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Journal articles on the topic 'Market entry strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 January 2023

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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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11

Kim, Junic. "Market entry strategy for a digital platform provider." Baltic Journal of Management 13, no. 3 (2018): 390–406. http://dx.doi.org/10.1108/bjm-07-2017-0228.

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Purpose How can a digital platform provider successfully secure users in its early stage to build an ecosystem? The purpose of this paper is to explore this issue through a case study on the deployment of the digital platform service RecordFarm and identifies the reasons behind its successful market access, overcoming the chronic chicken-egg problem in a two-sided market. Design/methodology/approach The study empirically analyses the core user groups’ diffusion and usage rates by using a susceptible-infectious-recovery model of an epidemic based on a user survey and extensive archival data fro

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12

Ostler, James. "Corrupt Business Practices as a Market Entry Strategy." Academy of Management Proceedings 2014, no. 1 (2014): 17321. http://dx.doi.org/10.5465/ambpp.2014.17321abstract.

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13

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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14

Glambosky, Mina, Kimberly Gleason, Chun Lee, and Maryna Murdock. "The low fee entry strategy and first mover advantage in the ETF market." Investment Management and Financial Innovations 16, no. 2 (2019): 281–94. http://dx.doi.org/10.21511/imfi.16(2).2019.24.

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Academic literature struggles to explain investors’ attitude towards fees and expenses charged by mutual funds. In general, investors have been found to exhibit a puzzling lack of interest in this non-trivial component of their total return, raising questions of rationality of real-world investor behavior. An emergence of exchange-traded funds (ETFs), their rapid proliferation in the past decades and distinct features, such as more simple expense structure, present a valuable opportunity to contribute to the debate surrounding the pricing of funds. To better understand the expense policy/fund

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15

Ojala, Arto. "Entry in a psychically distant market:." European Management Journal 26, no. 2 (2008): 135–44. http://dx.doi.org/10.1016/j.emj.2007.09.001.

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16

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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17

Le, Van Chung Anh, and Guillaume Finck. "Market entry strategy for construction chemicals firm in Vietnam." Ministry of Science and Technology, Vietnam 64, no. 2 (2022): 3–12. http://dx.doi.org/10.31276/vmostjossh.64(2).03-12.

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Economic development has led to increased demand for construction in Vietnam, which creates great potential for the growing market of construction chemicals. This paper examines influential factors of market entry success by reviewing related literature, gathering information about market characteristics in Vietnam, and surveying firms in the field. This study’s results reveal some factors that strongly influence the success of a market entry strategy including research and development and adaptive abilities of marketing and sales when responding to market changes.

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18

Sartor, Michael A. "SME Internationalization in Emerging Markets: Formal Institutions and Foreign Market Entry Strategy." Academy of Management Proceedings 2020, no. 1 (2020): 10142. http://dx.doi.org/10.5465/ambpp.2020.10142abstract.

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19

Srinivasan, Kannan. "Multiple Market Entry, Cost Signalling and Entry Deterrence." Management Science 37, no. 12 (1991): 1539–55. http://dx.doi.org/10.1287/mnsc.37.12.1539.

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20

Ali, Haider. "Gateways to Market Entry." Journal of Entrepreneurship 4, no. 1 (1995): 49–69. http://dx.doi.org/10.1177/097135579500400104.

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21

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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22

Park, Ki-An. "Market Entry Strategy of Korean Industry in the Unified Euro-Market 1992." Journal of Euromarketing 2, no. 4 (1993): 87–100. http://dx.doi.org/10.1300/j037v02n04_06.

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23

Driscoll, Angie M., and Stanley J. Paliwoda. "Dimensionalizing international market entry mode choice." Journal of Marketing Management 13, no. 1-3 (1997): 57–87. http://dx.doi.org/10.1080/0267257x.1997.9964459.

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24

Salehi Sadaghiani, Jamshid, Nabi Allah Dehghan, and Kambiz Navabi Zand. "Impact Of International Market Entry Strategy On Export Performance." Journal of Mathematics and Computer Science 03, no. 01 (2011): 53–70. http://dx.doi.org/10.22436/jmcs.03.01.05.

