companies to automotive groups without car rental experience to industrial groups without car rental or automotive experience. Some markets are more amenable to green fielding than others. Prior car rental experience is more important in some markets than others. As a generalization, the less developed a country, the more it's economy is dominated by large horizontal groups.

In many Asian markets, car rental operators offer short-term rental as in the West and also long-term leasing, both with and without driver.

EHI's customers include global corporates, SME's,individual retail, tour operators, insurance companies, auto manufacturers, leasing and assistance companies and government.

EHI serves customers at airports, rail stations, central business districts, neighborhoods, dealerships and service centers, hotels and military bases. EHI also offers "delivery & collection".

EHI's customers book rentals directly from EHI (digital, phone, walk-up) and indirectly through online travel agencies (ex. Orbitz), travel management companies (ex. AMEX) and affinity partners (ex. Costco), among others.

EHI's customers book inbound, outbound and domestically.

Each EHI brand tends to occupy a distinct price position. National's Emerald Club is EHI's most important loyalty program.

GDP per capita and rate of private car ownership are key indicators of the size of a country's rental car market.

Countries in varying stages of development have different need states concerning internationally branded car rental. As one example, all of the major players in Japan are locally owned and have mainly relied on domestic brands. EHI theorizes that this is because Japan is an island nation with a historically insular culture and a unique and difficult language. They experienced an economic boom post-WW2 before the globalization of the car rental industry, effectively shutting out the global players. But in recent years, with a declining population and deflating economy, Japan has begun to look outward, both for labor and tourism revenue. Between 2013 and pre-COVID 2020, the volume of inbound arrivals increased from approximately 13M to 40M. Not incidentally, significant advances in GPS technology are making it possible for foreigners to drive in Japan with confidence. Japanese car rental companies have a newfound interest in partnering with global players.

The larger the population and higher the GDP per capita, the more important a country is as a source market for cross-border customers. Customers are more inclined to use brands abroad that they know at home. China is already the world's largest source market for outbound travel. Chinese travelers have strongly influenced or even transformed the hotel and luxury goods industries throughout Asia and in certain Western markets. Consider whether car rental will be next.

You have been tasked with leading this effort as the first EHI employee in a newly established regional office in Singapore. In your new role, you are responsible for devising a market entry and business development strategy.