International Market Entry Strategy

Purpose
The purpose of this paper is to comprehensively explore marketing issues for foreign industrial companies of large, small and medium size entering emerging markets (EMs), particularly transition economies in Eastern Europe. The vast majority of current studies about emerging markets focus only on defining suitable strategies related to large consumer goods corporations.

Design/methodology/approach
The research adopted a multiple case study approach. Five Italian companies belonging to different business-to-business industries that have entered emerging countries in Eastern Europe were selected for investigation.

Findings
Empirical analysis uncovered recurring issues related to: institutional factors causing market uncertainty and instability; difficulties in building a sales network; a need for product adaptation to guarantee satisfactory performance; choices related to communication, branding and trade fairs; and considerations about competition and first mover advantage. Results can be interpreted as an extension of the analysis of institutional voids by Khanna and Palepu (1997).

Research limitations/implications
The study is based on the analysis of five case studies of companies operating in specific emerging markets, namely in Eastern Europe Countries (EEc) Further research based on different samples and different emerging countries is needed before generalizing results.

Practical implications
The study shows that the main institutional void affecting business-to-business companies entering emerging markets (EEc) is the lack of locally developed sales and after-sales networks. This institutional void slows the entry process of business-to-business companies in EMs. Given these constraints, from the perspective of business-to-business SMEs, it may be fruitful to pursue niche positioning in EMs.

Originality/value
The study analyzes emerging markets opportunities and entry strategies from the business-to-business marketing perspective, uncovering the most critical issues.

Using objective measures of investor protections in 170 countries, I establish that the level of investor protection matters for cross-country differences in GDP growth: countries with stronger protections tend to grow faster than those with poor investor protections.

In the process of globalization, enterprises often choose to penetrate international markets in order to improve their competitiveness and develop their market share in foreign markets. The process of international economic integration in the context of rapid development of science and technology is opening up many opportunities as well as challenges for all countries in the world, especially for developing countries such as Vietnam. There are different methods to enter a foreign market, and each of them represents certain level of penetration in international market. In addition to the benefits gained during the market penetration, enterprises also encounter certain disadvantages such as time to recover profits from investment, competitors in the market, product quality and source capital.

This study focuses on Australian top 20 universities' market entry strategies for expanding into developing Asian countries such as People's Republic of China, India and Southeast Asian region. In order to understand the foreign market entry strategies, it is extremely important to analyse the key literature focusing on the internationalization of higher education as well as the factors behind the recent rise in internationalization activities in higher education. This study also provides a sight of internationalization of Australian universities in recent past. Then, the literature will be reviewed to understand market entry strategies of higher education sector. This study seeks to add to the existing literature on the market entry aspect of internationalizing higher education and how different strategies are chosen over others in particular case studies will be explored too.

This chapter appeared in a book looking at outward investment by Australian firms. We explore the growth of shopping centre giant Westfield into one of Australia's most successful multinationals. We identify a series of firm-specific advantages the firm has leveraged into international markets. We argue that the firm benefitted from its experience of certain aspects of the Australian busienss environment, and that these have proven particularly transferable to the USA.

The international marketing plan for Jatra, a manufacturer and retailer of rickshaw art homeware, furniture and home decor products from Bangladesh, discusses the market entry strategy in Singapore. This term paper was done as part of my MBA program.

This was the final assignment for Etihad airways. The topics covered were:
STRATEGIC ACQUISITION AND RESTRUCTURING; Mergers and Acquisitions; RESTRUCTURING; Air Berlin; Air Seychelles; Air Serbia; Global Strategy; Sources of Competitive Advantage from a Global Strategy; Domestic versus Global market; Domestic market; Global market; International strategy; Transnational Strategy; International entry mode; -  Licensing; Strategic Alliances; Acquisition; Strategic alliances of Etihad; 1) Joint ventures 2) Equity strategic alliances 3) Non-equity strategic alliance; International cooperative strategy; Network cooperative strategies;