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25

Young-Ryeol Park and 김필수. "A Historical Approach of BMW's Korean Market Entry Strategy." Review of Business History 30, no. 4 (2015): 91–118. http://dx.doi.org/10.22629/kabh.2015.30.4.005.

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26

Moon, Chang Kuen, and Gi-Sung Lee. "PPP/PFI Entry Strategy to the CAPS Electricity Market." INTERNATIONAL BUSINESS REVIEW 15, no. 2 (2011): 27. http://dx.doi.org/10.21739/ibr.2011.06.15.2.27.

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27

Omar, Maktoba, Robert L. Williams, and David Lingelbach. "Global brand market‐entry strategy to manage corporate reputation." Journal of Product & Brand Management 18, no. 3 (2009): 177–87. http://dx.doi.org/10.1108/10610420910957807.

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28

Pehrsson, Anders. "Strategy competence: a successful approach to international market entry." Management Decision 42, no. 6 (2004): 758–68. http://dx.doi.org/10.1108/00251740410542320.

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29

Narasimhan, Chakravarthi, and Z. John Zhang. "Market Entry Strategy Under Firm Heterogeneity and Asymmetric Payoffs." Marketing Science 19, no. 4 (2000): 313–27. http://dx.doi.org/10.1287/mksc.19.4.313.11790.

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30

Taylor Sims, J. "JAPANESE MARKET ENTRY STRATEGY AT WORK: KOMATSU vs. CATERPILLAR." International Marketing Review 3, no. 3 (1986): 21–32. http://dx.doi.org/10.1108/eb008308.

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31

De Castro, Julio O., and James J. Chrisman. "Order of market entry, competitive strategy, and financial performance." Journal of Business Research 33, no. 2 (1995): 165–77. http://dx.doi.org/10.1016/0148-2963(94)00066-n.

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32

Döring, Maik. "Planning a market exit strategy for manufacturers of consumer goods when entering foreign markets." Central European Review of Economics and Management 1, no. 1 (2017): 7. http://dx.doi.org/10.29015/cerem.90.

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Aim: The internal market for manufacturers of consumer products companies is often too small in order to grant long-term success. Therefore, companies expand and enter foreign markets. This paper presents a planning process for market penetration for the selected foreign market, which will show the possibility of a withdrawal and shows also whether an exit scenario is planned by manufacturers of consumer products and when companies tend to think about a market exit.Design / Research methods: First, the literature was studied. Based on this, hypothesis were prepared. This was followed by a tele

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33

Green, Donna H., Donald W. Barclay, and Adrian B. Ryans. "Entry Strategy and Long-Term Performance: Conceptualization and Empirical Examination." Journal of Marketing 59, no. 4 (1995): 1–16. http://dx.doi.org/10.1177/002224299505900401.

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A product entry strategy—the timing of entry, the magnitude of investment at entry, and the area of competitive emphasis at entry—affects long-term performance in the marketplace. The authors develop the Entry Strategy Performance Model (ESPM) and propose an encompassing framework for product entry strategy research. They empirically test a research model derived from the ESPM through an examination and replication in the microcomputer software market. The authors’ significant findings are that initial competitive positioning and media coverage (an atypical market characteristic) drive long-te

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34

Kang, Tae-Sun, Young-Hee Ko, and Dong-Sung Cho. "Market Entry Strategy of BlackYak in the US Outdoor Market: The M&A Strategy of Nau." Korea International Trade Research Institute 12, no. 5 (2016): 249–66. http://dx.doi.org/10.16980/jitc.12.5.201610.249.

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35

Ren, Charlotte. "Product variety strategy after rivals exit: preexisting market structure and new market entry." Academy of Management Proceedings 2013, no. 1 (2013): 14972. http://dx.doi.org/10.5465/ambpp.2013.14972abstract.

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36

Helm, Roland. "Market commitment, export market entry strategy and success: conceptual framework and empirical examination." International Journal of Globalisation and Small Business 1, no. 1 (2004): 58. http://dx.doi.org/10.1504/ijgsb.2004.005618.

