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Relevant bibliographies by topics / Market entry strategies

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Academic literature on the topic 'Market entry strategies'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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Journal articles on the topic "Market entry strategies"

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P. Douglas, Dr Susan, and Dr C. Samuel Craig. "Market Entry Strategies." Foreign Trade Review 39, no. 1 (2004): 182–95. http://dx.doi.org/10.1177/0015732515040113.

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

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VLASOVA, К.N. "Strategies to overcome entry barriers to foreign markets." Market Relations Development in Ukraine №6(217)2019 136 (August 27, 2019): 53–61. https://doi.org/10.5281/zenodo.3378323.

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Subject of research – a portfolio of strategies to overcome barriers to entry to foreign markets and their attributes. The purpose of the paper is to provide a systematic presentation of the main approaches to the choice of a strategy to overcome entry barriers into external markets. The methodology of the work – process and system approaches to the formation of strategy and its implementation, the method of grouping – to identify the strategy and its attributes. The results of the work – systematization of strategic alternatives to overcoming the barriers to entry into

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Douglas, Susan P., and C. Samuel Craig. "Market Entry Strategies: An Emerging Market Perspective." Foreign Trade Review 29, no. 2-3 (1994): 115–27. http://dx.doi.org/10.1177/0015732515940201.

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Ali, Shaukat, and Hafiz Mirza. "Market-Entry Strategies in Poland -." Journal of East-West Business 3, no. 1 (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 (2002): 55–77. http://dx.doi.org/10.1300/j097v07n04_04.

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Mohiuddin, Muhammad, and Afzalur Rahman. "Target Corporation’s International Expansion: Canadian Entry, Exit and Re-Entry." Case Studies in Business and Management 11, no. 1 (2025): 25. https://doi.org/10.5296/csbm.v11i1.22600.

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In an era of globalization, companies can enter a market, conduct business there, and exit if their initial objectives are not met. When entering a new market, firms must perform due diligence and conduct market research to understand the institutional, cultural, economic, administrative, and political differences, selecting an effective business strategy that ensures success in the new market. They need to consider whether the strategies used in their home market can be applied or if new strategies should be developed for the new market. This case illustrates how Target, Inc. operated in Cana

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Valluri, Mohan. "Strategic Expansion into Emerging Markets: Risk Management and Market Entry Strategies for US Food and Beverage Companies." International Journal of Science and Research (IJSR) 13, no. 10 (2024): 1278–81. http://dx.doi.org/10.21275/sr241018192811.

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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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Doç., Dr. Selami Yıldırım. "DEVELOPEMENT OF STRATEGIES FOR COMPETITION AND MARKET ENTRY IN HEALTH INSTITUTIONS." International independent scientific journal, no. 51 (June 6, 2023): 15–20. https://doi.org/10.5281/zenodo.8026699.

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<strong><em>Abstract</em></strong> <em>When developing competition and market entry strategies, health institutions must know which strategies are likely to work.  However, efficient implementation of strategies is also crucial because sometimes we witness health institutions failing due to improper implementation of suitable and effective strategies.</em> <em>In the twenty-first century, health institutions must use competition and market tools with zero- error strategies.  On the other hand, health institutions must have a good knowledge of the structure and characteristics of the

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Dissertations / Theses on the topic "Market entry strategies"

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Kretzberg, Alena. "Market entry strategies for emerging economies /." Frankfurt am Main : Peter Lang, 2008. http://www.loc.gov/catdir/toc/fy0805/2008386959.html.

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Tsaplin, Evgeny. "Market-Entry Strategies of Startup Owners." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5951.

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Russia's startups fail at high rates. The purpose of this multiple case study was to understand the market-entry strategies used by accelerated startup managers to succeed in business longer than the first 3 years. The target population for this study was 3 startup owners who completed an acceleration program from the Internet Initiatives Development Fund and continued to operate businesses that generated revenue. The participants in the study were located in 3 different cities in Russia: Moscow, Saint Petersburg, and Tomsk. The conceptual framework for the study was Raheem and Akhuemonkhan's

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Barua, Debashish, and Mahmudur Rahman Chowdhury. "Market Entry Mode Strategies – A study of Bangladesh Mobile Telecommunication Market for Foreign Companies." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-34965.

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Background: Now-a-days, the forces of globalization derive firms to go to international market. When a firm thinks to expand its business outside of the home market, it needs to explore the form of operation through which it will enter into the foreign market. International entry mode research deals with this matter. (Brouthers et.al.2007). Selection of an optimal entry mode strategy is very important because it is very difficult to change or correct and have a long-term impact on the firm’s foreign operation (Pedersen, Petersen, & Benito, 2002). Actually, it is very difficult for a firm t

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Ofori-Mensah, Enock, Elhadi Magdi, and Karimi Sarkaut. "THE MARKET ENTRY STRATEGIES OF SANDVIK IN SERBIA AND MACEDONIA." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-10656.

