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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: 11 June 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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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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Tang, Ming-Je, and Chwo-Ming Joseph Yu. "Foreign Market Entry: Production-Related Strategies." Management Science 36, no. 4 (1990): 476–89. http://dx.doi.org/10.1287/mnsc.36.4.476.

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Kim, Jai-Beom. "European Market Entry Strategies of Korean Multinationals." INTERNATIONAL BUSINESS REVIEW 7, no. 1 (2003): 79. http://dx.doi.org/10.21739/ibr.2003.06.7.1.79.

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Nastasi, Alberto, and Pierfrancesco Reverberi. "Foreign Market Entry Strategies under Asymmetric Information." Review of International Economics 15, no. 4 (2007): 758–81. http://dx.doi.org/10.1111/j.1467-9396.2007.00681.x.

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Taylor, Charles R., Shaoming Zou, and Gregory E. Osland. "Foreign market entry strategies of Japanese MNCs." International Marketing Review 17, no. 2 (2000): 146–63. http://dx.doi.org/10.1108/02651330010322624.

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Rapoport, Amnon. "Individual strategies in a market entry game." Group Decision and Negotiation 4, no. 2 (1995): 117–33. http://dx.doi.org/10.1007/bf01410098.

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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 theory of enterprise development and von Bertalanffy's general system theory. Data collection involved semistructured interviews, review and analysis of company documents, reflective journal entries, and direct observation of the management operations and processes. Data were analyzed using Yin's 5-step data analysis process. A thematic analysis of the data revealed 4 themes: evolution of an entrepreneur, sales strategy, acceleration impact, and recommendations for accelerators and incubators. The results of the study may contribute to startup survivability as well as exchanging successful experience among new entrepreneurs. For those people who plan to start a business, this study may contribute understanding the skills for initiating a startup.

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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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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 global business status in more than 130 countries throughout the world. The company sales as at 2009 was 72 billion SEK and boost of 44 000 employees. As a result of the close integration of the production, administration and distribution systems, approximately 70% of the Sandvik Group’s sales are delivered to customers within a week from order. To ensure maximum customer value, R&D at Sandvik involves leading state-of-the-art technology, dynamic patent activities and extensive added value. During the last few years, couples of companies have been finding it difficult to gain a competitive position in foreign markets due to the intense competition from suppliers and competitors and also their failure to conform their marketing strategies to the countries they enter and as a result fail drastically. Companies face a lot of dilemma on which entry mode strategies to adopt when entering new foreign markets. Some pay much attention to their resources whilst others also evaluate the total cost involved in entering the market against the level of profit they will achieve in that markets. For these reasons, the main aim of this research work is to try to identify and describe some of the entry strategies models companies should consider in their internationalization process. Problem: How has Sandvik Mining Industry entered into Serbia and Macedonia? Sub questions; - What difficulties had Sandvik faced in implementing their entry strategies in these two countries? - How and whether participants/interviewees perceive the entry strategies as successful or not? Purpose: The main objective of this research is to identify, describe and analyze the Marketing entry strategies of Sandvik Mining in Serbia and Macedonia. Method: In this research work, both qualitative and quantitative research methods were used but most of this research work was based on qualitative research method. The qualitative research was in the form of primary data based on interviews, questionnaire and personal contacts with the sales/marketing manager, Mr. Johan Dotzauer. On the quantitative method, we used secondary data such as Journals, books and the financial information of Sandvik Mining to analyze Sandvik Mining international process as well as in evaluating the success of their internationalization process in Serbia and Macedonia markets. Conclusions: In conclusion of this work, we found out that the exclusiveness and the technicality of Sandvik´s products and their thirst for having a strong competitive advantage drives them more and more towards the resource based theory and also partially the network approach in their foreign market entry process. That’s Sandvik Mining adopted two or more entry strategies in its internationalization Process to Serbia and Macedonia Markets. In addition, Sandvik competitive advantage over its rivals Caterpillar and Atlas was due to its resources in the form of infrastructure, hi-tech products and high scaled sales force team. The success of Sandvik Mining entries to Serbia and Macedonia as at now cannot be concluded as successful by us. This is due to the unavailability of the 2010 financial statements for these two markets. Keywords: Resource Based Theory, Uppsala Internationalization Model, Network Approach and Eclectic/Transaction Cost Approach.<br>Market entry strategies