The paper examines the host country-specific factors as determinants of hotel chains’ market presence in a destination. Three types of hotel chains’ market presence are identified – absolute market presence (number of chain affiliated hotels/rooms), relative market presence (share of affiliated hotels/rooms in the total number of hotels/rooms in a destination) and market presence intensity (number of affiliated hotels/rooms per 1000 people). The impact of the following country-specific factors on hotel chains’ market presence is investigated: size of hotel industry, average capacity of hotels, size of tourism sector, importance of tourism for the economy, population size, economy size, wealth of local population, level of globalisation, destination competitiveness, human development, geographic location, least developed country status and OECD membership. The sample includes 116 countries. We find that the factors of country choice that prior literature has identified as important o...

The basic management process for every business consists of (l) defining the purpose or mission of the business, (2) developing a set of corporate objectives, (3) formulating a corporate strategy, (4) implementing the strategy, and (5) evaluating and monitoring the strategy to determine if changes are needed in any of the preceding steps. This process is very fundamental for businesses desiring to be sustainable. An understanding of it, gives the business executive a forecast of the future business trends. It also serves as a guide for possible business actions which may catalyze the enterprise to greatness or hinder its progress.

In this report, future market entry strategy for Starbucks to an emerging market will be discussed thoroughly. Firstly, an emerging market will be identified. Secondly, environment of that particular country will be analysed critically. Finally, a market entry strategy or plan will be proposed based on analysis.

Using a resource-based view model, this paper examines the main factors influencing Small and Medium-Sized Enterprise (SME) international entry mode selection. In addition, a possible relationship between firms belonging to industrial districts and the entry mode choice has been verified. Data for the analysis of this study were collected interviewing 221 owners/managers of SMEs in Italy. Results showed that entry mode decisions are mainly influenced by firm specific factors. Furthermore, the study does not support the hypothesis of a connection between the firm's belonging to an industrial district and firms' behavior in entry mode selection. This study has made it possible to detect by a resource-based perspective the main factors influencing the choice of entry modes.

This article explores the relevance of different entry modes for Danish exporting small and medium enterprises (SMEs). Internal and external resources that influence the choice of entry modes into the Brazil, Russia, India and China (BRIC) markets are investigated from both a resource-based view (RBV) and a market-based view (MBV). The survey conducted by the University of Southern Denmark in 2012 is based on a sample of 177 Danish SMEs. Our results of this study show that Danish companies entering the BRIC markets mainly prefer low commitment modes. The more traditional internal factors (control, flexibility and risk) were evaluated less important than personnel and financial resources for the BRIC markets. The most important external factor was market potential whereas the trade barriers, cultural distance as well as the political and economical risk are viewed as main obstacles when internationalizing into distant markets. Managers can compensate the loss of control when choosing the lower commitment modes into distant markets by forming business networks and thereby gaining local knowledge.

Firms wishing to expand overseas may opt for a standardization strategy to gain economies of scale and scope and to build a unified brand image with consistent standards. The drawbacks include potentially alienating consumers, misaligned positioning, and the creation of a semi-commoditized market. Alternatively, businesses may adapt their products to meet local customer needs and improve financial performance through customization. However, this may result in duplication of efforts, inconsistent brand identity, and complexity of management. Cultural values and dimensions such as collectivism, attitude toward risk, thrift, consumerism, and high context often influence consumption. Elements impacted on include the purpose and location of consumption, risks taken with product innovations, sharing with others, or post-consumption waste. MNCs should consult secondary sources of information to gain a comprehensive view on the PESTEL and micro-environment in which the firm will operate. For more specific insight on consumer values, consumer behavior, or trade relations, companies can commission qualitative and quantitative research studies at the later stages in country analysis.