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ABSTRACT Date: June 4th, 2010 Title: The Marketing Entry Strategies of Sandvik Mining in Serbia and Macedonia Course: Business Administration Program: Bachelor Thesis in Business Administration Authors: Enock Ofori-Mensah, Sarkaut Karimi & Magdi Elhadi Supervisor: Prafulla Acharya Examiner: Ole Liljefors Introduction: Sandvik AB was founded in 1862 by Göran Fredrik Göransson who is the first person in the world to use the Bessemer method in steel industry. Sandvik Group is considered to be a world-leading company which produces high-technology products and has achieved a

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Ngan, Po-yuen Ricky, and 顔寶源. "Market entry and integration strategies for building products." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265765.

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Ngan, Po-yuen Ricky. "Market entry and integration strategies for building products /." [Hong Kong] : University of Hong Kong, 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13731270.

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Esho, Tina Gloria, and Stella Georgieva Kostova. "Market Entry Strategies : The Case of Aura Light Entering the Bulgarian and Romanian Markets." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-347.

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<p>Developing countries are quite attractive destinations for foreign investments in various economic sectors.Whether an MNC can successfully enter these markets embodies the aptitude to understand the external macroeconomic and social environment of the host country. An MNC must adjust their competitive stance, decipher adequate market potential and uncover the relevant entry strategy to acquire operational success. We have built a framework surrounded by essential operational strategy. This concerns matching a firm's resources and capabilities to the opportunities that arise in the external

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Bandick, Sako, and Fabakary Sanneh. "Foreign market entry strategies : Evidence from a developed and an emerging market." Thesis, Södertörns högskola, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-35437.

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Background - The positive impacts of globalization have been widely discussed, whereas many researchers argue that national borders are of less importance. However, as national borders are argued to be of less importance, some researchers miss to point out that the institutional differences remain and they are challenging to change. Purpose - The purpose of this study is to examine and compare the entry strategies of three Swedish firms entering both a developed and an emerging market with a focus on the different institutional contexts. Method - This study has applied a qualitative method wit

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Raihan, Rubaiyat, and Shah Azeem. "The Specificities of Market Entry Strategies into a Developing Country : A research study on the entry strategies ofenergy efficiency light industry." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12881.

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Date May 31, 2011 Course Name: Masters Thesis in Marketing, 4FE02E, 15 hp, Spring 2011 LinnaeusUniversity,Växjö,Sweden Program Masters in Marketing Authors: Rubaiyat Raihan 840812 Shah Azeem 761210 Tutor: Engelbert Weiss Examiner: Sarah Philipson Title of the Paper: The specificities of market entry strategies into a developing country Problem Statement: “What are the specificities of market entry strategies into a developing country?” Purpose: To understand the market entry strategy of high tech product like energy efficiency light for the developing country taking into consideration the aspe

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Benjamin, Levi Kiruba Jeyaseeli. "Market entry strategies of foreign Telecom companies in India." Wiesbaden Dt. Univ.-Verl, 2006. http://dx.doi.org/10.1007/978-3-8350-9453-6.

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Books on the topic "Market entry strategies"

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Jeffcock, J. Market entry strategies for Prosource. Oxford Brookes University, 1995.

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Schneppendahl, L. A. Key factors for market entry strategies. Oxford Brookes University, 1997.

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Kretzberg, Alena. Market entry strategies for emerging economies. Peter Lang, 2007.

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Dony, Alexander G. C. Market Entry Strategies for the PR China. Deutscher Universitätsverlag, 1999. http://dx.doi.org/10.1007/978-3-663-08199-9.

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Ryan, Patrick Thomas. International market entry strategies in industrial marketing. UniversityCollege Dublin, 1992.

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1944-, Young Stephen, ed. International market entry and development: Strategies and management. Harvester Wheatsheaf, 1989.

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O'Reilly, Dolores. Market entry strategies in a liberalised air transport sector. University of Ulster, Department of Public Administration and Legal Studies, 1994.

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Lwin, Thuzar Lwin. Analysis of market entry and sustainable internalisation strategies within politically sensitive market. Oxford Brookes University, 2001.

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Hsien-Kuei, Meng. Market entry strategies for Sophos winning its position in China. Oxford Brookes University, 2003.

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Arnott, David C. National cultures, inward investment and market entry strategies: Some UK evidence. University of Warwick. Warwick Business School Research Bureau, 1995.

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Book chapters on the topic "Market entry strategies"

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Backhaus, Klaus, Joachim Büschken, and Markus Voeth. "Market Entry Strategies." In International Marketing. Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-0-230-21446-0_5.

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Leih, Sohvi, and David J. Teece. "Market Entry Strategies." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_428.

