Journal articles: 'International Market Entry Strategies'

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Keegan, Warren J. "Foreign Market Entry Strategies." Journal of International Business Studies 17, no. 1 (March 1986): 140–41. http://dx.doi.org/10.1057/jibs.1986.12.

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Ali, Shaukat, and Hafiz Mirza. "Market-Entry Strategies in Poland -." Journal of East-West Business 3, no. 1 (May 15, 1997): 43–62. http://dx.doi.org/10.1300/j097v03n01_04.

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Beverland, Michael. "Relationship Strategies for Market Entry." Journal of East-West Business 7, no. 4 (June 25, 2002): 55–77. http://dx.doi.org/10.1300/j097v07n04_04.

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Robles, Fernando, Adel El-Ansary, and Franklin R. Root. "Entry Strategies for International Markets." Journal of Marketing 52, no. 4 (October 1988): 128. http://dx.doi.org/10.2307/1251639.

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Watson, George F., Scott Weaven, Helen Perkins, Deepak Sardana, and Robert W. Palmatier. "International Market Entry Strategies: Relational, Digital, and Hybrid Approaches." Journal of International Marketing 26, no. 1 (March 2018): 30–60. http://dx.doi.org/10.1509/jim.17.0034.

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The adoption of digital communications, facilitated by Internet technology, has been among the most significant international business developments of the past 25 years. This article investigates the effect of these new technologies and the changing global business environment to understand how relational approaches to international market entry (IME) are changing in light of macro developments. Despite substantial resources in business practice dedicated to combining relational strategies in digital settings, this analysis of extant literature reveals that fewer than 3% of peer-reviewed research articles in the international marketing domain examine digital contexts. To address this gap, the authors assess 25 years of literature to provide (1) a description of the evolution of IME research; (2) a review and synthesis of pertinent literature that adopts relational, digital, and hybrid approaches to IME; (3) a taxonomy of IME strategies; and (4) directions for further research.

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Surdu, Irina, Kamel Mellahi, and Keith Glaister. "Emerging market multinationals’ international equity-based entry mode strategies." International Marketing Review 35, no. 2 (April 9, 2018): 342–59. http://dx.doi.org/10.1108/imr-10-2015-0228.

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Purpose The purpose of this paper is to examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the contribution of these studies to extant literature. Design/methodology/approach The authors conducted a systematic review of the literature. A total of 73 articles were identiﬁed from key management, international business and international marketing journals published between 2000 and June 2015. Articles were analysed according to the theory(ies) used, thematic area, methodology, home/host countries studied and findings. Findings Despite the great interest around the topic of how the antecedents and outcomes of EMMs’ international entry mode strategies may challenge and amend existing theories, the findings that come out of this research mirror patterns observed in the entry mode literature in general. Whilst traditional perspectives such as internalisation theory and the OLI paradigm remain prevalent, a growing number of studies draw on institutional theory and combine multiple theoretical perspectives. Newer theories developed specifically to study EMMs (e.g., the springboard perspective) are used in only five studies and challenged to differentiate their theoretical underpinnings from extant literature. Overall, the theoretical contribution of EMM studies is simply a change in emphasis from the role of firm-specific factors towards the influence of home country institutions on entry mode strategies. The authors conclude that the literature has only made tweaks at the edge of theories with no significant changes to extant theorisations. Originality/value This is the first systematic review of the literature focusing specifically on the international equity-based entry mode strategies of EMMs.

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Frieden, Rob. "Strategies for market entry by private international satellite systems." Telecommunications Policy 16, no. 4 (May 1992): 354–63. http://dx.doi.org/10.1016/0308-5961(92)90043-o.

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Robles, Fernando, and Kety Lourdes Jauregui. "International markets entry strategy determinants: an exploratory study in Peru." Cuadernos de Administración 33, no. 59 (December 20, 2017): 2–19. http://dx.doi.org/10.25100/cdea.v33i59.4485.

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Nowadays a progressively more dynamic and global economic environment causes a higher number of enterprises to pick an entry strategy to become international. The choice of a strategy of entry into foreign markets constitutes one of the most relevant decisions for a company, for it impacts on its performance and means it being ready to cooperate, to a greater or lesser extent, with global supply chains. The present article identifies the determining factors of the strategies of entry into international markets as implemented by Peruvian businessmen, which impact on the integration level into an international market. The companies that participated in this exploratory study have growing exportation levels within the non-traditional sector. The results allow to appreciate exporters employing entry strategies with low levels of integration, and predominantly prefer low-risk markets and high resemblance to the Peruvian market, with regards to cultural affinity and business behavior.

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Park, Changhyun. "Market entry strategies in a high-tech successive generations market: a case study of three semiconductor firms with different entry modes." Journal of Business & Industrial Marketing 35, no. 11 (April 1, 2020): 1751–66. http://dx.doi.org/10.1108/jbim-08-2019-0354.

