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Journal articles on the topic 'Market Entry'

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Published: 4 June 2021

Last updated: 1 June 2024

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1

Bolger, Fergus, Briony D. Pulford, and Andrew M. Colman. "Market Entry Decisions." Experimental Psychology 55, no. 2 (January 2008): 113–20. http://dx.doi.org/10.1027/1618-3169.55.2.113.

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Abstract. In a market entry game, the number of entrants usually approaches game-theoretic equilibrium quickly, but in real-world markets business start-ups typically exceed market capacity, resulting in chronically high failure rates and suboptimal industry profits. Excessive entry has been attributed to overconfidence arising when expected payoffs depend partly on skill. In an experimental test of this hypothesis, 96 participants played 24 rounds of a market entry game, with expected payoffs dependent partly on skill on half the rounds, after their confidence was manipulated and measured. The results provide direct support for the hypothesis that high levels of confidence are largely responsible for excessive entry, and they suggest that absolute confidence, independent of interpersonal comparison, rather than confidence about one's abilities relative to others, drives excessive entry decisions when skill is involved.

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2

Karakaya, Fahri, and Michael J. Stahl. "Barriers to Entry and Market Entry Decisions in Consumer and Industrial Goods Markets." Journal of Marketing 53, no. 2 (April 1989): 80–91. http://dx.doi.org/10.1177/002224298905300206.

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The authors test six market entry barriers in consumer and industrial markets: cost advantages of incumbents, product differentiation of incumbents, capital requirements, customer switching costs, access to distribution channels, and government policy. They model market entry decisions of 137 executives in 49 major U.S. corporations with a decision-making instrument consisting of 32 market entry opportunities. Each respondent's decisions are modeled by regression analysis. The differences in the importance of the six market entry barriers for early and late entry in consumer and industrial goods markets are investigated. The results indicate that marketing executives consider all six barriers in making market entry decisions. The cost advantages of incumbents are considered to be the most important of the market entry barriers. Major differences also are discovered among the other five barriers. Furthermore, the importance of the barriers differs between consumer and industrial goods markets.

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3

Arai, Koki. "Market Entry in Public Procurement." International Journal of Trade, Economics and Finance 12, no. 4 (August 2021): 99–103. http://dx.doi.org/10.18178/ijtef.2021.12.4.701.

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This study analyzed market entry timing based on the procurement data of construction works of the eight Regional Development Bureaus of Japan’s Ministry of Land, Infrastructure, Transport and Tourism. After reviewing key aspects, a regression analysis was performed on the possible factors leading to entry. We found that when an efficient company enters the market, the number of bids is large and there are many tender participants, regardless of the previous bid rate and predetermined planned price trend.

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4

Moini, Hamid, Frantisek Kalouda, and George Tesar. "Foreign Market Entry." Journal of East-West Business 14, no. 1 (February 5, 2008): 41–64. http://dx.doi.org/10.1300/j097v14n01_03.

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5

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

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6

Lin, Huang. "Choice of Market Entry Mode in Emerging Markets." Journal of Global Marketing 14, no. 1-2 (December 4, 2000): 83–109. http://dx.doi.org/10.1300/j042v14n01_05.

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7

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 (April 1, 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 market. In addition, performance outcomes of different entry modes were measured and correlated with each other. Findings The results identified three major entry modes suitable for a HTSGs market. The three firms differentiated their entry modes by exploiting different entry timings from the earliest to the last and different migration paths including switching, leapfrogging and new entrance path to enter a market. First mover advantage also exists in a HTSGs market, and it was found uniquely that the financial performance denoted by entry mode outcomes was correlated with technological knowledge. Research limitations/implications This study extends the theory of extant entry strategy from general consumer or industrial market to HTSGs market, in which intense competition exits and technological innovation is important. Moreover, this study verified that the causality between early entry and positive performance was also effective in HTSGs market with a shorter duration of early entry advantage. Practical implications This study has managerial implications for firms to establish market entry strategy in HTSGs market and other markets. To become a product leader, a fast follower or a late follower, firms can differentiate their entry mode by adjusting the entry timing and migration path in the context of market and technology. Originality/value This study examined market entry strategies suitable for HTSGs market based on its unique characteristics and extended relevant theory into HTSGs market. Further, an integrated research framework, which explores the market entry mode, was constructed to facilitate further exploration of entry mode into other markets.