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Cabano, Frank G., Stefan Müller, and Katja Gelbrich. "Market entry strategies." In Interfaith Marketing. Routledge, 2024. http://dx.doi.org/10.4324/9781003506010-42.

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Leih, Sohvi, and David J. Teece. "Market Entry Strategies." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_428-1.

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Grünig, Rudolf, and Dirk Morschett. "Evaluating market entry modes." In Developing International Strategies. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-24725-5_8.

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Halliburton, Chris, Jérôme Couturier, and Davide Sola. "European Market Entry Strategies." In Herausforderungen der internationalen marktorientierten Unternehmensführung. Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6483-0_5.

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Berndt, Ralph, Claudia Fantapié Altobelli, and Matthias Sander. "International Market Entry Strategies." In International Marketing Management. Springer Berlin Heidelberg, 2023. http://dx.doi.org/10.1007/978-3-662-66800-9_7.

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Gillespie, Kate, and K. Scott Swan. "Global Market Entry Strategies." In Global Marketing, 5th ed. Routledge, 2021. http://dx.doi.org/10.4324/9781003141709-9.

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Onkvisit, Sak, Michael A. Merz, and John J. Shaw. "Foreign market entry strategies." In International Marketing, 6th ed. Routledge, 2025. https://doi.org/10.4324/9781003449782-9.

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Grünig, Rudolf, and Dirk Morschett. "Determining the Market Entry Modes." In Developing International Strategies. Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-53123-5_10.

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Conference papers on the topic "Market entry strategies"

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Sassenburg, Hans, and Egon Berghout. "An economic model for market entry strategies." In the 2006 international workshop. ACM Press, 2006. http://dx.doi.org/10.1145/1139113.1139122.

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Desai, B., V. Weerakkody, W. Currie, D. E. S. Tebboune, and N. Khan. "Market entry strategies of application service providers: identifying strategic differentiation." In 36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the. IEEE, 2003. http://dx.doi.org/10.1109/hicss.2003.1174430.

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Matulaityte-Feldhausen, Milda, and Romualdas Ginevicius. "Strategies of national lithuanian companies to enter international markets." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.44.

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Restoration of independence of Lithuania in 1990 led to highly successful transition from centrally planned economy to market economy within only two decades. New challenges for domestic companies came up, to be a part of internationalization and globalization. It became necessary to develop strategies for national companies to enter international markets and to make the optimal choice of entry mode. The main emphasis is put on the choice between traditional modes of market entry as casual export and new possible entry modes. Typical factors as emigration, intercultural differences etc. are an

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Кolesnyk, Maksym, Nataliia Kryvytska, and Marija Syla. "INNOVATION INFLUENCE ON BUSINESS PROCESSES IN INTERNATIONAL MARKET ENTRY STRATEGIES." In Modern transformations in economics and management. Publishing House “Baltija Publishing”, 2022. http://dx.doi.org/10.30525/978-9934-26-222-7-19.

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Xu, He, and Shi-Hua Ma. "Synchronizing the Market Entry, Production, and Pricing Strategies for Co-Products." In 2007 International Conference on Wireless Communications, Networking and Mobile Computing. IEEE, 2007. http://dx.doi.org/10.1109/wicom.2007.1609.

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Bekar, Abdurrahman, and Milan Fekete. "Market Analysis of FCEV Strategies for European OEMs." In 7th International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2023. http://dx.doi.org/10.31410/itema.2023.203.

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This paper assesses the potential feasibility of a stand-alone fuel cell electric vehicle market for Europe to be evaluated as a possible alternative to battery electric vehicles (BEVs) in the global automotive industry. Here, the availability of hydrogen as well as the potential of the infrastructure associated with a fuel cell strategy must be considered. Taking into account the internal and external situations in the area of geopolitics, raw material production and import dependencies as well as the social acceptance of fuel cell vehicles (FCEVs), an actual situation is to be derived t

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Inaba, Tatsuya. "Evaluation of market entry strategies of late entrant in the sustainable SCM." In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2017. http://dx.doi.org/10.1109/ieem.2017.8290133.

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Borisov, Gleb, and Liudmila Popova. "FDI motivation and entry strategies of Russian companies in the Chinese market." In Proceedings of the Third International Economic Symposium (IES 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/ies-18.2019.48.

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"Market entry strategies in the U.S. alcohol distribution: The case of French wine exporters." In Orals - Economy and law. International Viticulture and Enology Society, 2024. https://doi.org/10.58233/eegqfauf.

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Li, Zhuoshu, Neal Gupta, Sanmay Das, and John P. Dickerson. "Equilibrium Behavior in Competing Dynamic Matching Markets." In Twenty-Seventh International Joint Conference on Artificial Intelligence {IJCAI-18}. International Joint Conferences on Artificial Intelligence Organization, 2018. http://dx.doi.org/10.24963/ijcai.2018/54.