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Purpose The purpose of this study is to explore market entry strategies in a high-tech successive generations (HTSGs) market, by investigating entry mode via entry timing and path differentiation and the performance outcomes of entry mode. Design/methodology/approach The methodology of building a theory from a longitudinal case study is adopted by using useful cases in a HTSGs market after constructing an integrated research framework to explore market entry mode. Different entry modes were investigated by studying entry timing and migration path of three firms’ case in logic semiconductor market. In addition, performance outcomes of different entry modes were measured and correlated with each other. Findings The results identified three major entry modes suitable for a HTSGs market. The three firms differentiated their entry modes by exploiting different entry timings from the earliest to the last and different migration paths including switching, leapfrogging and new entrance path to enter a market. First mover advantage also exists in a HTSGs market, and it was found uniquely that the financial performance denoted by entry mode outcomes was correlated with technological knowledge. Research limitations/implications This study extends the theory of extant entry strategy from general consumer or industrial market to HTSGs market, in which intense competition exits and technological innovation is important. Moreover, this study verified that the causality between early entry and positive performance was also effective in HTSGs market with a shorter duration of early entry advantage. Practical implications This study has managerial implications for firms to establish market entry strategy in HTSGs market and other markets. To become a product leader, a fast follower or a late follower, firms can differentiate their entry mode by adjusting the entry timing and migration path in the context of market and technology. Originality/value This study examined market entry strategies suitable for HTSGs market based on its unique characteristics and extended relevant theory into HTSGs market. Further, an integrated research framework, which explores the market entry mode, was constructed to facilitate further exploration of entry mode into other markets.

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Simon, Bill. "Book Review: International Market Entry and Development, Strategies and Management." Journal of General Management 16, no. 1 (September 1990): 91–92. http://dx.doi.org/10.1177/030630709001600109.

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Li, Xiaohui, Yunshan Lian, and Jingyuan Zhao. "Internationalization Strategies of Chinese Pharmaceutical Firms." International Journal of Asian Business and Information Management 4, no. 4 (October 2013): 35–47. http://dx.doi.org/10.4018/ijabim.2013100103.

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Chinese pharmaceutical market value is about USD 110 billion in 2009, and it has become the world’s second largest market. Chinese pharmaceutical firms are becoming a growing player in global pharmaceutical chains. In this paper, sample firms are selected and surveyed with a focus on effective internationalization strategies and paths, through an empirical research, this paper summarizes the internationalization of Chinese pharmaceutical firms, and finds the effective strategies of international market entry are product upgrading along the industrial chains, international certification and cooperation, outsourcing and licensing, and other paths of overseas expansion. The implication for pharmaceutical firms in emerging market is to choose the suitable strategies based on own advantages, learn from the experience of other emerging market and domestic leading companies of internationalization, and gradually enter the standard market. This study not only provides international market entry strategies for the latecomers of Chinese pharmaceutical firms, but also enriches the internationalization theory of emerging market.

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Ekeledo, Ikechi, and K. Sivakumar. "International market entry mode strategies of manufacturing firms and service firms." International Marketing Review 21, no. 1 (February 2004): 68–101. http://dx.doi.org/10.1108/02651330410522943.

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Robles, Fernando. "International market entry strategies and performance of United States catalog firms." Journal of Direct Marketing 8, no. 1 (1994): 59–70. http://dx.doi.org/10.1002/dir.4000080108.

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Muharam, Harjum, Maria Rio Rita, Isfenti Sadalia, Asep Mulyana, and Mohamad Nur Utomo. "The Role of Business Strategies and Financial Decisions in Preparing for International Market Entry and Improving SMEs’ Performance: An Entrepreneurial Finance Perspective." International Journal of Financial Research 11, no. 5 (September 22, 2020): 376. http://dx.doi.org/10.5430/ijfr.v11n5p376.

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This paper strives to examine the role of international market entry in optimizing the effects of business strategies and financial decisions on SMEs’ performance. In addition, this study analyzes the role of financing access in moderating the effects of business strategies and financial access. The research sample was comprised of 250 SMEs from various industries in the city of Salatiga, Central Java Province, and the city of Medan, North Sumatra Province, Indonesia. A Partial Least Squares (PLS) - Structural Equation Modelling (SEM) was utilized to test the hypotheses. In general, this research demonstrates that: (1) business strategies and financial decisions are the determinants of international market entry, (2) business strategies are a determinant of SMEs’ performance, (3) business strategies and international market entry are factors of SMEs’ performance, and (4) international market entry optimizes the effects of business strategies on SMEs’ performance.

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Wang, Yichen, and Régis Chenavaz. "The Entry Of International Banks In China." Journal of Applied Business Research (JABR) 32, no. 5 (September 1, 2016): 1495. http://dx.doi.org/10.19030/jabr.v32i5.9775.

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With the remarkable degree of openness of China’s economy, an increasing number of foreign banks are rushing into this country. Two main theories prevail in current studies on the motivations of foreign banks to enter a new country, namely, customer-driven or market opportunity driven. Using the event study methodology, this paper analyses the value effect on foreign banks of the “entering the Chinese market” event. The results show that compared to customer-driven factors, the new opportunities of the Chinese market better explain this value effect. Our results provide a reference for foreign banks on operating strategies in China and enable a better understanding of the choice of destination and motivations for foreign banks to enter China.

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Springer, Reiner. "Market Entry and Marketing Strategies for Eastern Europe." Journal of East-West Business 1, no. 3 (December 1995): 67–104. http://dx.doi.org/10.1300/j097v01n03_05.

