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Journal articles on the topic 'Market entry strategies'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

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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2

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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3

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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4

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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5

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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6

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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7

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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8

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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9

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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10

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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11

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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12

Knuth, Ingo. "Market entry strategies of media agencies." International Journal of Marketing 52, no. 3-4 (2013): 161–69. http://dx.doi.org/10.33196/ijm201303016101.

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13

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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14

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

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Purpose The purpose of this study is to explore market entry strategies in a high-tech successive generations (HTSGs) market, by investigating entry mode via entry timing and path differentiation and the performance outcomes of entry mode. Design/methodology/approach The methodology of building a theory from a longitudinal case study is adopted by using useful cases in a HTSGs market after constructing an integrated research framework to explore market entry mode. Different entry modes were investigated by studying entry timing and migration path of three firms’ case in logic semiconductor mar

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15

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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16

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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17

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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18

Reday, Peter, Emre Ulusoy, Deepa Iyer, Tomi Ovaska, and Anthony Kos. "INTERNATIONAL MARKET ENTRY STRATEGIES SELECTING FOREIGN DISTRIBUTORS." Journal of Academy of Business and Economics 22, no. 4 (2022): 16–29. http://dx.doi.org/10.18374/jabe-22-4.2.

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19

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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20

Dichenko, Anna. "PRODUCT DIVERSIFICATION STRATEGIES IN GLOBAL MARKET ENTRY." Economic scope, no. 201 (June 10, 2025): 57–60. https://doi.org/10.30838/ep.201.57-60.

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The article presents a comprehensive study of diversification marketing strategies employed by companies entering global markets. The relevance of the topic is driven by the increasing integration of world economies, intensifying competition, and the need to adapt business models to the specifics of international markets. Diversification is considered a strategic tool for ensuring stability, reducing risks, and enhancing the competitiveness of enterprises in a globalized environment. The study outlines the essence of diversification and its significance in building long-term competitive advant

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21

Lee, Jong-Hwa, and Seo-Young Lee. "Internationalization of Korean Construction Companies: Focusing on Overseas Market Entry Strategies." Korea Association for International Commerce and Information 25, no. 4 (2023): 259–83. http://dx.doi.org/10.15798/kaici.2023.25.4.259.

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The purpose of this study is to analyze the success factors for South Korean construction companies to respond to the rapidly changing market environment and successfully enter the overseas construction market. To derive the success factors for the international expansion of South Korean construction companies, a two-step analysis technique was employed, targeting experts in the relevant field. In the first step, the Delphi method was used, involving experts in the field of overseas construction who were queried three times with repetitive questions to compress and derive important success fac

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22

Ji, Yingtong. "Walmarts International Market Entry Strategies: Benefits and Challenges." Advances in Economics, Management and Political Sciences 165, no. 1 (2025): 108–13. https://doi.org/10.54254/2754-1169/2025.21596.

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As the ongoing process of internationalization, there are more and more emerging multinational corporations (MNCs) who seek for international expansion. The first step of going global is to choose a proper entry mode to enter the foreign market. Walmart, a US-based multinational leader in retailing, has expanded its global presence into 19 countries over the past several decades. This article analyzes several entry strategies of Walmarts international expansion, including joint ventures, acquisitions, and wholly owned subsidiaries. This study combines real cases and data to evaluate each entry

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23

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

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24

Simon, Hermann. "Market entry in Japan barriers, problems and strategies." International Journal of Research in Marketing 3, no. 2 (1986): 105–15. http://dx.doi.org/10.1016/0167-8116(86)90014-5.

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25

Vokinger, Kerstin Noëlle, Aaron S. Kesselheim, Jerry Avorn, and Ameet Sarpatwari. "Strategies That Delay Market Entry of Generic Drugs." JAMA Internal Medicine 177, no. 11 (2017): 1665. http://dx.doi.org/10.1001/jamainternmed.2017.4650.