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8

Waterson, Michael, and P. A. Geroski. "Market Dynamics and Entry." Economica 60, no. 240 (November 1993): 488. http://dx.doi.org/10.2307/2554576.

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9

Machin, Stephen, and P. A. Geroski. "Market Dynamics and Entry." Economic Journal 104, no. 422 (January 1994): 169. http://dx.doi.org/10.2307/2234691.

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10

Ferguson, William L., and Tamela D. Ferguson. "Strategic Market Entry Project." Risk Management and Insurance Review 14, no. 1 (February 3, 2011): 145–55. http://dx.doi.org/10.1111/j.1540-6296.2010.01191.x.

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11

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

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12

Sharma, D. Deo. "Overseas Market Entry Strategy:." Journal of Global Marketing 2, no. 2 (March 8, 1989): 89–110. http://dx.doi.org/10.1300/j042v02n02_06.

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13

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

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14

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

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15

Markusen, James, and Frank Stähler. "Endogenous market structure and foreign market entry." Review of World Economics 147, no. 2 (December 19, 2010): 195–215. http://dx.doi.org/10.1007/s10290-010-0085-3.

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16

Karakaya, Fahri, and Michael J. Stahl. "Barriers to Entry and Market Entry Decisions in Consumer and Industrial Goods Markets." Journal of Marketing 53, no. 2 (April 1989): 80. http://dx.doi.org/10.2307/1251415.

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17

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

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18

Powell, K. Skylar. "Competition at home and foreign market entry timing." Multinational Business Review 27, no. 1 (April 12, 2019): 99–118. http://dx.doi.org/10.1108/mbr-10-2017-0070.

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PurposeResearch has identified inverted U-shaped relationships between domestic competitive position, often cast in terms of home-country market share or relative profitability, and speed of entry into a foreign market. However, in some industries, firms may be especially attentive and responsive to competition between firms in their local-home market (i.e. sub-national). Hence, this study aims to explore the effect of local-home market competitive intensity on the relationship between a firm’s overall competitive position and speed of entry into a foreign market.Design/methodology/approachData from 114 large US corporate law firms from 1992 through 2008 were used for Cox proportional-hazards regression models to estimate the moderating effect of local-home market competitive intensity on the relationship between relative profitability at the national level and speed of entry (i.e. hazard rate) into China.FindingsLess-dominant firms from highly competitive local-home markets entered China more quickly than less-dominant firms from less-competitive local-home markets. In addition, first-movers from highly competitive local-home markets tended to have more advantageous competitive profiles, as reflected in profitability, than first-movers from less-competitive local-home markets.Originality/valueThis research explores an important contingency in the relationship between a firm’s competitive position at home and timing of entry into a foreign market. Additionally, the results suggest that first-movers from less-competitive local-home markets may face immediate competition from better-positioned first-movers from more competitive locations within the same home market when they enter new markets.

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19

Chipp, Kerry, Albert Wocke, Carola Strandberg, and Manoj Chiba. "Overcoming African institutional voids: market entry with networks." European Business Review 31, no. 3 (May 13, 2019): 304–16. http://dx.doi.org/10.1108/ebr-01-2018-0029.

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Purpose Literature on modes of entry has focussed on firm-level strategies. The predominant theories used are institutional theory and the resource-based view. Using an alternate approach – network theory – this paper aims to demonstrate an additional mode of entry: multiple firms entering together as an extension of an existing loose network, known as a bridging network. The extension of an external network across borders is an appropriate mode of entry in emerging markets, with no pre-existing networks or existing networks within a market that are weak, immature or missing. Design/methodology/approach A conceptual review, which develops four propositions, demonstrating that market entry with bridging networks may be the preferred mode of entry in the presence of institutional voids. Alternative modes may not be viable because of costs and risks associated with overcoming such voids. Findings Existing theory and case examples support the contention that market conditions facilitate firms to enter as networks rather than as singular entities. These conditions are found in markets with institutional voids and explain the dominant form of business groups in many countries and the operation of loose strategic alliances in emerging markets. Network entry facilitates market access speed may allow for local ties to remain undeveloped or be a first step in building in-country networks. Originality/value This paper heeds to the call for a network ecosystem approach to market entry, arguing that firms may enter as a collective in subsistence and emerging markets, which would explain the preponderance of business groups and loose alliances found.