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Jaworski, Bernard J., Fernando Robles, and Adel El-Ansary. "Book Review: Entry Strategies for International Markets." Journal of Marketing 52, no. 4 (October 1988): 128–29. http://dx.doi.org/10.1177/002224298805200412.

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Al-Kaabi, Mohammed, Mehmet Demirbag, and Ekrem Tatoglu. "International Market Entry Strategies of Emerging Market MNEs: A Case Study of Qatar Telecom." Journal of East-West Business 16, no. 2 (May 27, 2010): 146–70. http://dx.doi.org/10.1080/10669868.2010.486104.

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Holtbrügge, Dirk, and Anastasia Baron. "Market Entry Strategies in Emerging Markets: An Institutional Study in the BRIC Countries." Thunderbird International Business Review 55, no. 3 (April 16, 2013): 237–52. http://dx.doi.org/10.1002/tie.21541.

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Claver, Enrique, Laura Rienda, and Diego Quer. "The Internationalisation Process in Family Firms: Choice of Market Entry Strategies." Journal of General Management 33, no. 1 (September 2007): 1–14. http://dx.doi.org/10.1177/030630700703300101.

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One of the most important issues in the study of the internationalisation process is the choice of market entry strategy, which can be linked to the degree of international commitment. We have chosen to address this aspect in this paper by undertaking case studies of family firms, located in the province of Alicante (Spain), that belong to the most internationalised sectors in the region. The results obtained show that this group of firms follow the propositions laid down by the Uppsala model and that the age, size and generation of the family firm significantly influence the establishment of international, strategic alliances.

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Miteva, Natasha. "Hotel chains entering the Macedonian market." International Journal of Management Excellence 10, no. 2 (February 28, 2018): 1284–91. http://dx.doi.org/10.17722/ijme.v10i2.971.

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Hotel industry is characterized as one of the oldest, diverse, innovative, and important industries around the world. Given the low entry barriers for global markets, it is also highly attractive, and its greatest growth happens on international level. Hotel chains are the leaders in hotel industry using franchise, managerial contract, strategic alliances, mergers and acquisitions, and joint venture, as an expansion strategies. The main goal of this article is to evaluate the entry and presence of international hotel chains on the Macedonian market, their contribution and effect. Even though young, the hotel market in Macedonia is with stable potential for growth and development, and with low entry barriers.

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Chen, Haiyang, David A. Griffith, and Michael Y. Hu. "The influence of liability of foreignness on market entry strategies." International Marketing Review 23, no. 6 (November 2006): 636–49. http://dx.doi.org/10.1108/02651330610712148.

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Sdrolias, Labros, Serafeim Polyzos, Nikolaos Pappas, and Maria Vounatsou. "Cooperative Strategies of Entry to the International Market between the Greek Enterprises." Society and Economy 28, no. 3 (December 1, 2006): 267–85. http://dx.doi.org/10.1556/socec.28.2006.3.3.

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Abu Bakar, Abdul Rahim, and Fariza Hashim. "What's cooking? Indonesia's kerosene to LPG conversion program." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–9. http://dx.doi.org/10.1108/20450621111110447.

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Subject area Strategic market entry; international business; marketing. Study level/applicability MBA/MA in management; international business; postgraduate. Case overview This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision. Expected learning outcomes After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions. Supplementary materials Teaching notes.

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Sukali, Ken, and DR R. Musyoka. "INTERNATIONAL MARKET ENTRY STRATEGIES, ORGANIZATIONAL CHARACTERISTICS AND THE PERFORMANCE OF MANUFACTURING FIRMS IN KENYA." Journal of Strategic Management 1, no. 2 (January 17, 2017): 68. http://dx.doi.org/10.47672/jsm.154.

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Purpose: The main purpose of this study was on the influence of international market entry strategies on the performance of manufacturing multinationals in Kenya. Methodology: The research design used in this study was descriptive research design. There are 213 Multinational Corporations in Kenya. Out of the 213 Multinational Corporations, 108 firms are in the manufacturing sector and are located in Nairobi. The population of the study was 108 firms. The sampling frame was retrieved from Mars Group Kenya. It is for this reason that the study considered 50% of the population. This yielded 54 firms. The study used a questionnaire as the preferred data collection tool. Descriptive statistics included frequencies and measures of central tendency mainly means and frequencies. Inferential statistics included regression modeling, t-test and Analysis of Variance (ANOVA).Results: Results indicated that manufacturing multinationals used various international market strategies to venture into business. These strategies include licensing; further indicated that the firms used these market strategy entries to a large extent. Regression results indicated that market entry strategies had an influence on performance of the firm (ROA)Unique contribution to theory, practice and policy: The study recommends that the management to evaluate the factors to consider when choosing an entry strategy thoroughly so as to make sure they know the market very well and that the management to evaluate the factors influencing the choice of market entry modes. This is to ensure that they choose the best mode.

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Nielsen, Christine. "The global chess game … or is it go? Market-entry strategies for emerging markets." Thunderbird International Business Review 47, no. 4 (2005): 397–427. http://dx.doi.org/10.1002/tie.20060.