This doctoral dissertation focuses on the internationalisation strategies of small and medium-sized enterprises (SMEs) in the United Arab Emirates market, specifically determinants and moderators of foreign market entry mode choice and their corresponding performance. We pay particular attention to types of competitive advantage, firm capabilities and their network ties, as well as the cultural, psychic, institutional, administrative, economic and geographic distance dimensions between a firm’s home and host country. The determinants and moderators regarding the choice of foreign market entry mode and firm performance are also presented in the proposed conceptual model. Research and analytical results are presented in the empirical section, which are also discussed in the conclusion.

Key words: competitive advantage, firm capabilities, network ties, market entry mode, firm performance, cultural distance, psychic distance, geographic distance, host country characteristics

This article analyses the significance of the speed of internationalisation for born global firms (BGFs). In this multiple case study, BGFs are defined as high-tech start-up firms (HSFs) from a small and open economy (SMOPEC) like Switzerland. The theoretical framework consists of the Uppsala internationalisation process model and BGF theory. A sample of 20 subject matter experts (SME) is interviewed. The results of this study show that the significance of the speed of internationalisation of HSFs is considered essential for the survival of HSFs from SMOPECs. Consequently, all SMEs included early and fast internationalisation in their business plans and built their business models accordingly. Biographical notes: Michael Neubert is a faculty member, teaching International Management, of ISM International School in Paris and a lecturer at FH Vorarlberg and Universidad Paraguayo Alemana. He is the CEO of the consulting firm C2NM LLC and an investor in high-tech start-up firms.

A business report on a company interested in joint venture. A report on strategic marketing mix, analysis of General Electrics (GE Matrix) and Boston Consulting Group (BCG Matrix), Market Entry Strategy, International marketing strategy and SWOT Analysis.

This chapter appeared in a book looking at outward investment by Australian firms. I argue that Australia's largest retailers have neglected internationalisation (beyond some incursions into New Zealand) as a growth strategy, chosing instead to diversify across the local retail domain. This choice is partially driven by the relative isolation of the Australian market, and the neglect of this market by large international retailers. The chapter also looks at the experience of four smaller retailers from Australia who have surprisingly large global footprints in niche retail markets.

This article provides an evaluative overview of international management literature, in which the current research accomplishments of early and fast internationalisation of high-tech start-up firms from small and open economies using the example of Switzerland are analysed. The author puts a special emphasis on how born-global firms from small and open economies might use traditional internationalisation theories like the Uppsala internationalisation process model to acquire new clients in new foreign markets early and fast after their incorporation. The article discusses convergent and divergent findings in terms of conceptual and empirical issues and set forth areas for future qualitative and quantitative research.

"Globalization by definition involves trans-boundary activities.  Globalization frequently    translates into creation of new construction markets. Focusing on the entry timing is one of the important    dimensions of the process of internationalization of Malaysian construction firms. In securing the position in the international market, Malaysian construction companies need to consider the influence of numerous fac- tors both internal and external to the company in deciding when to enter a market. The main objective of this paper is to explain the timing of entry and factors involved in the entry timing decision making in internation- alization process of Malaysian construction companies. Questionnaires were sent to 95 Class A and Grade 7 contractors based on the Construction Industry Development Board of Malaysia list to enquire about their opinions on the strategic entry timing in penetrating foreign markets. Empirical result on the entry informa- tion of Malaysian construction firms show that firms with medium level of internalization capabilities and re- sources are likely to enter this new market with late entry as their entry timing decision. However, construc- tion firms with many  experience, huge resources and great capability and expertise will decide to enter a foreign market earlier. The findings also indicate that firm’s capabilities, firm’s resources availability and market environment are the most influential factors involved in market entry decision making. Increasing firm’s performance, firm’s relationship with host country and increasing success rate are the most important criteria’s in firm’s capabilities. Whilst  satisfying capital requirement, lowering risk and more flexibility in decision making are the important factor in firm’s resources availability. Moreover, political stability of host country, status competitor in host country and economic system in host country are the most important factor in market environment. This study is of          relevance to Malaysian companies as it systematically highlights the factors that affect entry timing decision making for the benefits of Malaysian construction companies who are considering expanding into foreign    construction market. This study has shown that the possibility of Malaysian construction firms to be recognised as global players are expected to increase near the future if they can plan an excellent entry timing decision making and get involve in international construction industry that flourishing in every part of the world today. 
KEYWORDS:  International Construction, Entry Timing, Malaysian Construction Firms "