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37

Niemans, Jan. "Market‐Entry Approaches for Central Europe." Journal of Business Strategy 14, no. 2 (1993): 26–32. http://dx.doi.org/10.1108/eb039543.

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38

Park, Kwang-Seo. "A Study on Korean Firms' Entry Strategy into Indian Market." INTERNATIONAL BUSINESS REVIEW 8, no. 1 (2004): 15. http://dx.doi.org/10.21739/ibr.2004.06.8.1.15.

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39

Takam, Mergel Johlio, and Byung-Jin Park. "Entry Strategy of Korean Construction SMEs in the African Market." INTERNATIONAL BUSINESS REVIEW 19, no. 3 (2015): 57. http://dx.doi.org/10.21739/ibr.2015.09.19.3.57.

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40

ChoiChangBeom. "Korean Firm's Entry Strategy for the Chinese E-Commerce Market." KOREA INTERNATIONAL COMMERCIAL REVIEW 23, no. 4 (2008): 209–31. http://dx.doi.org/10.18104/kaic.23.4.200812.209.

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41

Tayar, Mark, and Robert Jack. "Prestige-oriented market entry strategy: the case of Australian universities." Journal of Higher Education Policy and Management 35, no. 2 (2013): 153–66. http://dx.doi.org/10.1080/1360080x.2013.775924.

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42

Vignali, Claudio, and Sue Curland. "Liquid Applepie: Market Entry Strategy for a New Lifestyle Drink." Journal of Food Products Marketing 14, no. 2 (2008): 3–15. http://dx.doi.org/10.1080/10454440801918168.

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43

Johanson, Martin, and Jan Johanson. "Turbulence, discovery and foreign market entry: A longitudinal study of an entry into the Russian market." Management International Review 46, no. 2 (2006): 179–205. http://dx.doi.org/10.1007/s11575-006-0044-3.

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44

Kim, Gwang Seok, and Young Hoon Lee. "Speed and Sustainability When Entering New Market." Sustainability 13, no. 22 (2021): 12458. http://dx.doi.org/10.3390/su132212458.

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When constructing a factory to enter new markets, the optimal size to respond to demand is determined by the construction time. Hyundai Motor Company (Hyundai), on the other hand, standardizes the size of its factories to speed up the entry and response to demand. The Hyundai’s entry mode, called SPEED, is modeled as a strategy. The strategy is evaluated of excellence with capacity expansion rules formalized, key parameters identified, and mathematical programming. The SPEED strategy is suited for market followers who want to enter a midscale or mature market in terms of business excellence an

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45

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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46

Kovalchuk, Lyudmila. "Entry of Trans-Baikal Enterprises into Chinese Markets: the Problem of Formulating an Effective Marketing Strategy." Bulletin of Baikal State University 30, no. 3 (2020): 433–39. http://dx.doi.org/10.17150/2500-2759.2020.30(3).433-439.

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In terms of science, entry of an enterprise into a foreign market is a problem of internationalization. Investigation of this issue over the past decades has allowed us to form a scientific base, which represents the process of internationalization of a national company as a complex process that includes both organizational and marketing aspects. In particular, success of an entry is ensured by taking into account the needs of foreign customers, as well as passing through a number of stages, accompanied by the identification of peculiarities of the foreign market and the accumulation of experi

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47

Sinha, R. K., and C. H. Noble. "A Model of Market Entry in an Emerging Technology Market." IEEE Transactions on Engineering Management 52, no. 2 (2005): 186–98. http://dx.doi.org/10.1109/tem.2005.844467.

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48

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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49

Pehrsson, Anders. "Application of the PSE model for market entry: Ericsson enters the US market." Business Strategy Series 9, no. 4 (2008): 168–75. http://dx.doi.org/10.1108/17515630810891834.

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50

Chintakananda, Asda, and David P. McIntyre. "Market Entry in the Presence of Network Effects." Journal of Management 40, no. 6 (2011): 1535–57. http://dx.doi.org/10.1177/0149206311429861.

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