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26

Syahadat, Ray March, and Jasanta Peranginangin. "MARKET ENTRY STRATEGIES DI ERA DIGITAL: SEBUAH TINJAUAN." SENTRI: Jurnal Riset Ilmiah 2, no. 11 (2023): 4766–74. http://dx.doi.org/10.55681/sentri.v2i11.1785.

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Since the emergence of the digital era, changes have occurred in all aspects of life. This change also creates opportunities and challenges, especially in the international business world. Knowledge of market entry strategies in the digital era is an important matter. Therefore, a review is needed to understand the phenomena related to this topic. The method used in this review is a descriptive method of scientific articles obtained from Harzing's Publish or Perish tools. The results obtained indicate several important things that need to be known and variables that also need to be considered

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27

Bretherton, Phil, and Peter Carswell. "Market Entry Strategies for Western Produced Wine into the Chinese Market." International Journal of Wine Marketing 13, no. 1 (2001): 23–35. http://dx.doi.org/10.1108/eb043368.

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28

Quadir, Proma, Tazrian Binte Ansar, Sardauna AbdulSobur Dembo, Tasfia Zaheen, and Khadiza Afroz Raisa. "Navigating the Bangladeshi Market: Unlocking Market Entry Opportunities for STARBUCKS." Business Perspective Review 5, no. 2 (2024): 37–48. http://dx.doi.org/10.38157/bpr.v5i2.604.

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Purpose: This study aims to analyze Starbucks' potential entry into the Bangladeshi market, considering its potential for growth and alignment with the company's business model. It evaluates market characteristics and examines Starbucks' strategies for suitability. Method: The study utilizes market research, industry reports, demographic analysis, and comparative studies of Starbucks' success in similar markets. Key factors including market dynamics, consumer behavior, competition, and strategic partnerships inform the analysis. Results: Bangladesh presents a promising market for Starbucks, wi

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29

Duarte, Elisabete. "Trailing Stop-Loss and Re-Entry Strategies in Europe." European Journal of Business and Management Research 7, no. 3 (2022): 118–23. http://dx.doi.org/10.24018/ejbmr.2022.7.3.1426.

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A stop-loss order is a method that can be used by investors to limit downside risk and can be explained by investors’ loss aversion. Loss aversion refers to the widely studied psychological phenomenon where expected losses have a greater impact on the investors’ preferences than expected gains. The use of stop-loss rules allows for this asymmetric profile. The stop loss hypothesis, also, states that higher returns can be obtained by limiting the downside risk of long positions. A stop-loss order can be established at a percentage of the asset value that grows over time as it rises, stopping if

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30

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

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31

DATTATRAY AVHAD, NIKHIL, Prof S. B. WAGHOLE, and Dr ASHWINI KSHIRSAGAR. "Emerging Markets and Growth Strategies: CEAT Tyres' Global Expansion." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 01 (2024): 1–13. http://dx.doi.org/10.55041/ijsrem27992.

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-This research paper delves into the global expansion strategies employed by CEAT Tyres, a prominent player in the tire industry. Focusing on emerging markets, the study examines how CEAT has navigated the challenges and opportunities presented by diverse international landscapes. Key elements of CEAT's growth strategies, including market entry approaches, product adaptation, and local partnerships, are scrutinized. In simple terms, the paper sheds light on how CEAT Tyres strategically enters new markets, tailoring its products to meet the unique needs of customers worldwide. The study emphasi

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32

Tomiyama, Eiko. "Canon's Entry Strategy to the Russian Market: the applicability of the “Foreign Markets Model” to entry strategies of the Russian market." Russian and East European Studies, no. 30 (2001): 96–111. http://dx.doi.org/10.5823/jarees.2001.96.

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33

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

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Purpose The purpose of this paper is to examine the theories used to study the international equity-based entry mode strategies of emerging market multinationals (EMMs) and the contribution of these studies to extant literature. Design/methodology/approach The authors conducted a systematic review of the literature. A total of 73 articles were identiﬁed from key management, international business and international marketing journals published between 2000 and June 2015. Articles were analysed according to the theory(ies) used, thematic area, methodology, home/host countries studied and finding

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34

Kormakova, Inna, Andriy Kruhlyanko, Valeriia Peniuk, Yuliia Ursakii, and Oksana Verstiak. "Actual Strategies for Businesses Penetrating Foreign Markets in the Modern Economy: Globalisation Aspect." International Journal of Professional Business Review 8, no. 5 (2023): e02148. http://dx.doi.org/10.26668/businessreview/2023.v8i5.2148.