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Sinha, Paresha, Mingyang (Ana) Wang, Joanna Scott-Kennel, and Jenny Gibb. "Paradoxes of psychic distance and market entry by software INVs." European Business Review 27, no. 1 (January 12, 2015): 34–59. http://dx.doi.org/10.1108/ebr-12-2013-0144.

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Purpose – This paper aims to examine the role of psychic distance during the process of international market entry by software international new ventures (INVs) from small, open economies. Specifically, we investigate how home market and global industry contexts influence market-entry strategies, and how psychic distance influences initial then subsequent market-entry choice decisions. Design/methodology/approach – Using Atlas.ti7 software, this paper adopts a qualitative, multi-case analysis of ten software INVs based in New Zealand. Thematic coding of interview and secondary data revealed three core processes: pre-entry considerations, market selection criteria and post-entry evaluation, across the stages of initial and subsequent market entry. Findings – In the context of the global software industry, the key driver of proactive market entry by INVs from small, open economies is market size rather than psychic distance. During the process of market expansion, firms encounter the psychic distance paradox (PDP). A second paradox arises when, despite experiential learning, managerial perceptions of psychic distance increase, making entry into more distant markets less, rather than more, likely and reactive, rather than proactive. Originality/value – This paper addresses contextual differences in software versus more traditional sectors, and the influence of psychic distance on market entry rather than outcomes. Specifically, extending our understanding of the PDP, we find perceptual psychic and cultural distance ignored as criteria for initial market-entry decisions, and initial positive attitudes toward risk-taking become less apparent during subsequent entries.

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Tan, Danchi. "Foreign market entry strategies and post-entry growth: Acquisitions vs greenfield investments." Journal of International Business Studies 40, no. 6 (March 12, 2009): 1046–63. http://dx.doi.org/10.1057/jibs.2009.1.

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Pererva, Petro, Yana Maksymenko, and Kateryna Sokol. "Marketing Prerequisites for Entering the Enterprise in the International Market of Information Technologies." Marketing and Digital Technologies 4, no. 3 (September 25, 2020): 13–22. http://dx.doi.org/10.15276/mdt.4.3.2020.2.

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It is substantiated that for a successful entry into the world market, an information enterprise needs to solve a number of important issues: to determine the desired and most attractive market segment that corresponds to the material capabilities of the enterprise; risks; choose the time to market; assess the scale of market entry; substantiate the way (form) of entering the international market. It is recommended to build a future strategy of the information enterprise in the international market using the concept of three horizons: the first horizon reflects the work of the enterprise to further improve the existing information product; the second horizon reflects the work of the enterprise to find new sources of profit; the third horizon reflects the capabilities of the enterprise, given the availability of the required amount of material and intellectual resources, access to international markets with a progressive information product developed on the basis of the blockchain. Key words: information technology, international market, marketing strategies, development horizons, risks

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Ali, Abbas J., and Robert C. Camp. "The Relevance of Firm Size and International Business Experience to Market Entry Strategies." Journal of Global Marketing 6, no. 4 (August 12, 1993): 91–112. http://dx.doi.org/10.1300/j042v06n04_06.

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Schuster, Claire P., and Janet Keith. "Factors That Affect the Sales Force Choice Decision in International Market Entry Strategies." Journal of Global Marketing 7, no. 2 (February 4, 1994): 27–50. http://dx.doi.org/10.1300/j042v07n02_03.

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Oguji, Nnamdi, and Richard A. Owusu. "Market entry into Africa: Acquisitions and international joint ventures. Studies of foreign firms' market entry strategies, challenges, and performance in Africa." Thunderbird International Business Review 63, no. 1 (December 8, 2020): 5–9. http://dx.doi.org/10.1002/tie.22170.

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Chipp, Kerry, Albert Wocke, Carola Strandberg, and Manoj Chiba. "Overcoming African institutional voids: market entry with networks." European Business Review 31, no. 3 (May 13, 2019): 304–16. http://dx.doi.org/10.1108/ebr-01-2018-0029.

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Purpose Literature on modes of entry has focussed on firm-level strategies. The predominant theories used are institutional theory and the resource-based view. Using an alternate approach – network theory – this paper aims to demonstrate an additional mode of entry: multiple firms entering together as an extension of an existing loose network, known as a bridging network. The extension of an external network across borders is an appropriate mode of entry in emerging markets, with no pre-existing networks or existing networks within a market that are weak, immature or missing. Design/methodology/approach A conceptual review, which develops four propositions, demonstrating that market entry with bridging networks may be the preferred mode of entry in the presence of institutional voids. Alternative modes may not be viable because of costs and risks associated with overcoming such voids. Findings Existing theory and case examples support the contention that market conditions facilitate firms to enter as networks rather than as singular entities. These conditions are found in markets with institutional voids and explain the dominant form of business groups in many countries and the operation of loose strategic alliances in emerging markets. Network entry facilitates market access speed may allow for local ties to remain undeveloped or be a first step in building in-country networks. Originality/value This paper heeds to the call for a network ecosystem approach to market entry, arguing that firms may enter as a collective in subsistence and emerging markets, which would explain the preponderance of business groups and loose alliances found.

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Chernukha, T. S., and T. S. Bunchykova. "The Strategies and Forms of Entrance to the International Market for a Consulting Company." Business Inform 5, no. 520 (2021): 48–56. http://dx.doi.org/10.32983/2222-4459-2021-5-48-56.

