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Journal articles on the topic 'International market selection'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Andersen, Poul H., and Jesper Strandskov. "International Market Selection." Journal of Global Marketing 11, no. 3 (1997): 65–84. http://dx.doi.org/10.1300/j042v11n03_05.

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2

Nowak, Jan. "International Market Selection." Journal of Transnational Management Development 3, no. 1 (1997): 93–110. http://dx.doi.org/10.1300/j130v03n01_07.

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3

He, Xinming, and Yingqi Wei. "Linking market orientation to international market selection and international performance." International Business Review 20, no. 5 (2011): 535–46. http://dx.doi.org/10.1016/j.ibusrev.2010.10.003.

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4

Sakarya, Sema, Molly Eckman, and Karen H. Hyllegard. "Market selection for international expansion." International Marketing Review 24, no. 2 (2007): 208–38. http://dx.doi.org/10.1108/02651330710741820.

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5

Kumar, Anuj, Purvi Pujari, and Nimit Gupta. "Aeron dilemma of market selection." Emerald Emerging Markets Case Studies 14, no. 4 (2024): 1–20. http://dx.doi.org/10.1108/eemcs-11-2023-0434.

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Learning outcomes This case study would enable the learners to identify and evaluate the factors impacting the strategic decision to enter international markets. The learners would be able to identify parameters such as level of competition, perception regarding foreign entrants and demand factors that are crucial for the form to consider while taking such an important decision. The case study will also allow learners to understand the challenges of an entrepreneurial journey. Case overview/synopsis This case study is an interesting story of two entrepreneurs’ dilemma of internationalization s

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Deaza, José Armando, Néstor Fabián Díaz, Suelen Emilia Castiblanco, and María Inés Barbosa. "International market selection models: a literature review." Tendencias 21, no. 2 (2020): 191–217. http://dx.doi.org/10.22267/rtend.202102.147.

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Objective: This research aims to characterize the current scientific literature on the different models of International Market Selection (IMS) used by Microenterprises, Small and Medium Enterprises (MSME) within their internationalization processes. Design: This characterization was made from a bibliometric and content analysis of academic publications on the two categories. Besides, based on these findings, it was conducted another search considering the papers cited in these publications (backward), and the documents which are cited by them (forward). Findings: Smaller companies mostly use

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7

Hashemkhani Zolfani, Sarfaraz, Ali Ebadi Torkayesh, Fatih Ecer, Zenonas Turskis, and Jonas Šaparauskas. "International market selection: a MABA based EDAS analysis framework." Oeconomia Copernicana 12, no. 1 (2021): 99–124. http://dx.doi.org/10.24136/oc.2021.005.

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Research background: International market selection is an essential issue for big companies that supply food products. Different types of decision factors and different characteristics of different international markets have brought up a complicated decision-making problem for food supply companies. In order to select the most suitable and profitable market, food supply companies have to consider several qualitative and quantitative factors, including social, political, economic, and ecological aspects. Purpose of the article: In order to overcome international market selection issues, t

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Stelk, Steven, and Leonard V. Zumpano. "International Real Estate Review." International Real Estate Review 20, no. 1 (2017): 51–73. http://dx.doi.org/10.53383/100235.

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This study investigates the impact of the brokerage market on home prices in both a seller's market (2006) and a buyer's market (2009). In both years, homes sold with brokerage assistance realized higher prices when compared with homes sold without the aid of a broker, even after controlling for selection bias in the seller¡¦s choice to use a broker. This is the first study that uses a national dataset from extreme boom and bust markets that has documented evidence of price segmentation in the residential real estate market. The findings may be the result of the market conditions in 2006 and 2

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Falkenbach, Heidi. "MARKET SELECTION FOR INTERNATIONAL REAL ESTATE INVESTMENTS." International Journal of Strategic Property Management 13, no. 4 (2009): 299–308. http://dx.doi.org/10.3846/1648-715x.2009.13.299-308.

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This paper studies the market selection criteria in international real estate investments. It presents the results of a questionnaire study among internationally investing property investors in Europe. The results indicate that the most important factors for market selection are safety of property rights and title as well as expected return on property investments. Also other factors describing institutional set‐up and market maturity were found to affect the market selection process, whereas the correlation of the property returns was not found to have a large impact on market selection. Sant

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10

Budeva, Desislava, and Michael R. Mullen. "Does culture matter for international market selection?" International Journal of Export Marketing 1, no. 2 (2016): 193. http://dx.doi.org/10.1504/ijexportm.2016.081570.