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20

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 (March 27, 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, with a growing coffee consumer base, favorable economic conditions, and low labor costs. Millennials and Gen Zs, a significant demographic, show a strong affinity for coffee, offering a sizable target audience. Lower operating costs enable investment in promotional activities and market research, while government initiatives to boost coffee production provide additional opportunities. Implications: Entering the Bangladeshi market requires Starbucks to tailor its business model to align with local preferences and market dynamics. Strategic considerations include investing in automated systems, understanding local culture, developing customized products and marketing strategies, and fostering strategic alliances with local partners. Originality: This case study provides a comprehensive analysis of Starbucks' potential expansion into Bangladesh, considering both market potential and strategic implications. By addressing the unique challenges and opportunities in the Bangladeshi market, the study offers insights into Starbucks' ability to adapt its business model and sustain growth in diverse global markets.

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21

Blaurock, Ivonne, Noemi Schmitt, and Frank Westerhoff. "Market entry waves and volatility outbursts in stock markets." Journal of Economic Behavior & Organization 153 (September 2018): 19–37. http://dx.doi.org/10.1016/j.jebo.2018.03.022.

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22

Jin, Byoungho, Jae-Eun Chung, Heesoon Yang, and So Won Jeong. "Entry market choices and post-entry growth patterns among born globals in consumer goods sectors." International Marketing Review 35, no. 6 (November 12, 2018): 958–80. http://dx.doi.org/10.1108/imr-11-2015-0243.

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Purpose Contrary to the mainstream born global (BG) perspective, some previous studies report the incremental expansion of BGs. In addition, the reasons behind BGs initiating specific steps, if any, and BGs’ entry market choices are still unknown or rather contrasting. This study views that such contrasting findings may be attributed to the contexts in which BGs operate. Within the context of consumer goods BGs, the purpose of this paper is to examine the entry market choices and post-entry growth patterns, and investigate the underlying reasons. Design/methodology/approach This study adopted in-depth historiographic case research from seven Korean BGs in the consumer goods sector that demonstrated success in internationalization. Multiple sources were used to gather data from each case. A total of 14 interviews, approximately two one-on-one interviews per firm, were the major means of data collection. Findings The findings revealed that first entry market choices among BGs functioned largely as attempts at emergent opportunities. However, after the first wave of entry into countries with available selling opportunities, entry market choice became a simultaneous pursuit of strategic markets and emergent selling opportunities. BGs focusing on image-oriented consumer goods appeared more strategic when entering the world’s leading markets to gain brand reputation. The analyses of internationalization processes revealed three patterns, which collectively implied that each move to the next stage came from a strategic decision to solve the problems related to survival and strategic visions for growth. Originality/value One contribution of this paper is the provision of empirical evidence for entry market choices among consumer goods BGs. The findings suggest that BGs’ entry market choices may not be a simple matter of simultaneous expansion to the world’s lead market. Instead, they may comprise more strategic decision. While previous studies have suggested such evolutionary or path-dependent internationalization processes, this study is among the first to reveal specific growth patterns and the possible reasons behind them.

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23

Mitra, Debanjan, and Peter N. Golder. "Whose Culture Matters? Near-Market Knowledge and Its Impact on Foreign Market Entry Timing." Journal of Marketing Research 39, no. 3 (August 2002): 350–65. http://dx.doi.org/10.1509/jmkr.39.3.350.19112.