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The article necessitates studying the theoretical and practical aspects pertaining to the formation and choice of a strategy for the entrance of economic entities in the consulting sphere to the international market along with adaptation of certain regularities to the modification of market conditions. The article researches trends, characteristic features and tendencies of the international consulting market in the field of technical design and engineering; outlines key concepts of the industry; presents proportions of this type of business; identifies the dynamics of the market of consulting services on technical maintenance and consulting in the USA and the countries of the European Union. The factors of influence on the international policy of the consulting company for technical design and engineering are analyzed and a block scheme for the formation of an international strategy for entrance to the world market is presented. The stages of formation of the strategy and form of the consulting company’s entry into the international market are defined. The analysis of the level of involvement in various strategies for entering foreign markets allowed to systematize the strategies for entering foreign markets according to certain criteria. As a result of the research, new vectors of strategic approaches to the consulting company’s activities in the international market are allocated, the attractiveness of strategic external business activities is assessed by means of the Delphi method. Prospect for further research in this direction is a substantiation of the market expansion strategy, in which the consulting company can adapt the extant services for new markets. Further development of the era of «consulting 4.0» can lead to the replacement of traditional consulting services.

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Del Giudice, Manlio, Ahmad Arslan, Veronica Scuotto, and Francesco Caputo. "Influences of cognitive dimensions on the collaborative entry mode choice of small- and medium-sized enterprises." International Marketing Review 34, no. 5 (September 11, 2017): 652–73. http://dx.doi.org/10.1108/imr-05-2016-0098.

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Purpose The purpose of this paper is to address internationalisation of small- and medium-sized enterprises (SMEs) by specifically focussing on collaborative entry modes. Despite significant research done on market entry and internationalisation strategies of firms, the use of collaborative entry modes by SMEs during internationalisation has not received a lot of attention. The authors contribute to foreign market entry studies by analysing the influences of cognitive dimensions on collaborative entry mode choice (equity vs non-equity modes) of SMEs in their international markets. Design/methodology/approach The authors analyse the influences of cognitive dimensions on the choice between equity-based vs non-equity-based collaborative entry modes. The empirical sample consists of internationalisation strategies of 345 Italian SMEs, where the authors used a questionnaire to collect the data. The authors use structural equation modelling to analyse influences of factors like asymmetric information, informal institutional distance, time trends of country, perception of size and resources of potential host country partners, and perception of host country partners’ power on this important market entry mode. Findings The results show that high informal institutional distance leads to preference of non-equity-based collaborative entry mode by Italian SMEs. The authors also find that positive time trends of the host country, positive perception of size and resource of the local partner, as well as the local partners’ power leads to preference of equity-based collaborative entry mode by Italian SMEs. Originality/value This study focusses on an ignored aspect of market entry strategies, i.e., equity vs non-equity collaborative entry mode choice of SMEs. The authors use insights from resource-based view and cognitive dimensions literature, to address the influences of five cognitive dimensions on the collaborative entry mode choice of SMEs during their internationalisation.

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Cherian, Joseph, Karen J. Crooker, Peter Knight, James B. McPhaul, and Michael T. Manion. "Which Market Entry and Product Line Strategies Ought Organisations to Adopt for Emerging Economies?" Organizations and Markets in Emerging Economies 1, no. 1 (May 31, 2010): 82–99. http://dx.doi.org/10.15388/omee.2010.1.1.14307.

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Emerging economies offer tremendous potential for organisations seeking to expand globally and to attain the associated rewards. However, organisations differ in their entrepreneurial tendencies to enter new markets and to introduce new products in emerging economies. Organisations also differ in their abilities to manage their development programs, that is, their execution of different types of projects that lead to success in emerging markets. Finally, organisations differ in which overall measures of program performance are consistent with their strategic objectives. This study provides a literature foundation and conceptual framework designed to understand which market entry and product line strategies and performance measures are appropriate for organisations pursuing strategic success in emerging markets. This study sets forward grounded propositions that different strategic types will vary in their market entry and product line strategies, in the project composition of their development programs, and in the orientations of performance measures used to evaluate their development programs. Prospectors, according to type, will enter emerging economies by introducing new product lines to new customer types, and by emphasizing new-to-the-world products. They will evaluate their development programs with Growth-oriented performance measures. Defenders will more typically occupy secure niches within emerging economies by emphasizing product improvement and cost reduction projects for current types of customers. They will evaluate their development programs with Efficiency-oriented performance measures. Analyzers will either target new customer types with proven products, or serve an existing market niche with new product lines. They will evaluate their development program performance with Strategy-oriented measures.

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Vila-Lopez, Natalia, and Graham White. "North American entrepreneurs in Cuba: which entry mode and government affiliation strategy?" European Journal of Management and Business Economics 27, no. 3 (October 2, 2018): 285–303. http://dx.doi.org/10.1108/ejmbe-12-2017-0065.