The mobile communication industry is one of the most important industries, because it contributes almost five percent to the global GDP and provides the platform for most technological innovations like internet of things (IoT) or digitalization. The purpose of this qualitative, multiple-case study is to explore the internationalization patterns of the four major European mobile network operators (MNO) Deutsche Telekom, Orange, Vodafone, and Telefonica using the Uppsala Internationalization Process Model (UIPM) and the cultural, administrative, geographical, and economic distance (CAGE) distance framework as conceptual frameworks. The findings suggest that European MNOs opt for an active market entry strategy while using a “buy” market entry form to benefit from business opportunities in foreign markets with a high administrative and political proximity and identified government ownership as an impact factor on the speed of internationalization. These findings confirm and add to the current research about MNO’s internationalization patterns and offer important insights for practitioners. There is a need for additional research with other case study firms to replicate the research findings and quantitative methods to strengthen their generalizability. Decarli, Massimiliano and Neubert, Michael, Internationalization Patterns of European Mobile Network Operators (February 8, 2021).

Purpose-This study aims to investigate the entrance of Chinese-based Alipay's mobile-payment (m-payment) technology into Malaysia. Malaysia allowed this entry of the first foreign m-payment company because it would allow Chinese tourists spending while they are visiting Malaysia. It will view this entrance from a Malaysian perspective. Design/methodology/approach-The views of Malaysian players (Bank Negara Malaysia officers, three Malaysian banks' officers, Alipay-Malaysia officers, airport section manager, convenience store manager and airport store sales executive) were sought via qualitative interview concerning Alipay's entry into the Malaysian market. Respondents who had relevant knowledge and/or were involved in Alipay m-payment technology development in Malaysia were contacted, while there remainder were obtained by snowballing. Secondary data was collected from Bank Negara Malaysia's policy, three Malaysian banks' reports, the Alipay-Malaysia public statements and the Airport and Convenience Store reports. Triangulation using primary and secondary data was used to safeguard the validity and reliability of the outcomes. Findings-The entry strategy used by Alipay was different from those reported in previous studies. The establishment of Alipay-Malaysia was the first element of the "mode of entry" gaining pioneer status in Malaysia. The next stage was gaining support from Bank Negara Malaysia-Malaysian Central Bank and three Malaysian banks (Maybank, Public Bank and CIMB) through collaborative ventures with Alipay-Malaysia Sdn. Bhd., leading to acceptance nationwide by local merchants. The key driver of acceptance being Chinese outbound tourists in Malaysia. Research limitations/implications-This case study was conducted during the early implementation of Alipay in Malaysia from 2015 until April 2019. During this period, there were challenges due to the lack of primary data. These were overcome by the support from the respondents and the secondary data. Practical implications-This study contributes to insights from a different entry strategy that used tourism as a leading force. This can give guidance to other m-payment service providers or other countries as m-payment technology recipient about "market entry strategy" and "modes of entry" following Alipay's approach. Originality/value-To date, no study has been conducted to investigate the nature of Alipay m-payment in Malaysia. This qualitative study has examined the new phenomenon regarding how Alipay entered the Malaysian market. Moreover, this study can also contribute new insights into the existing theory of "market entry strategy" in terms of Alipay's tourist-based approach.

This chapter appeared in a book looking at outward investment by Australian firms. We explore the growth of shopping centre giant Westfield into one of Australia's most successful multinationals. We identify a series of firm-specific advantages the firm has leveraged into international markets. We argue that the firm benefitted from its experience of certain aspects of the Australian busienss environment, and that these have proven particularly transferable to the USA.