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11

Minifie, J. Roberta, and Vicki West. "A small business international market selection model." International Journal of Production Economics 56-57 (September 1998): 451–62. http://dx.doi.org/10.1016/s0925-5273(98)00073-5.

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12

Oey, Elia, and Hanijanto Soewandi. "Exploring International Market Selection for Indonesian Tuna." International Journal of Applied Decision Sciences 1, no. 1 (2024): 1. http://dx.doi.org/10.1504/ijads.2024.10056140.

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13

Ozturk, Ayse, Eric Joiner, and S. Tamer Cavusgil. "Delineating Foreign Market Potential: A Tool for International Market Selection." Thunderbird International Business Review 57, no. 2 (2015): 119–41. http://dx.doi.org/10.1002/tie.21686.

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14

Ortobelli Lozza, Sergio, Filomena Petronio, and Sebastiano Vitali. "Price and market risk reduction for bond portfolio selection in BRICS markets." Investment Management and Financial Innovations 15, no. 1 (2018): 120–31. http://dx.doi.org/10.21511/imfi.15(1).2018.11.

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This paper focuses on classical portfolio strategies applied to five countries, which are Brazil, Russia, India, China and South Africa. These five countries form the so-called BRICS group. In particular, the authors investigate their corporate and sovereign bond market and evaluate whether these markets can represent a profitable investment for non-satiable and risk-averse investors. Two-step optimization is proposed to control price risk and market risk. For price risk management, classical immunization strategies and are obtained funds of bond are obtained that share the same risk measure.

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15

Mbabu, Morris, and Donald Gulali. "Strategic Market Assessment for International Market Entry: A Comparative Analysis of Market Selection Criteria and Entry." International Journal of Business Management, Entrepreneurship and Innovation 6, no. 2 (2024): 178–85. http://dx.doi.org/10.35942/hy38dc55.

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This paper explores the strategic market assessment for international market entry, focusing on market selection criteria and entry strategies. It examines the factors influencing market selection, including economic stability, market size, competitive landscape, cultural compatibility, and regulatory environments. The study compares two primary international market entry strategies: alliances and acquisitions. It analyzes the benefits and challenges of each approach, particularly in managing risks and leveraging local market knowledge. The research also highlights the role of partnerships in

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16

Al Qur’an, Marwan. "Success factors influencing the selection of the location of international firms." Competitiveness Review: An International Business Journal 30, no. 5 (2020): 665–79. http://dx.doi.org/10.1108/cr-05-2018-0030.

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Purpose This study aims to explore critical success factors contributing to the selection of beneficial foreign markets by Arabian international firms. Design/methodology/approach Multiple case study method was adopted in the study, and thus, two rich-information comparative case studies were purposefully selected from Arabian large firms. Additionally, seven international market selection (IMS) decisions were examined through relying on personal interviews and archival data, and field notes as secondary data resources. Two main stages of analysis were undertaken, i.e. within and cross-case an

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17

Grimstad, Siv Marina Flø, Richard Glavee Geo, Abeddaa Soufiane, and Ibrahim A. Hameed. "An expert system for systematic international market selection." International Journal of Export Marketing 4, no. 4 (2021): 410. http://dx.doi.org/10.1504/ijexportm.2021.122996.

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Grimstad, Siv Marina Flø, Richard Glavee Geo, Abeddaa Soufiane, and Ibrahim A. Hameed. "An expert system for systematic international market selection." International Journal of Export Marketing 4, no. 4 (2021): 1. http://dx.doi.org/10.1504/ijexportm.2021.10046098.

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19

Papadopoulos, Nicolas, and Oscar Martín Martín. "International market selection and segmentation: perspectives and challenges." International Marketing Review 28, no. 2 (2011): 132–49. http://dx.doi.org/10.1108/02651331111122632.

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Alexander, Nicholas, Mark Rhodes, and Hayley Myers. "A gravitational model of international retail market selection." International Marketing Review 28, no. 2 (2011): 183–200. http://dx.doi.org/10.1108/02651331111122669.

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21

Alexander, Nicholas, Mark Rhodes, and Hayley Myers. "International market selection: measuring actions instead of intentions." Journal of Services Marketing 21, no. 6 (2007): 424–34. http://dx.doi.org/10.1108/08876040710818912.

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22

Papadopoulos, N., Hongbin Chen, and D. R. Thomas. "Toward a tradeoff model for international market selection." International Business Review 11, no. 2 (2002): 165–92. http://dx.doi.org/10.1016/s0969-5931(01)00054-3.