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PurposeTo have success in newly liberalized markets, firms must have a plan of action before resources are committed. What some companies do not realize is that their own entrepreneurial orientation (EO) will dictate their strategies, and performance outcomes, in both their home market and abroad. In order to maximize firm performance in newly liberalized markets (such as Cuba), firms must be able to objectively gauge their own EO. The paper aims to discuss these issues.Design/methodology/approachWithin this framework, the present paper will attempt to effectively measure the EO of decision-making managers from US companies that have an interest in entering the Cuban market. A final sample of 81 US managers accepted to collaborate. They were then split into two groups (high and low EO; with 41 and 35 managers in each group, respectively) and compared regarding three variables: entry mode strategy, government affiliation strategy, and performance outcomes.FindingsThe results show that EO is related with performance, but not with the two proposed variables of entry mode and government affiliation.Originality/valueIn sum, the added value of the paper is to link US managers’ strategies and performance in a newly liberalized market which has been seldom studied: Cuba. The fields of entry mode strategies and government affiliation decisions in this newly liberalized market remain poorly investigated. Not all firms managed by highly entrepreneurial-orientated managers will decide to enter foreign markets and, on the contrary, domestic firms which are not interested in international markets can be run by highly entrepreneurial managers. This is due, in part, to the fact that internationalization can be driven by other factors. Therefore, this paper will attempt to demonstrate if certain entry modes will perform better than others when the foreign market is a newly liberalized economy. Additionally, the importance, and effect, of governmental relationships on performance outcomes will be tested within the research.

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Bai, Huifeng, Julie McColl, and Christopher Moore. "Luxury retailers’ entry and expansion strategies in China." International Journal of Retail & Distribution Management 45, no. 11 (November 13, 2017): 1181–99. http://dx.doi.org/10.1108/ijrdm-11-2016-0232.

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Purpose The purpose of this paper is to examine internationalising luxury fashion retailers’ entry and post-entry expansion strategies in mainland China. Design/methodology/approach The study adopts a pragmatic mixed-methods research approach, including a quantitative mail survey and qualitative face-to-face in-depth executive interviews. Findings Different from initial single entry methods, multiple methods are increasingly popular for luxury fashion retailers’ post-entry expansion in mainland China. Although directly controlled expansion strategies have become significant, local partnerships are still important and omnichannel distribution strategies are rapidly growing. Research limitations/implications The findings were generated in mainland China only. Originality/value This work provides an understanding of luxury fashion retailers’ activities in the Chinese market from both macro and micro perspectives. It examines luxury fashion retailers’ initial entry strategies, as well as their post-entry expansion strategies in mainland China. Few studies in the area of international luxury fashion retailing have employed a mixed-methods approach with this number of participants.

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Arora, Soma. "Polaris India International: moving boundaries." Emerald Emerging Markets Case Studies 8, no. 4 (November 8, 2018): 1–28. http://dx.doi.org/10.1108/eemcs-11-2017-0250.

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Learning outcomes To familiarize the students with a process of international expansion within an emerging market scenario encompassing countries such as India, Sri Lanka and a developing country like Kazakhstan. Mostly cases in international marketing are central to developed nations, as that is where the MNCs emerge and grow. In this case study, though Polaris originally is an US-based MNC, the focus lies on Polaris India going international. Hence, it looked at empowering an emerging market for regional development. To provide a situation for choice of entry mode strategies involving strategic alliances and various kinds of non-equity based partnerships. Here there is scope for tremendous learning with reference to institutional voids and market failures prompting a certain mode of entry strategy versus another in international marketing. Though this topic has been researched widely, this case is the first ever tribute to a real-life situation in an emerging market. The case is focussed on experiential marketing as the new tool for sales and communication. This is unique to Polaris, and worth replicating in its internationalization. The crucial question emerged: adaptation of experiential marketing techniques as per local market. Case overview / synopsis This case investigated the process of internationalization for Polaris India, a US-based MNC, making for an interesting study in how emerging markets can become hubs for effective regional market expansion. The case simultaneously explored the concept of experiential marketing in a new light referring to the issue of communication adaptation in international marketing. The company had successfully used Polaris Experience zones as their promotion and distribution tools. The PEZ had weaved its magic on Indian customers to bring about significant positive change to the perception of a brand now extending the brand promise to other emerging markets. Polaris India started as a wholly owned subsidiary of Polaris Industries USA Inc in 2011 with Mr Pankaj Dubey, as the Country Head. Polaris specialized in building world class off-road vehicles and was a global leader in the same. The case study provided an opportunity to discuss behind the scenes role played by channel partners in targeted foreign markets – Sri Lanka and Kazakhstan. In international marketing, strategic alliances are of tremendous significance as a method of entry strategy and the knowledge, depth, expertise can make all the difference to achievement of success in the local market. Polaris despite having to market a product with no readymade market and combating the perceived notion of a super-premium product in emerging markets, managed to weave its own success story. The case is about, how Polaris India went International with its choice of strategic partners and communication tools. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code Marketing.

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Eliashberg, Jehoshua, and Abel P. Jeuland. "The Impact of Competitive Entry in a Developing Market Upon Dynamic Pricing Strategies." Marketing Science 5, no. 1 (February 1986): 20–36. http://dx.doi.org/10.1287/mksc.5.1.20.

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AKGUL, Bartug Kemal, Beliz OZORHON, Irem DIKMEN, and M. Talat BIRGONUL. "Social network analysis of construction companies operating in international markets: case of Turkish contractors." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 23, no. 3 (June 27, 2016): 327–37. http://dx.doi.org/10.3846/13923730.2015.1073617.