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Rival markets like rideshare services, universities, and organ exchanges compete to attract participants, seeking to maximize their own utility at potential cost to overall social welfare. Similarly, individual participants in such multi-market systems also seek to maximize their individual utility. If entry is costly, they should strategically enter only a subset of the available markets. All of this decision making---markets competitively adapting their matching strategies and participants arriving, choosing which market(s) to enter, and departing from the system---occurs dynamically over ti

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Reports on the topic "Market entry strategies"

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Lebedev, Aleksandr Nikolaevich, Tsayoue Li, and Inna Li. Foreign market entry strategies: alternative choosing. DOI CODE, 2023. http://dx.doi.org/10.18411/doicode-2023.187.

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Pinheiro, Armando Castelar, and Regis Bonelli. New Export Activities in Brazil: Comparative Advantage, Policy or Self-Discovery? Inter-American Development Bank, 2008. http://dx.doi.org/10.18235/0006866.

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This paper examines Brazil's export discoveries in aircraft, cell phones and swine meat. All cases confirm the importance of efficiency gains and sunk costs in the expansion of exports and lead to the following conclusions: both economic policy and comparative advantage played important roles in the emergence of new export activities; economies of scale were a crucial determinant of competitiveness; and a well-known brand helped to overcome information asymmetries and facilitate entry into export markets. Exporters concentrated on design, marketing, R&D, and product assembly, making coordi

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Battersby, Jane, Mercy Brown-Luthango, Issahaka Fuseini, et al. Living Off-Grid Food and Infrastructure Collaboration Working Paper 1: Concepts and Assumptions. Institute of Development Studies, 2023. http://dx.doi.org/10.19088/logic.2023.001.

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This working paper is the product of the Living Off-Grid Food and Infrastructure Collaboration. It is designed to bring together our thinking on how infrastructure can shape the food and nutritional security of urban marginalised populations. Infrastructure assemblages include the material (physical and technological), as well as the political and systemic factors that ‘govern’ how infrastructure is developed and used. Urban food systems are made up of public and private actors, and market and governance processes that shape the cost and availability of food in different urban contexts. At the

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Serafica, Ramonette, and Queen Cel Oren. The Philippine Digital Sector and Internet Connectivity: An Overview of the Value Chain and Barriers to Competition. Philippine Institute for Development Studies, 2022. https://doi.org/10.62986/dp2022.47.

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The size of the digital sector is significant and comprises various activities, processes, and industries. The interdependence of different markets within and across segments of the digital value chain implies that barriers to entry and expansion in one industry can have far-reaching effects on the growth of the rest of the digital sector and the economy, more widely. Ensuring robust competition across the digital value chain is therefore of paramount importance. Internet connectivity is the most critical element of the value chain as it links the various participants in the digital sector to

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Dussel Peters, Enrique. Mexican Firms Investing in China: 2000-2011. Inter-American Development Bank, 2012. http://dx.doi.org/10.18235/0006942.

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Initial research on "translatinas" show that while these Latin American firms have invested primarily in their home region, a growing number have begun to invest more heavily in the rest of the world. However, an overall evaluation of their activities and performance in new markets and detailed discussion about their products, processes and future expectations is lacking. This analytic note addresses that gap by examining a group of Mexican firms with direct investments in China. The analysis includes (a) a general description of each firm (its products, processes, main locations, age, size, e

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Führ, Martin, Julian Schenten, and Silke Kleihauer. Integrating "Green Chemistry" into the Regulatory Framework of European Chemicals Policy. Sonderforschungsgruppe Institutionenanalyse, 2019. http://dx.doi.org/10.46850/sofia.9783941627727.

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20 years ago a concept of “Green Chemistry” was formulated by Paul Anastas and John Warner, aiming at an ambitious agenda to “green” chemical products and processes. Today the concept, laid down in a set of 12 principles, has found support in various arenas. This diffusion was supported by enhancements of the legislative framework; not only in the European Union. Nevertheless industry actors – whilst generally supporting the idea – still see “cost and perception remain barriers to green chemistry uptake”. Thus, the questions arise how additional incentives as well as measures to address the ba

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Pires, Jose Claudio Linhares, Claudio Frischtak, Simon Lodato, Tulio Cravo, Caio Piza, and José Luis Guasch. IDB-9: Assessment of IDB-9's Private Sector Development Framework. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010532.

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This background paper assesses the actions of the Inter-American Development Bank (IDB, or Bank) related to private sector development (PSD) that were mandated under the Ninth General Capital Increase in Resources (IDB-9). It finds that Management has taken the necessary formal steps to address most of the requirements: preparing a new PSD Strategy; drafting a Non-Sovereign Guarantee (NSG) Business Plan; creating guidelines for specific sectors, beginning with small and medium-sized enterprises; reviewing the NSG guidelines for entities with public participation; gradually expanding NSG pruden

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