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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 to serve in the market on a permanent basis without a well formulated entry strategy. (Pehrsson A. 2008). Market entry mode strategies are influenced by both firm and country level factors and a firm must take into consideration these factors in choosing an appropriate entry mode. Purpose: The basic purpose is to gain a deep knowledge about the critical factors in selecting an optimal international market entry mode strategy to enter into an emerging market. The minor purpose is to justify the suitability of the target market. Methodology: Due to the dependency on subjective interpretation of text or other visual material and small sample was used to investigate the specific phenomena, qualitative method has been practised in this research process. Secondary data has been mainly collected from e-sources, and primary data has been collected through phone interview with the three foreign mobile telecom companies in Bangladesh. Findings: Bangladesh mobile telecommunication market is still attractive for the foreign entrants and the optimal entry mode strategy is joint venture to enter into the moderately attractive industry. Implications: The study has showed that international entry mode strategy is affected by various organizational, economical, Institutional, and sociological factors (categorized as country and firm level factors). This research has also provided relevant information to the potential foreign firms about which country and firm level factors should consider in formulating a well entry mode strategy in perspective of an emerging market.

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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 environment. In most common literature, emphasis lies within identification of profit opportunities in the external environment of the firm. Imperative emphasis shifts from the interface between strategy and the external environment; towards the interface between strategy and the internal environment. In this context, the concentration of the organization's resources and capabilities is targeted to combat turbulent external environments and devise a secure foundation for long term strategy. To understand why the resource-based view has had a major impact on strategy assessment, a preceding glimpse for strategy formulation can be considered. Conventionally, firms have answered the question “who are our customers?” “What are their needs we're seeking to serve?” “Who are our Competitors?” “How can gain a competitive advantage?” Through answering these questions in conjunction with macroeconomic analysis are inevitable prerequisites for pinpointing the key success factors (KSF) for the individual market segments. The KSF are the factors within the company's market environment that determine its ability to prosper and survive exploiting its core resources.</p>

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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 with an abductive approach and an instrumental case study strategy, whereas 3 semistructured interviews with 3 different firms having experience from both a developed and an emerging country were conducted. Conclusion - When firms enter a developed country with few institutional differences, they commit more resources and do not feel the urge to use a local partner. Entering an emerging country, the firms choose a more cost-efficient entry with less resource commitment and prefer to use a local partner with local knowledge.<br>Bakgrund - Globaliseringen och dess effekter har diskuterats flitigt under de senaste decennierna och en centralpunkt i debatten är att nationella gränser minskat i betydelse. Trots att många hävdar att vi rör oss mot en alltmer gränslös värld förbises institutionella skillnader som generar stora utmaningar. Syfte - Syftet med denna studie är att undersöka och jämföra tre svenska företags etableringsstrategier i både ett utvecklat och ett utvecklingsland med fokus på de olika institutionella förhållandena. Metod - Denna studie har använt sig av en kvalitativ metod med en abduktiv ansats och en instrumental case studiestrategi. Studien har använt sig av 3 semi-strukturerade intervjuer med 3 olika bolag, där bolagen haft erfarenhet av etablering i ett utvecklat och ett utvecklingsland. Slutsatser - I ett utvecklat land där de institutionella skillnaderna är små, väljer bolagen att lägga ner mer resurser på sin etablering och känner ett mindre behov av att ha en lokal partner. I ett utvecklingsland med större institutionella skillnader väljer bolag en mindre resurskrävande och mer kostnadseffektiv etablering, där behovet av att ha en lokal partner med lokal kännedom är stort.