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23

Ragland, Charles B., Scott M. Widmier, and Lance E. Brouthers. "A factor endowment approach to international market selection." Journal of Strategic Marketing 23, no. 6 (2015): 497–511. http://dx.doi.org/10.1080/0965254x.2014.1001860.

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24

Chen, Chuan, Qi Wang, Igor Martek, and Hongjiang Li. "International Market Selection Model for Large Chinese Contractors." Journal of Construction Engineering and Management 142, no. 10 (2016): 04016044. http://dx.doi.org/10.1061/(asce)co.1943-7862.0001122.

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25

Ozorhon, Beliz, Irem Dikmen, and M. Talat Birgonul. "Case-Based Reasoning Model for International Market Selection." Journal of Construction Engineering and Management 132, no. 9 (2006): 940–48. http://dx.doi.org/10.1061/(asce)0733-9364(2006)132:9(940).

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26

Farzipoor Saen, R. "International market selection using advanced data envelopment analysis." IMA Journal of Management Mathematics 22, no. 4 (2011): 371–86. http://dx.doi.org/10.1093/imaman/dpr011.

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27

Johnson, Kenneth M. "Using Statistical Models For Market Selection." Journal of Applied Business Research (JABR) 2, no. 2 (2011): 110. http://dx.doi.org/10.19030/jabr.v2i2.6586.

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Managers responsible for corporate development in growing firms are often called upon to identify promising new markets. Selecting such markets is a complex problem requiring the simultaneous consideration of many demographic, economic, business and competitive factors (Craig, et al, 1984). The need to examine a large pool of possible markets in order to identify those with the greatest potential further complicates the selection process. This article provides an overview of a statistical technique known as general linear modeling and explains how it can be successfully applied to the task of

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28

Klute-Wenig, Sandra, Svenja Rebsch, Hartmut Holzmüller, and Robert Refflinghaus. "Improving the selection of international distribution partners by using quality management methods." International Journal of Quality and Service Sciences 9, no. 3/4 (2017): 241–50. http://dx.doi.org/10.1108/ijqss-03-2017-0022.

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Purpose The importance of international markets has increased in the past years and will further increase in the future. This offers potential for being competitive, but especially for small- and medium-sized enterprises (SMEs) is going along with a variety of risks, e.g. the competition in the domestic market intensifies. Nevertheless, in most cases, SMEs with foreign operations are more successful than SME operating solely in the domestic markets. Nevertheless, the internationalization activities of SME are often unsystematic and emotional, especially when looking for distribution partners.

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29

Kyereme, Stephen S. "A Market Selection Model." Journal of International Food & Agribusiness Marketing 10, no. 2 (1999): 85–99. http://dx.doi.org/10.1300/j047v10n02_05.

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30

Ragland, Charles B., Lance Eliot Brouthers, and Scott M. Widmier. "Institutional theory and international market selection for direct selling." Marketing Intelligence & Planning 33, no. 4 (2015): 538–55. http://dx.doi.org/10.1108/mip-02-2014-0033.

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Purpose – The purpose of this paper is to use a theoretical framework (institutional theory) to predict international market selection (IMS) for the direct selling industry. Design/methodology/approach – The authors use independent variables taken from institutional theory to predict IMS for the direct selling industry, allowing the authors to show the relationship between institutional theory – defined independent variables and the relative attractiveness of international markets. The model is applied to a broad sample of 51 developed and emerging nations that comprise 91 percent of worldwide

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31

Kropyva, Valeriia, and Hanna Koptieva. "INTERNATIONAL MARKETING STRATEGY OF THE COMPANY IN THE CONTEXT OF GLOBALISATION." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 5 (September 27, 2023): 37–42. http://dx.doi.org/10.20998/2519-4461.2023.5.37.

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In this scientific article, the importance of developing an international marketing strategy for companies in the context of globalization of the business environment and internationalization is considered. The article focuses on the processes of analyzing the markets of potential countries, selecting the most promising regions or countries, developing commercial offers for goods, services, and prices, as well as establishing plans for distribution and communication policy in international markets. The importance of in-depth market analysis and taking into account their characteristics in the

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32

Wu, Chong, Fang Huang, Caihong Huang, and Huiming Zhang. "Entry Mode, Market Selection, and Innovation Performance." Sustainability 10, no. 11 (2018): 4222. http://dx.doi.org/10.3390/su10114222.