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Investigation of market entry strategies is critical for the success of international contractors. Establishing partnerships is among the most effective vehicles of operating in international markets. The major objective of this paper is to analyze the partnership behavior of contractors in overseas projects. In this respect, social network analysis (SNA) was used to better understand the collaborative project networks in different markets and for projects of differing sizes. A database was developed based on the collaborative international construction projects where Turkish firms and their non-Turkish partners were involved. A total of 449 projects carried out in 46 countries were used for the analysis. The findings of the study suggest that contractors adopt different strategies depending on the market and project characteristics. The majority of the companies tend to remain in the same markets; they keep working with the same partners or choose local partners; and engage with multiple partners in more complex projects. This study is expected to help contractors reflect on their internationalization decisions and devise appropriate strategies to establish project networks.

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Yan, Shigang, and Guozhi Liu. "Competitive Strategy, Market Entry Mode and International Performance: The Case of Construction Firms in China." Business and Management Studies 3, no. 3 (January 2, 2017): 1. http://dx.doi.org/10.11114/bms.v3i1.1999.

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As an important participant in the international construction market, Chinese construction firms (CCFs) are confronted with the tasks of keeping themselves competitive. To help CCFs maintain and improve their competitiveness, this research builds a conceptual model to investigate the relationship between competitive strategy, market entry mode and performance within CCFs. Based on data collected from CCFs, this research has confirmed the importance of cost leadership strategy, differentiation strategy and business scope diversification, to achieve their superior performance. Moreover, there are positive relationships among entry mode strategies with CCFs’ international performance.

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Hånell, Sara Melén, Emilia Rovira Nordman, Daniel Tolstoy, and Nurgül Özbek. "“It’s a new game out there”: e-commerce in internationalising retail SMEs." International Marketing Review 37, no. 3 (June 13, 2019): 515–31. http://dx.doi.org/10.1108/imr-03-2018-0107.

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Purpose The purpose of this paper is to explore how market factors (pertaining to institutions, competition and resources) shape the international strategies of an online retailer. Design/methodology/approach A single qualitative case study research design is employed to conduct in-depth analyses of a Swedish internationalising small- and medium-sized enterprise (SME) in the retail business. Findings The findings show that online retailers can use partnerships to tackle industry dynamics and break into foreign markets. This type of “piggy-back internationalisation” can be an effective strategy of handling foreign market dynamics in the entry phase: that is to say, the short term. Reliance upon relationships, however, may paradoxically inhibit retailers’ abilities to stay competitive in the post-entry phase (i.e. the long term) since they become cut-off from the first-hand market learning. Research limitations/implications The authors provide propositions based upon the findings to support further research in the international marketing and international retailing literature. Practical implications The findings enhance the understanding of how electronic commerce affects SME internationalisation. They also generate new insights into the use of possible international expansion strategies for managers in retail SMEs. Originality/value This study introduces a new theoretical perspective to build upon international retail research and contributes to the international retail literature with relevant insights into both advantages and disadvantages of using partnerships to overcome challenges related to international online retailing.

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Wu, Yanjie, and Sujuan Wang. "Sustainable Market Entry Strategy under a Supply Chain Environment." Sustainability 13, no. 6 (March 10, 2021): 3046. http://dx.doi.org/10.3390/su13063046.

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Firms routinely face the challenging decision of whether and how to enter a new market. Inspired by the practice of Chinese household appliance firms sustainably entering the rural market from the urban market, Tesla and Topshop entered the Chinese market from their own. We model a supply chain system composed of a manufacturer and a retailer to investigate entry strategies for facing a new market. These sustainable entry processes can help enterprises better achieve their own promotion and increase profits. The equilibrium solutions indicate that (1) the manufacturer’s exclusive entry mode is “market development” entry, while the retailer’s exclusive entry or joint entry mode can achieve “dual benefit” entry under certain conditions; and (2) both the manufacturer and the retailer prefer the joint entry mode. It is the only Nash equilibrium. Monopoly firms dominating the new market may not be profitable all the time. Appropriate competition can bring about a win-win situation. These results provide theoretical proof for the preference and rationality of the rural market entry mode in the Chinese household appliance industry and of the overseas market entry mode for international enterprises.

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Forster, John, and Nigel K. Ll Pope. "A Comparative Study of Market Entry Strategies in Sport Leagues: Two Australian Examples." International Journal of Sports Marketing and Sponsorship 4, no. 1 (March 2002): 31–47. http://dx.doi.org/10.1108/ijsms-04-01-2002-b005.

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Paul, Justin. "Marketing in emerging markets: a review, theoretical synthesis and extension." International Journal of Emerging Markets 15, no. 3 (September 6, 2019): 446–68. http://dx.doi.org/10.1108/ijoem-04-2017-0130.

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Purpose The purpose of this paper is to provide an overview of theoretical models and studies dealing with the international marketing strategies in emerging markets and provides recommendations for future research based on the review. Design/methodology/approach A review of literature on the topic was conducted and a new model is developed as a theoretical extension on the basis of insights from prior research. Findings Organizations need to take into account several characteristics of consumers and markets in advance as part of their business plan to select appropriate emerging markets, and decide best possible entry modes. Originality/value To the best of authors’ knowledge, there is no comprehensive review article on this subject, which provides directions for future research. The authors fill this gap in the literature and suggest strategies with regard to market selection, entry modes, market adaptation, customer relationship development with a new four-dimensional model.