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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 aspects discussed under problem discussion. Delimitation: In our thesis paper, we are only discussed about the energy saving industry and more specific the light manufactures. Also, our paper is discussed only about the market entry strategies and entry barrier, not to measure the effect of it. Methodology: The project is based on primary data retrieved in connection with the theoretical framework. A qualitative approach of research and questionnaire has been considered to reach the desirable result. Conclusion: After investigating the factors of energy efficiency light industry, we can conclude that it will be a good idea for a company to expand their business in developing country as the industry and the countries have a lot of potential to offer. An Investment entry mode (Joint Venture) has been suggested. Suggestion for Further Research: This research was focused on market entry strategy and entry barriers of energy efficiency light manufacturer, not the effect of entry barriers. Therefore, the next step should be to make in order to examine the effect of the barriers discussed in this research. Key Words: International market entry strategies, energy efficiency light industry, entry modes and entry barriers.

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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"

1

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

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

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

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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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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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McMonagle, Maurice K. International market entry strategies among Irish automotive component manufacturers: A study. University College Dublin, 1990.

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Beltran, J. C. Market entry strategies for a Colombian coffee company entering the UK. Oxford Brookes University, 1997.

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Book chapters on the topic "Market entry strategies"

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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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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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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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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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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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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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Smarta, R. B. "Market Entry Strategies in emerging Healthcare Markets." In Gesundheitsmegamarkt Indien. Gabler, 2008. http://dx.doi.org/10.1007/978-3-8349-8777-8_8.

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Dony, Alexander G. C. "Determinants of Market Entry Behavior." In Market Entry Strategies for the PR China. Deutscher Universitätsverlag, 1999. http://dx.doi.org/10.1007/978-3-663-08199-9_4.

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Haak, Ulrike Maria, and René Haak. "Market Entry and Market Development Strategies — Opportunities for Foreign Companies in Japan." In Market Entry in Japan. Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230582170_6.

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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 analysed to show how to use domestic market weaknesses to create strengths for entry strategies.

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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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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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Ozdoeva, Alina, and Denis Seleznev. "Tools for innovation strategies." In International Conference "Computing for Physics and Technology - CPT2020". Bryansk State Technical University, 2020. http://dx.doi.org/10.30987/conferencearticle_5fce2771a37ca5.74416745.

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The current article is devoted to search tools for determining the optimal solution and forming the optimal company strategy for small innovative companies in the business innovation environment of the oil and gas complex. The main area of research in the article is the reasons for the difficulties of innovative Russian entrepreneurship and its entry into the domestic market and work in this market. We also consider tools such as SWIFT-analysis of assessment and forecasting of the company's performance, the portfolio model of BCG (Boston consulting group), a multi-factor matrix for selecting strategies for the most effective planning of the company's activities, as an improved version of the Arthur D. Little model. At the same time, the study revealed that a wider range of project and strategic opportunities for planning and managing a company is formed by the production and economic matrix using SWOT analysis. Thus, based on this study, the following recommendations were formulated for beginning entrepreneurs and developers in the field of innovation: take into account and apply the strategy for small innovative enterprises according to the SWOT analysis for monitoring and forecasting upcoming events (production or economic); use marketing research tools, as well as forms for planning a product plan for the life of the company; take into account that the forecast should be based on strategic analysis, using the optimal method for specific goals, and be the starting point for developing new models and business development plans.

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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 time. This paper provides the first analysis of equilibrium behavior in dynamic competing matching market systems---first from the points of view of individual participants when market policies are fixed, and then from the points of view of markets when agents are stochastic. When compared to single markets running social-welfare-maximizing matching policies, losses in overall social welfare in competitive systems manifest due to both market fragmentation and the use of non-optimal matching policies. We quantify such losses and provide policy recommendations to help alleviate them in fielded systems.

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Bauer, Candice. "Market Strategy Skills: A Learner-Centered Approach." In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-82089.

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Market strategy skills are essential for engineers. A lesson plan that teaches introductory market strategy skills to engineering students is developed. The lesson plan is designed for junior level undergraduate students to meet some of the Accreditation Board for Engineering and Technology (ABET) 2005-2006 Criteria 3 (program outcomes and assessment). The challenge is to convey market strategies using a learner-centered approach into an engineering course. The first lesson is to demonstrate the difference between concurrent engineering and “over-the-wall” engineering. After this exercise, a discussion on key terms in product development and marketing is conducted. The key terms that are defined are core competence, continuous innovation, discontinuous innovation, dominant design, acceptability, adaptability, market entry, barriers, first to market, and late to market. Case studies are used to teach students basic marketing terms helping them to understand how to design products to solve for a need within constraints (ABET Criteria 3C), techniques to identify and solve problems (ABET Criteria 3E), and how engineering impacts society (ABET Criteria 3H). The fully developed lesson plans, best practices, and student responses are presented.