“The CEO of your firm has approached you with the new strategic plan. One key strategic thrust is to take your product (tangible specialty product/mid tech) and introduce it into an emerging market (India). One KSF is to maintain current margins while not compromising quality. A U.S. “process” (not product) patents exist on the entire product line. The primary competitor is located in Asia.
In today's complex global business environment, what will be required to make this transition successful? Which strategy would you pursue? What are the risks? Use the readings to solidify your position” (Benedictine, 2014)!
“Companies electing to expand to international markets must consider five factors when evaluating strategy options: (1) cross-country variation in factors that affect industry competitiveness, (2) location-based drivers regarding where to conduct different value chain activities, (3) varying political and economic risks, (4) potential shifts in exchange rates, and (5) differences in cultural, demographic, and market conditions” (Gamble, Peteraf, Strickland & Thompson, 2012, p. 241).

Purpose – The purpose of this paper is to analyse the foreign direct investment (FDI) strategies of manufacturing firms in Ghana using the eclectic model in order to understand how ownership, location and internalization factors impact FDI to developing countries like Ghana.
Design/methodology/approach – The authors use a quantitative methodology in order to statistically explore the relationships between dependent and independent variables. The data comes from a sample of
75 multinational enterprises that invested in the manufacturing sector between 1994 and 2008.
Findings – The results reveal that large firm size, extensive international experience and large market size lead to the choice of acquisition mode of entry, while high cultural distance, high country risk, high proprietary assets and incentives lead to the choice of greenfield mode in the context of Ghana.
Research limitations/implications – The results imply that the different economic, business and legal (locational) conditions of developing countries create different FDI strategies and paths of companies compared to developed markets.
Practical implications – Policy makers in developing countries should make efforts to improve market size, the institutional and regulatory environment, as well as the availability of human capital
in order to attract FDI.
Originality/value – FDI studies have mainly analysed establishment mode strategies of firms in advanced markets. There is an increasing amount of research on FDI in emerging markets but very little on developing countries and African markets. Therefore, this study enables the authors to develop implications for existing theory and generate practical implications for firms and policy makers related to African and developing country markets.
Keywords Africa, Developing countries, Ghana, Eclectic paradigm, Establishment mode, Foreign direct investment

La selección del modo de entrada en los mercados exteriores es una decisión clave en la estrategia de internacionalización de la empresa. A los factores de influencia tradicionalmente estudiados por la literatura respecto a la toma de decisión sobre métodos de entrada, el presente trabajo incorpora nuevas variables de tipo empresarial que amplían la perspectiva de análisis y mejoran su comprensión, como son la cooperación, la percepción empresarial de los problemas en la internacionalización o la planificación del marketing internacional.

Recent literature tried to explain the Indian growth miracle in different ways, ranging from trade liberalization to industrial reforms. Using data on Indian manufacturing firms, this paper analyzes the relationship between firm's productivity and export market participation during 1991–2004. While it provides evidence of the self-selection hypothesis by showing that more productive firms become exporters, the results do not show that entry into export markets enhances productivity. The paper examines the explanation of self selection hypothesis for total factor productivity differences across 33,510 exporting and non-exporting firms. It uses propensity score matching to test the learning-by-exporting hypothesis. In line with the prediction of recent heterogeneous firm models of international trade, the main finding of the paper is: more productive firms become exporters but it is not the case that learning by exporting is a channel fuelling growth in Indian manufacturing.

Using a resource-based view model, this paper examines the main factors influencing small and medium-sized enterprise (SME) international entry mode selection. In addition, a possible relationship between firms belonging to industrial districts and the entry mode choice has been verified. Data for the analysis of this study were collected interviewing 221 owners/managers of SMEs in Italy. Results showed that entry mode decisions are mainly influenced by firm specific factors. Furthermore, the study does not support the hypothesis of a connection between the firm’s belonging to an industrial district and firms’ behavior in entry mode selection. This study has made it possible to detect by a resource-based perspective the main factors influencing the choice of entry modes.

