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Relevant bibliographies by topics / Market entry strategy

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Journal articles

Academic literature on the topic 'Market entry strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 January 2023

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Journal articles on the topic "Market entry strategy"

1

Sharma, D. Deo. "Overseas Market Entry Strategy:." Journal of Global Marketing 2, no. 2 (1989): 89–110. http://dx.doi.org/10.1300/j042v02n02_06.

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2

Jung, Woo-Bum, Chang-Moon Jung, Hyun-Young Choi, and Byoung-Goo Kim. "Market Entry Strategy of LINE in Japan." East Asian Journal of Business Management 4, no. 1 (2016): 16–22. http://dx.doi.org/10.20498/eajbe.2016.4.1.16.

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3

Ryu, Sungmin, Woojung Jang, and HyeJeong Cho. "China Market Entry Strategy Of Paris Baguette." Journal of Business Case Studies (JBCS) 10, no. 2 (2014): 155–64. http://dx.doi.org/10.19030/jbcs.v10i2.8504.

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4

Vignali, Claudio, and Alan Tarry. "Market Entry Strategy for Italy (Crown Berger)." Management Decision 32, no. 3 (1994): 11–18. http://dx.doi.org/10.1108/00251749410057339.

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5

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

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Firms routinely face the challenging decision of whether and how to enter a new market. Inspired by the practice of Chinese household appliance firms sustainably entering the rural market from the urban market, Tesla and Topshop entered the Chinese market from their own. We model a supply chain system composed of a manufacturer and a retailer to investigate entry strategies for facing a new market. These sustainable entry processes can help enterprises better achieve their own promotion and increase profits. The equilibrium solutions indicate that (1) the manufacturer’s exclusive entry mode is

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6

Hilmersson, Mikael, Martin Johanson, Heléne Lundberg, and Stylianos Papaioannou. "Serendipitous opportunities, entry strategy and knowledge in firms' foreign market entry." International Marketing Review 38, no. 3 (2021): 585–612. http://dx.doi.org/10.1108/imr-01-2018-0029.

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PurposeFew researchers and even fewer practitioners would deny that serendipitous events play a central role in the growth process of firms. However, most international marketing models ignore the role of serendipity in the opportunity discovery process. The authors provide a nuanced view on international opportunities by developing the role of serendipitous opportunities in the foreign market entry process. The authors develop a model integrating the notions of serendipity, entrepreneurial logic, experiential knowledge and network knowledge redundancy. From the study’s model, the authors cond

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7

Masiero, Gilmar, Mario Henrique Ogasavara, and Marcelo Luiz Risso. "Going global in groups: a relevant market entry strategy?" Review of International Business and Strategy 27, no. 1 (2017): 93–111. http://dx.doi.org/10.1108/ribs-11-2016-0067.

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Purpose The purpose of this paper is to identify whether the new Chinese phenomenon of going global in groups represents a more advantageous market entry mode than the phenomena considered in previous studies. Design/methodology/approach In this empirical research paper, the authors draw upon the literature in academic journals and books regarding the Chinese special economic zones overseas to analyze and compare collective internationalization (i.e. going global in groups) with traditional market entry modes as per the ownership, location and internalization paradigm (OLI) and transaction cos

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8

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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9

Kim, Seojin. "Pre-Entry Knowledge of Entrepreneurs and Market Strategy." Academy of Management Proceedings 2020, no. 1 (2020): 14183. http://dx.doi.org/10.5465/ambpp.2020.14183abstract.

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10

Pao, Shih-Heng, and Shu-Hui Chang. "The limit pricing strategy and foreign market entry." Journal of Statistics and Management Systems 11, no. 2 (2008): 365–74. http://dx.doi.org/10.1080/09720510.2008.10701317.

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