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Recent studies highlighted the need for multi-perspective research on the internationalization and performance of emerging market multinational enterprises (EM-MNEs) and revealed why many EM-MNEs perform negatively when they respond to the host-country environment. Using a sample of listed Chinese manufacturing firms from 2003 to 2014, this study examines the relationship between entry mode choice, which is driven by different environmental response patterns, and firms’ innovation performance. We further analyze the moderating role of market selection on the relationship between host-country i

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33

Prygara, O., and Yu Skoryna. "COMPANY PROMOTION STRATEGY IN INTERNATIONAL B2B MARKETS." Bulletin of Taras Shevchenko National University of Kyiv. Economics, no. 221 (2022): 51–57. http://dx.doi.org/10.17721/1728-2667.2022/221-4/7.

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The research focuses on the company’s promotion strategy in international B2B markets, revealing different approaches to the promotion concept and strategy. The promotion strategy is viewed as a way of determining the company’s long-term goals for building a system of marketing communications between the company and a consumer regarding the dissemination of information about products using communication tools (advertising, PR, personal selling, direct marketing, sales promotion) aimed to form the demand for goods. The research studies the causes influencing the international communication proc

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34

Wang, Chia Nan, and Anh Phuong Le. "Application in International Market Selection for the Export of Goods: A Case Study in Vietnam." Sustainability 10, no. 12 (2018): 4621. http://dx.doi.org/10.3390/su10124621.

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International market selection for conducting exports is based on various trade and economic factors. It is very important to understand how to efficiently trade with another country and to maintain consistency. However, such a consistency is not possible in the case of economics. Therefore, using an efficiency measure helps us to explore and benchmark a country’s exportation businesses. The main goal of this study is to develop an integrated data envelopment analysis (DEA) model to explore the most productive manner through which Vietnam exports goods to other countries. Exploring the most pr

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35

Liu, Yinan. "Strategic Navigation in Global Markets: Unveiling International Marketing Challenges." Modern Economics & Management Forum 5, no. 2 (2024): 152. http://dx.doi.org/10.32629/memf.v5i2.1951.

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In the realm of international marketing, strategic navigation proves essential as companies confront a myriad of challenges. This thesis starts from complexities surrounding global markets, shedding light on distinct facets such as psychic distance between different markets and self-reference criterion, the standardization versus adaptation dilemma, brand-name power dilution and partner selection challenges. As companies embark on the evolutionary process of entering new markets, they must navigate linguistic, cultural, and competitive disparities. Effectively addressing these challenges deman

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36

Silva, Susana Costa e., Raquel Meneses, and Joanna Radomska. "A Holistic Perspective on the International Market Selection Phenomenon." Journal of East European Management Studies 23, no. 4 (2018): 579–602. http://dx.doi.org/10.5771/0949-6181-2018-4-579.

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37

Toften, Kjell, and Trond Hammervoll. "International market selection and growth strategies for niche firms." International Journal of Entrepreneurship and Innovation Management 13, no. 3/4 (2011): 282. http://dx.doi.org/10.1504/ijeim.2011.039823.

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38

Viswanathan, Satish Kumar, and Kumar Neeraj Jha. "Factors Influencing International Market Selection for Indian Construction Firms." Journal of Management in Engineering 35, no. 5 (2019): 05019006. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000703.

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39

Pflanz, Kai. "Seeking Opportunities: International Market Selection by European Engineering Consultancies." Tijdschrift voor economische en sociale geografie 104, no. 5 (2013): 556–70. http://dx.doi.org/10.1111/tesg.12036.

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40

Gaston‐Breton, Charlotte, and Oscar Martín Martín. "International market selection and segmentation: a two‐stage model." International Marketing Review 28, no. 3 (2011): 267–90. http://dx.doi.org/10.1108/02651331111132857.

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41

Westhead, Paul, Mike Wright, Deniz Ucbasaran, and Frank Martin. "International market selection strategies of manufacturing and services firms." Entrepreneurship & Regional Development 13, no. 1 (2001): 17–46. http://dx.doi.org/10.1080/089856201750046793.

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42

Doherty, Anne Marie. "Market and partner selection processes in international retail franchising." Journal of Business Research 62, no. 5 (2009): 528–34. http://dx.doi.org/10.1016/j.jbusres.2008.06.011.

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43

Calof, Jonathan, and Wilma Viviers. "International Market Selection Decisions – A big data artificial intelligence approach." Journal of Intelligence Studies in Business 14, Special Issue 1 (2024): 4–20. https://doi.org/10.37380/jisib.v14.si1.2413.

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This article examines the role of big data analytics (BDA) in international market selection (IMS) decisions. It is based on a study of South African companies that used the TRADE-DSM (Decision Support Model) big data analytics tool to help in making these decisions. While there is much theory on the potential use of big data analytics and artificial intelligence for international business in general and international market selection decisions in particular, there is very little research on how these tools are used when making this important decision. This article reports on a study that exam

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44

Liang, Jie, and Nan Mei. "Inertia, uncertainty, and exploratory partner selection." Journal of Business & Industrial Marketing 34, no. 6 (2019): 1281–96. http://dx.doi.org/10.1108/jbim-09-2017-0225.