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Purpose: This article examines the theoretical aspects of businesses entering foreign markets within the context of globalisation. It highlights the challenges and opportunities presented by globalisation, focusing on the arrangement of companies and the strategic approaches adopted when entering global markets. The purpose of this study is to explore the impact of globalisation on businesses and identify strategies for successfully entering foreign markets. Theoretical framework: The investigation is conducted within the framework of existing theories and research on globalisation, market ent

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35

Pauluzzo, Rubens. "Foreign Market Entry Strategies in the North-Adriatic Area." International Journal of Information Systems and Social Change 4, no. 1 (2013): 1–20. http://dx.doi.org/10.4018/jissc.2013010101.

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The consolidation of economic and political relations in the North-Adriatic area and their formalization encouraged by the new institutional structures of Euro-regions are phenomena of central relevance to the actual European economic environment. These conditions have a significant influence on the strategic choices of local firms. In spite of the geographical proximity between Italy, Austria, Slovenia, and Croatia, cultural differences still act as important determinants in leading foreign investment strategies. The current study aims at analyzing the role played by cultural distance between

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36

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

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The adoption of digital communications, facilitated by Internet technology, has been among the most significant international business developments of the past 25 years. This article investigates the effect of these new technologies and the changing global business environment to understand how relational approaches to international market entry (IME) are changing in light of macro developments. Despite substantial resources in business practice dedicated to combining relational strategies in digital settings, this analysis of extant literature reveals that fewer than 3% of peer-reviewed resea

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37

Chung, Mona. "The Effects of Cultural Barriers on Market Entry Strategies." International Journal of Diversity in Organizations, Communities, and Nations: Annual Review 5, no. 7 (2006): 85–92. http://dx.doi.org/10.18848/1447-9532/cgp/v05i07/39191.

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38

Buckley, Peter J., and Mark C. Casson. "Analyzing Foreign Market Entry Strategies: Extending the Internalization Approach." Journal of International Business Studies 29, no. 3 (1998): 539–61. http://dx.doi.org/10.1057/palgrave.jibs.8490006.

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39

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

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40

Eze, Felix John, Edim Eka James, Inyang Bassey Inyang, and Gilbert Ntoh Abe. "Entry-Level Export Strategies in Developing African Countries." African Journal of Humanities and Contemporary Education Research 14, no. 1 (2024): 173–92. http://dx.doi.org/10.62154/e6hs6j95.

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Considering Nigeria as an economically and demographically viable target market, this study examined entry-level export strategies that could facilitate the expansion of foreign firms to the Nigerian market. It was necessitated by the intricacies experienced by foreign companies in obtaining credible information about the Nigerian market for internationalization decision-making. The study adopted a narrative literature review design, relying on experiential insights and secondary data obtained from government and industrial sources in Nigeria to obtain the information presented in the investig

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41

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

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Nowadays a progressively more dynamic and global economic environment causes a higher number of enterprises to pick an entry strategy to become international. The choice of a strategy of entry into foreign markets constitutes one of the most relevant decisions for a company, for it impacts on its performance and means it being ready to cooperate, to a greater or lesser extent, with global supply chains. The present article identifies the determining factors of the strategies of entry into international markets as implemented by Peruvian businessmen, which impact on the integration level into a

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42

Onyusheva, I. V., and K. Laochockchaikul. "Analyzing foreign market entry strategies: the case of Wal-Mart’s entry into Thailand." Bulletin of "Turan" University, no. 3 (October 7, 2021): 80–87. http://dx.doi.org/10.46914/1562-2959-2021-1-3-80-87.