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Suseno, Yuliani, and Ashly H. Pinnington. "Future orientation and foreign entry mode choice in the internationalization of professional service firms." Journal of General Management 43, no. 4 (July 2018): 145–56. http://dx.doi.org/10.1177/0306307017753855.

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The purpose of this study is to examine the future orientation dimension of national culture on the choice of foreign entry mode in the context of the internationalization of Australian law firms. Our findings indicate short-term orientation for the firms’ choice of entry mode to international markets, with top-tier firms preferring joint venture arrangements, while both mid-tier law firms and boutique law firms prefer ‘fly-in, fly-out’ methods of internationalization. Our study provides guidance for scholars and managers seeking to examine and reflect on firm internationalization, particularly the future orientation dimension and market entry strategies.

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Wang, Zhiqiong June, and Andrew L. Terry. "The Impact of China's Regulatory Regime on Foreign Franchisors' Entry and Expansion Strategies." Asian Journal of Comparative Law 7 (2012): 1–30. http://dx.doi.org/10.1017/s2194607800000569.

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AbstractSince the “open doof” policies adopted by China in 1978 ended 30 years of isolation, introduced massive economic and legal reforms, encouraged foreign investment and resurrected private enterprise, China has become the world's second largest and fastest growing economy. In these circumstances, the development of franchising was inevitable. However, in addition to the normal commercial and cultural issues which challenge any franchise system in its international expansion, foreign franchisors proposing to enter China have faced additional regulatory obstacles. Market entry, participation in particular business sectors, and even the use of franchising as a method of business operation and expansion have all raised complex regulatory issues.This paper addresses the liberalisation of market access for foreign franchise systems under China's World Trade Organisation accession commitments, and the new regulatory regime for franchising in China under the 2007 Commercial Franchise Regulation.

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Bai, Huifeng, Julie McColl, and Christopher Moore. "Hong Kong, a gateway for mainland China? Examining the impact of luxury fashion retailers’ ownership structures on expansion strategies." International Journal of Retail & Distribution Management 46, no. 9 (September 10, 2018): 850–69. http://dx.doi.org/10.1108/ijrdm-03-2018-0048.

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Purpose The purpose of this paper is to examine luxury fashion retailers’ ownership structures at their internationalisation strategies in Hong Kong and mainland China. Design/methodology/approach This study adopts a pragmatic mixed methods approach, comprising a quantitative mail survey and ten qualitative executive interviews. Findings This study found that group-owned luxury fashion retailers usually encounter fewer difficulties when internationalising into mainland China than their individually owned counterparts because of parenting advantage, particularly functional and service support. However, the success of some individually owned brands has demonstrated that branding strategies, management culture, international experience, financial power and local partners’ know-how are as important as parent company support and although the luxury market in mainland China has become developed, many foreign luxury fashion retailers still enter Hong Kong prior to mainland China. However, in relation to post-entry management and expansion strategies, the importance of Hong Kong has weakened because the emergence of capital cities, the growth of the middle class and fewer political restrictions. Research limitations/implications The research findings are generated in the context of Hong Kong and mainland China, they are therefore limited in explaining luxury fashion retailers’ internationalisation strategies in other markets. Despite the challenge of the sample size, 63 out of 130 survey respondents (48.5 per cent response rate) and ten interview participants are felt to be sufficient to represent the market. Practical implications This research can be used by practitioners when assessing appropriate entry strategies to the Chinese luxury fashion market. Originality/value This is a pioneering study of the Chinese luxury market from the perspective of international retail strategies. It differentiates between Greater China (including Hong Kong, Macau and Taiwan) and mainland China, and examines the impact of luxury fashion retailers’ ownership structures on their internationalisation strategies.

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Vasconcelos Ferreira, Manuel Aníbal Silva Portugal, Fernando Ribeiro Serra, and Nuno Rosa Reis. "Internationalization Motivations and Foreign Market Entry Modes http://dx.doi.org/10.5585/riae.v10i1.1719." Revista Ibero-Americana de Estratégia 10, no. 1 (June 3, 2011): 29–54. http://dx.doi.org/10.5585/ijsm.v10i1.1719.

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The motivations for the internationalization of firms influence the selection of foreign entry modes. In this article we use John Dunning’s (1993) classification, which distinguishes four primary motives to invest overseas – market seeking, resource seeking, strategic asset seeking and efficiency seeking –, conceptually discussing the impact of the selected foreign entry modes. The methods and strategies of multinational corporations (MNCs) are chosen in a broader framework, where internationalization motivations converge with the exploitation, or exploration, of firm-specific advantages. Our analysis is supported by a set of theoretical propositions. The results demonstrate that MNCs must develop the best possible combination of strategy-structure for their international operations, and yet conceive a casuistic analysis of each individual operation. We have therefore contributed to a better understanding of the selection of foreign market entry modes as a reflection of strategic choices or motivations.

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Journal articles on the topic 'International Market Entry Strategies'

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