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Purpose The purpose of this paper is to examine the following research question in partner selection decisions in business-to-business strategic partnerships/collaborations literature: How do inertia and uncertainty affect partner selection? Explicitly, the paper analyzes how inertia of previous alliance selection routines and uncertainty of entire market movement shape firms’ preferences regarding exploratory partner selection (i.e. selecting new partners who never collaborate with the focal firm). Design/methodology/approach Grounded on inter-firm partnerships, partner selection and network

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45

Martín Martín, Oscar, Sylvie Chetty, and Wensong Bai. "Foreign market entry knowledge and international performance: The mediating role of international market selection and network capability." Journal of World Business 57, no. 2 (2022): 101266. http://dx.doi.org/10.1016/j.jwb.2021.101266.

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46

Isa, Che Maznah Mat, Hamidah Mohd Saman, and Siti Rashidah Mohd Nasir. "Specific-factors Influencing Market Selection Decision by Malaysian Construction Firms into International Market." Procedia - Social and Behavioral Sciences 129 (May 2014): 4–10. http://dx.doi.org/10.1016/j.sbspro.2014.03.641.

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47

Oliveira, Renata Melo e. Silva de, Iedo Souza Santos, Marcelo José Raiol Souza, and Gabriel Corrêa Bandeira. "International market selection for livestock producers: hierarchical modeling for prioritizing economic stability, logistics, and culture." Concilium 24, no. 5 (2024): 16–29. http://dx.doi.org/10.53660/clm-2993-24e04.

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This study presents a decision-making framework for Brazilian livestock producers seeking to expand into European or Asian markets, aligning with EU and Islamic regulations. Key Performance Indicators (KPIs) were collected for the top five pre-selected markets, namely Germany, Belgium, France, Emirates, and Turkey. The data was collected from the World Bank and OECD from 2020 to 2023. The Analytic Hierarchy Process (AHP) was used to determine a set of weights for criteria including economic stability, logistics, culture, and market appeal reflecting a large producer's priorities. Results highl

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48

Shrikant Ratley., Syed Wajid Ahmed,. "Navigating Global Markets: Insights into Ceramic Firm Performance and Market Entry Strategies." European Economic Letters (EEL) 14, no. 1 (2024): 1906–15. http://dx.doi.org/10.52783/eel.v14i1.1300.

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Analyzing the intersection of market entry strategies and ceramic firm performance in the international market, this study offers insights into the dynamics shaping the competitiveness of U.S. ceramic firms abroad. By examining the strategic decisions guiding market selection and entry modes, this research sheds light on the factors influencing the success of ceramic enterprises on the global stage. This article delves into the intricacies of market entry strategies adopted by U.S. ceramic firms as they venture into international markets. It explores the strategic decisions made regarding mark

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Chaudhary, Rashmi, and Priti Bakhshi. "Selection of the right proxy market portfolio for CAPM." Investment Management and Financial Innovations 18, no. 3 (2021): 16–26. http://dx.doi.org/10.21511/imfi.18(3).2021.02.

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The purpose of the paper is to select the right market proxy for calculating the expected return, since critically evaluating proxies or selecting the correct proxy market portfolio is essential for portfolio management because the change in the market portfolio proxy affects returns. In this study, monthly data of equity indices are evaluated to find out the better market proxy. The indices taken are BSE 30 (Sensex), Nifty 50, BSE 100, BSE 200, and BSE 500. The macroeconomic variables used in the study are industrial production index (IIP), consumer price index (CPI), money supply (M1), and e

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de Aguillar Pinho, Maria Luiza Carvalho, Angela Maria Cavalcanti da Rocha, Celso Roberto de Aguillar Pinho, and Cristiane Junqueira Giovannini. "“Monica and Friends”: the challenge to internationalize." Emerald Emerging Markets Case Studies 7, no. 2 (2017): 1–26. http://dx.doi.org/10.1108/eemcs-06-2016-0139.

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Subject area International business or International marketing. Study level/applicability The case is recommended for undergraduate and graduate courses in the fields of international business and international marketing. The aim is to show students the problems that a family business in the animation industry faces while growing and internationalizing. Specifically, the case discusses the entry mode selection and market selection challenges faced by an emerging market company in the comic book and animation industry to operate overseas and compete with entertainment giants such as Disney and

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