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43

Deng, Keer. "Capital Structure Optimization of Beauty Brands in International Market Expansion: The Integration of Financing Options and Market Entry Strategies." SHS Web of Conferences 218 (2025): 01024. https://doi.org/10.1051/shsconf/202521801024.

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This study explores the synergistic effects of capital structure and market entry strategies of global cosmetics brands. In view of the differentiation between the stagnation of mature markets and the rapid growth of emerging markets in the Asia-Pacific region, this paper reveals the dynamic matching mechanism between financing methods (debt, equity, and hybrid) and market entry models (mergers and acquisitions, joint ventures, and greenfield investment) through a longitudinal analysis of the financial data of multinational beauty groups. The results show that the suitability of capital struct

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44

Vassileva, Bistra, and Miroslav Nikolov. "Market entry strategies to emerging markets: A conceptual model of turnkey project development." Serbian Journal of Management 11, no. 2 (2016): 291–310. http://dx.doi.org/10.5937/sjm11-10177.

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45

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

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46

Bourreau, Marc, Yutec Sun, and Frank Verboven. "Market Entry, Fighting Brands, and Tacit Collusion: Evidence from the French Mobile Telecommunications Market." American Economic Review 111, no. 11 (2021): 3459–99. http://dx.doi.org/10.1257/aer.20190540.

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We study a major new entry in the French mobile telecommunications market, followed by the introduction of fighting brands by the three incumbents. Using an empirical oligopoly model, we find that the incumbents’ fighting brand strategies are difficult to rationalize as unilateral best responses. Instead, their strategies are consistent with a breakdown of tacit semi-collusion: before entry, the incumbents could successfully coordinate on restricting product variety to avoid cannibalization; after entry, this outcome became harder to sustain because of increased business stealing incentives. C

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47

Shishmakov, Vladimir. "Entry Strategies to Russian Market (on the book by Jae Young Lee, Soon-Cheul Lee «Entry Strategies to Russian Market: Korean Companies’ Experiences»)." Spatial Economics 4 (2009): 169–71. http://dx.doi.org/10.14530/se.2009.4.169-171.

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48

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

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PurposeTo have success in newly liberalized markets, firms must have a plan of action before resources are committed. What some companies do not realize is that their own entrepreneurial orientation (EO) will dictate their strategies, and performance outcomes, in both their home market and abroad. In order to maximize firm performance in newly liberalized markets (such as Cuba), firms must be able to objectively gauge their own EO. The paper aims to discuss these issues.Design/methodology/approachWithin this framework, the present paper will attempt to effectively measure the EO of decision-ma

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49

Jha, Lucky. "The Influence of Regulatory Changes on Market Entry Strategies for Biosimilars." International Journal for Research in Management & Pharmacy 14, no. 2 (2025): 1–9. https://doi.org/10.63345/ijrmp.v14.i2.1.

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Biosimilars have emerged as critical therapeutic alternatives to innovative biologics, promising increased patient access and reduced healthcare costs. However, their market entry is intricately shaped by evolving regulatory frameworks. This study examines the influence of regulatory changes on the market entry strategies adopted by biosimilar developers. Through a detailed literature review, statistical analysis, and empirical evidence, the manuscript identifies key regulatory shifts and evaluates how these changes affect strategic decisions, including pricing, market positioning, and competi

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50

Issac, Tebbs, and Guan Bing. "Cross-Border Marketing Operations Insights from Product Market Research and Competitive Analysis." Sarcouncil Journal of Entrepreneurship and Business Management 4, no. 3 (2025): 1–7. https://doi.org/10.5281/zenodo.15046310.

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This study explores the dynamics of cross-border marketing operations, focusing on the interplay between product market research, competitive analysis, and localization strategies. Through a mixed-methods approach combining qualitative interviews with marketing professionals and quantitative analysis of market data, the research identifies key factors influencing the success of cross-border marketing campaigns. Descriptive statistics reveal significant regional variability in market penetration rates, with North America leading at 58.7% and Latin America lagging at 28.4%. Correlation analysis

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