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Svoboda, Miroslav, and Martina Sponerová. "RANDOM STRATEGY VERSUS TECHNICAL ANALYSIS STRATEGY IN THE US MARKET." In Fourth International Scientific Conference ITEMA Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/itema.2020.121.

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Random strategy is currently an interesting alternative to traditional trading of financial instruments. The paper builds on existing research into the trading of investment instruments through random strategy and strategies based on technical analysis. The highly liquid USD/CAD currency pair was chosen for the US market research. We analyze five years of data, and in every intraday trading session, only a single position will be opened. Technical analysis strategy uses essential indicators such as Bollinger Bands, relative strength index (RSI), moving averages (MA) and other. Every trading position will have the risk-reward ratio (RRR) 3 to 1. In addition, another trading positions on the USD/CAD currency pair will be opened without technical analysis. The time of entry into position will be indicated randomly with a similar risk-reward ratio (RRR) 3 to 1. The aim of this paper is to assess which of the above strategies is more suitable for the investor. In other words, this paper aims to compare the strategy of technical analysis and the random strategy in intraday trading concerning the profitability of these trades. We expect that a random strategy will be more suitable for the investor in many points.

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Reports on the topic "Market entry strategies"

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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 barriers and impediments can be provided. An analysis addressing these questions has to take into account the institutional context for the relevant actors involved in the issue. And it has to reflect the problem perception of the different stakeholders. The supply chain into which the chemicals are distributed are of pivotal importance since they create the demand pull for chemicals designed in accordance with the “Green Chemistry Principles”. Consequently, the scope of this study includes all stages in a chemical’s life-cycle, including the process of designing and producing the final products to which chemical substances contribute. For each stage the most relevant legislative acts, together establishing the regulatory framework of the “chemicals policy” in the EU are analysed. In a nutshell the main elements of the study can be summarized as follows: Green Chemistry (GC) is the utilisation of a set of principles that reduces or eliminates the use or generation of hazardous substances in the design, manufacture and application of chemical products. Besides, reaction efficiency, including energy efficiency, and the use of renewable resources are other motives of Green Chemistry. Putting the GC concept in a broader market context, however, it can only prevail if in the perception of the relevant actors it is linked to tangible business cases. Therefore, the study analyses the product context in which chemistry is to be applied, as well as the substance’s entire life-cycle – in other words, the six stages in product innovation processes): 1. Substance design, 2. Production process, 3. Interaction in the supply chain, 4. Product design, 5. Use phase and 6. After use phase of the product (towards a “circular economy”). The report presents an overview to what extent the existing framework, i.e. legislation and the wider institutional context along the six stages, is setting incentives for actors to adequately address problematic substances and their potential impacts, including the learning processes intended to invoke creativity of various actors to solve challenges posed by these substances. In this respect, measured against the GC and Learning Process assessment criteria, the study identified shortcomings (“delta”) at each stage of product innovation. Some criteria are covered by the regulatory framework and to a relevant extent implemented by the actors. With respect to those criteria, there is thus no priority need for further action. Other criteria are only to a certain degree covered by the regulatory framework, due to various and often interlinked reasons. For those criteria, entry points for options to strengthen or further nuance coverage of the respective principle already exist. Most relevant are the deltas with regard to those instruments that influence the design phase; both for the chemical substance as such and for the end-product containing the substance. Due to the multi-tier supply chains, provisions fostering information, communication and cooperation of the various actors are crucial to underpin the learning processes towards the GCP. The policy options aim to tackle these shortcomings in the context of the respective stage in order to support those actors who are willing to change their attitude and their business decisions towards GC. The findings are in general coherence with the strategies to foster GC identified by the Green Chemistry & Commerce Council.

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