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Market entry decisions are some of a firm's most important strategic choices. Although some recent studies have begun to consider the impact of learning and experience on foreign market entry, no study has examined the impact of a firm's own operations in similar markets on subsequent entry decisions. In this study, the authors introduce the concept of near-market knowledge to reflect the knowledge firms generate by operating in markets that are culturally and economically similar. The authors compile extensive data on the complete foreign market entries of 19 multinational firms. They use a hazard model on 722 entry observations to evaluate the impact of the dynamic near-market knowledge measures and other economic and cultural variables on foreign market entry timing. In contrast with much previous research, the authors find that cultural distance from the domestic market is not a significant factor. However, the authors find significant effects for the new measures of near-market cultural and economic knowledge and for several other economic variables as well. The authors discuss the implications of these findings for further research and management practice.

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24

Wilson, Wesley W. "Market choice, entry regulation, and joint production: Market access and market service in motor carrier markets." Review of Industrial Organization 9, no. 6 (December 1994): 791–812. http://dx.doi.org/10.1007/bf01026585.

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25

Boddewyn, Jean J., and Mike W. Peng. "Reciprocity in International Market Entry." Academy of Management Proceedings 2018, no. 1 (August 2018): 12640. http://dx.doi.org/10.5465/ambpp.2018.12640abstract.

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26

Essling, Christian. ""Uncertainty, Flexibility and Market Entry"." Academy of Management Proceedings 2013, no. 1 (January 2013): 11472. http://dx.doi.org/10.5465/ambpp.2013.11472abstract.

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27

Hariskos, Wasilios, Johannes Leder, and Kinneret Teodorescu. "Market Entry Prediction Competition 2010." Games 2, no. 2 (April 12, 2011): 200–208. http://dx.doi.org/10.3390/g2020200.

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28

Tuppura, Anni, Pia Hurmelinna Laukkanen, Ari Jantunen, Kaisu Puumalainen, and Kalevi Kylaheiko. "Winning by timely market entry?" International Journal of Technology Marketing 2, no. 4 (2007): 331. http://dx.doi.org/10.1504/ijtmkt.2007.015749.

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29

Ali, Shaukat, and Hafiz Mirza. "Market-Entry Strategies in Poland -." Journal of East-West Business 3, no. 1 (May 15, 1997): 43–62. http://dx.doi.org/10.1300/j097v03n01_04.

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30

Beverland, Michael. "Relationship Strategies for Market Entry." Journal of East-West Business 7, no. 4 (June 25, 2002): 55–77. http://dx.doi.org/10.1300/j097v07n04_04.

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31

Bruttel, L. V., and J. Glockner. "STRATEGIC BUYERS AND MARKET ENTRY." Journal of Competition Law and Economics 7, no. 2 (January 28, 2011): 381–402. http://dx.doi.org/10.1093/joclec/nhq027.

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32

Bertoletti, Paolo, and Federico Etro. "Preferences, entry, and market structure." RAND Journal of Economics 47, no. 4 (November 2016): 792–821. http://dx.doi.org/10.1111/1756-2171.12155.

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33

Wolbers, Maarten H. J. "Patterns of Labour Market Entry." Acta Sociologica 50, no. 3 (September 2007): 189–210. http://dx.doi.org/10.1177/0001699307080924.

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34

Creusen, Harold, and Arjan Lejour. "Market entry and economic diplomacy." Applied Economics Letters 20, no. 5 (March 2013): 504–7. http://dx.doi.org/10.1080/13504851.2012.714066.

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35

Uusitalo, Outi. "Competitive reactions to market entry." British Food Journal 106, no. 9 (September 2004): 663–72. http://dx.doi.org/10.1108/00070700410558193.

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36

Aslama, Minna, Heikki Hellman, and Tuomo Sauri. "Does Market-Entry Regulation Matter?" Gazette (Leiden, Netherlands) 66, no. 2 (April 2004): 113–32. http://dx.doi.org/10.1177/0016549204041473.

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37

Johanson, Jan, and Jan-Erik Vahlne. "Management of foreign market entry." Scandinavian International Business Review 1, no. 3 (January 1992): 2. http://dx.doi.org/10.1016/0962-9262(92)90002-n.

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38

Johanson, Jan, and Jan-Erik Vahlne. "Management of foreign market entry." Scandinavian International Business Review 1, no. 3 (January 1992): 9–27. http://dx.doi.org/10.1016/0962-9262(92)90008-t.

