Artículos de revistas: "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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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 “market development” entry, while the retailer’s exclusive entry or joint entry mode can achieve “dual benefit” entry under certain conditions; and (2) both the manufacturer and the retailer prefer the joint entry mode. It is the only Nash equilibrium. Monopoly firms dominating the new market may not be profitable all the time. Appropriate competition can bring about a win-win situation. These results provide theoretical proof for the preference and rationality of the rural market entry mode in the Chinese household appliance industry and of the overseas market entry mode for international enterprises.

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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 condense three sets of hypotheses on the relationships among experiential knowledge and entry strategy, network knowledge redundancy, entry strategy and serendipity.Design/methodology/approachThe authors confront the study’s hypotheses with data collected on-site at 168 Swedish firms covering 234 opportunities, and to test the hypotheses, the authors ran ordinary least squares (OLS) regression tests in three steps.FindingsThe results of the study’s analysis reveal that experiential knowledge and network knowledge redundancy both lead to a logic based on rigid planning and systematic search, which in turn reduces the likelihood that serendipitous opportunities will be realized in the foreign market entry process.Originality/valueThis is the first study that develops a measure of opportunities that are the outcome of serendipitous events. In addition, the authors integrate network and learning theories and internationalization theory by establishing antecedents to, and outcomes of, the entry strategy.

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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 cost approach (TCA). Findings The authors identified that financial and diplomatic support provided by the Chinese Government has reinforced internationalization in groups, thereby minimizing some structural risks in host countries. Pre-operational and operating costs have been lowered or shared among group members, and weighted average cost of capital has dropped due to the availability of specific funding lines with subsidized interest rates. Research limitations/implications Given the lack of available literature on the topic, the authors based their study of the collective internationalization of Chinese firms on very few cases, most of which represent market entry in African countries. Practical implications The study calls attention to a new, more efficient and less risky characteristic of international entry modes, which implies that companies can reap multiple benefits by entering markets in global groups. Originality/value As literature addressing market entry modes focuses mostly on individual enterprises, this paper contributes to the identification of advantages in collective internationalization.

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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 an international market. The companies that participated in this exploratory study have growing exportation levels within the non-traditional sector. The results allow to appreciate exporters employing entry strategies with low levels of integration, and predominantly prefer low-risk markets and high resemblance to the Peruvian market, with regards to cultural affinity and business behavior.

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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 from the RecordFarm database. Findings The study identifies two important early stage characteristics for a business platform to be successful: the core users’ activities on the platform are a critical element for the network’s expansion and usage, and user relationships are more important than user contents on the digital platform. Originality/value This study confirms that organic interactions through active behaviours, such as visit frequency, uploading contents, and comment activities, are core elements for a successful digital platform to settle in the market early in the face of the difficulties of a two-sided market.

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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 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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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 flows dynamics, the authors first test a conjecture that later entrants in the ETF markets face a disadvantage in competition for fund flows. Then, they test whether competitive pressure can be successfully overcome by lowering expenses charged to ETF investors. The results suggest that, though it is not necessary to be a first entrant in a fund category to enjoy competitive advantage, an earlier market entry is beneficial for attracting fund flows. It is also found that later entrants’ to the ETF market successfully use the strategy of reducing their expense ratios. Firms with lower net expense ratios obtain greater investment, as evidenced by greater capitalization and market share, supporting our intuition that investors may acknowledge the merits of low-cost ETFs.

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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-making managers from US companies that have an interest in entering the Cuban market. A final sample of 81 US managers accepted to collaborate. They were then split into two groups (high and low EO; with 41 and 35 managers in each group, respectively) and compared regarding three variables: entry mode strategy, government affiliation strategy, and performance outcomes.FindingsThe results show that EO is related with performance, but not with the two proposed variables of entry mode and government affiliation.Originality/valueIn sum, the added value of the paper is to link US managers’ strategies and performance in a newly liberalized market which has been seldom studied: Cuba. The fields of entry mode strategies and government affiliation decisions in this newly liberalized market remain poorly investigated. Not all firms managed by highly entrepreneurial-orientated managers will decide to enter foreign markets and, on the contrary, domestic firms which are not interested in international markets can be run by highly entrepreneurial managers. This is due, in part, to the fact that internationalization can be driven by other factors. Therefore, this paper will attempt to demonstrate if certain entry modes will perform better than others when the foreign market is a newly liberalized economy. Additionally, the importance, and effect, of governmental relationships on performance outcomes will be tested within the research.

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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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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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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 telephone survey of decision-makers from German manufacturers of the consumer products companies. Conclusions / findings: A planning process for market penetration was developed, which shows next to the market entry also the market exit. Additional this paper shows that manufacturers of consumer products companies can be better prepared for a market exit than companies without an exit strategy, in particular, if the manufacturer sets out relevant economic parameters for the foreign market which determine whether to remain in the market or leave.Originality / value of the article: When analysing literature on planning processes for market entry, it becomes clear that an exit strategy is not planned. This may indicate that the authors did not consider a market exit and/or anticipate this as a worst case in their market entry assumption.Implications of the research: The last market entry of the surveyed companies usually occurred recently. For market exit results to be determined, a further consultation of the companies examined should be undertaken over a longer period of time.

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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-term performance.

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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 and more sustainable throughout the factory’s life cycle on the side of sustainability. Shorter construction times, as a result of the SPEED strategy, can help to prevent environmental damage while also standardization can increase job prospects for local workers.

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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 experience necessary for promotion on the international market. The entry of Trans-Baikal Territory into the Far Eastern Federal District and the opportunity to use additional benefits for business that has arisen opens up great opportunities for entrepreneurs to create new products, introduce new technologies, reduce costs and, thus, open up prospects for promotion on foreign markets. From the point of view of international business theories, the start of operation in foreign markets should be connected with the markets of neighboring countries. For the manufacturers of Trans-Baikal Territory, China is such a market. At the same time, its attractiveness is determined by a number of market factors. Consideration of these factors makes it necessary to develop an international marketing complex for each exporter. The problem is that most of the exporting enterprises representing small and medium-sized businesses lack experience and financial capabilities to develop an international marketing mix. The article shows the possibilities of solving the problem, taking into account the characteristics of the Chinese market. The most promising areas for the development of international business are the production of agricultural and food products. The national project «International Cooperation and Export» allows using the competitive advantages of the Trans-Baikal producers and provides them with a sufficiently strong position in the future.

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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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Artículos de revistas sobre el tema "Market entry strategy"

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