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39

Niu, Yongge, Lily C. Dong, and Rong Chen. "Market entry barriers in China." Journal of Business Research 65, no. 1 (January 2012): 68–76. http://dx.doi.org/10.1016/j.jbusres.2011.01.018.

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40

Powell, Charles. "Financial barriers to market entry." Journal of Air Transport Management 1, no. 3 (September 1994): 187. http://dx.doi.org/10.1016/0969-6997(94)90044-2.

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41

W., G. "Sheraton's New Mid-Market Entry." Cornell Hotel and Restaurant Administration Quarterly 36, no. 5 (October 1995): 15. http://dx.doi.org/10.1177/001088049503600513.

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42

Gunay, Hikmet. "Strategic delay in market entry." Canadian Journal of Economics/Revue canadienne d'économique 41, no. 3 (July 9, 2008): 998–1014. http://dx.doi.org/10.1111/j.1540-5982.2008.00494.x.

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43

Moseley, Dominic. "Information Needs for Market Entry." Market Research Society. Journal. 38, no. 1 (January 1996): 1–5. http://dx.doi.org/10.1177/147078539603800102.

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44

Wu, Brian, and Anne Marie Knott. "Entrepreneurial Risk and Market Entry." Management Science 52, no. 9 (September 2006): 1315–30. http://dx.doi.org/10.1287/mnsc.1050.0543.

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45

Königbauer, Ingrid. "Advertising and generic market entry." Journal of Health Economics 26, no. 2 (March 2007): 286–305. http://dx.doi.org/10.1016/j.jhealeco.2006.08.008.

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46

Martínez, Paloma Almodóvar, and José Emilio Navas López. "Making foreign market entry decisions." Global Business and Organizational Excellence 28, no. 2 (December 19, 2008): 52–59. http://dx.doi.org/10.1002/joe.20250.

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47

Pitassi, Cristina, and John D. Hey. "Market entry: An experimental investigation." Journal of Socio-Economics 24, no. 1 (March 1995): 21–49. http://dx.doi.org/10.1016/1053-5357(95)90030-6.

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48

Reid, David McHardy, and John Walsh. "Market entry decisions in China." Thunderbird International Business Review 45, no. 3 (April 22, 2003): 289–312. http://dx.doi.org/10.1002/tie.10073.

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49

Chetty, Sylvie, Arto Ojala, and Tanja Leppäaho. "Effectuation and foreign market entry of entrepreneurial firms." European Journal of Marketing 49, no. 9/10 (September 14, 2015): 1436–59. http://dx.doi.org/10.1108/ejm-11-2013-0630.

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Purpose – The purpose of this study is to examine the decision-making process for entrepreneurial firms when entering foreign markets and how and why they entered those markets. Design/methodology/approach – A nascent theory in entrepreneurship called effectuation is combined with internationalization process theory as the conceptual framework to study decision-making under uncertainty. The central concept in both these theories is relationships and how they can be used to gain knowledge and thus reduce uncertainty and in the case of effectuation to co-create opportunities to enter foreign markets. The research design involves a multiple case study of software firms from Finland and New Zealand. Findings – It was found that entrepreneurs differentiate between foreign market selection and foreign market entry during their internationalization process, potentially using different decision-making processes in them. They tend to interweave effectuation and causation logics as substitutes in their decision-making. Uncertainty during foreign market entry is not always a barrier because it can provide opportunities depending on the logic used. In addition, there is evidence that entrepreneurs who have existing relationships in foreign markets tend to use effectuation to select and enter foreign markets. Originality/value – This paper transposes effectuation from its original field of entrepreneurship research to the context of internationalizing entrepreneurial firms. Consequently, it contributes toward understanding the decision-making process for selecting and entering foreign markets.

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50

Kok, Holmer, and Nora Balogh. "Search Heuristics and Market Entry: The Impact of Policy Availability on Novel Market Entry." Academy of Management Proceedings 2020, no. 1 (August 2020): 14287. http://dx.doi.org/10.5465/ambpp.2020.14287abstract.

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