This article explores the relevance of different entry modes for Danish exporting small and medium enterprises (SMEs). Internal and external resources that influence the choice of entry modes into the Brazil, Russia, India and China (BRIC) markets are investigated from both a resource-based view (RBV) and a market-based view (MBV). The survey conducted by the University of Southern Denmark in 2012 is based on a sample of 177 Danish SMEs. Our results of this study show that Danish companies entering the BRIC markets mainly prefer low commitment modes. The more traditional internal factors (control, flexibility and risk) were evaluated less important than personnel and financial resources for the BRIC markets. The most important external factor was market potential whereas the trade barriers, cultural distance as well as the political and economical risk are viewed as main obstacles when internationalizing into distant markets. Managers can compensate the loss of control when choosing the lower commitment modes into distant markets by forming business networks and thereby gaining local knowledge.

This article is an in-depth case study examining a foreign firm deploying Cross-border E-commerce as an entry mode to the Chinese market, integrating services provided by a major technology provider and a leading marketplace platform. Selecting which foreign market entry mode is an important internationalization strategic decision of firms and could have a considerable impact on the firm's performance. The CBEC mode emerges as a plausible choice: e-commerce has grown rapidly in many markets, particularly in China. Additionally, foreign firms face high transaction costs due to unfamiliar consumer behavior and institutional barriers. It is especially difficult for SMEs. This study deploys transaction cost theory as the underpinning framework to explain the motivations for selecting a CBEC entry mode. The findings suggest that CBEC could reduce uncertainties and opportunistic behaviors, while increasing trust. Foreign firms could lower their asset investment in physical shops, staff requirements and training, logistics and warehousing: these supports are provided by marketplace platforms. This new entry mode also takes advantage of the involvement and the dependency of intermediaries. In addition to providing market knowledge, technology providers help to build trust and reduce risks and thereby transaction costs, despite the high transaction frequency of e-commerce.

Plantation sub-sector is dominant as a source of foreign exchange through export and import activities, with a contribution to GDP of 3.47%, where one of the commodities is rubber type sheet. The area of natural rubber plantations in Central Kalimantan Province in 2017 was 351,992.19 hectares with production reaching 127,556.42 tons. The development of the amount of rubber production is inseparable from the stimulation of rubber sheet prices on the international market. Rubber sheet prices fluctuate with a downward trend. There are differences in changes in farm-level rubber sheet prices and changes in factory-level rubber sheet prices. Based on the demand factor, the price of sheet rubber should remain high because the level of demand tends to increase, but in fact the price of sheet rubber tends to fluctuate. This shows that there are other factors that also affect the price of sheet rubber in Central Kalimantan Province

The aim of the research was to understand the characteristics of trade relations between Turkey and Western Balkans, and reveal the most preferred entry modes between Turkey and Western Balkans. The main entry modes examined in the study were: export, foreign direct investment, joint venture, licensing, and franchising. One Turkish company, one Albanian company, and one Kosovan company were included to the research in order to analyze the trade relations between Turkey and Western Balkans. Convenience sampling technique was used in selecting these companies which have already had trade relations. Structured online interview technique was used as a data collection method, and two employees from each company were interviewed online. Findings showed that the most preferred entry mode between Turkey and Albania and Kosovo is exporting. Except exporting; joint venture, franchising, and licensing agreements are preferred mostly. Özet Bu çalışmanın amacı, Türkiye ve Batı Balkanlar arasındaki ticaret ilişkilerinin özelliklerini anlamak ve Türkiye ile Batı Balkan ülkeleri arasında en çok tercih edilen giriş şekillerini tespit etmektir. Çalışmada incelenen başlıca giriş şekilleri şunlardır: ihracat, doğrudan yabancı yatırım, ortak girişim, lisanslama ve franchising. Türkiye ve Batı Balkanlar arasındaki ticaret ilişkilerini analiz etmek için Türkiye'den, Arnavutluk'tan ve Kosova'dan birer firma araştırmaya dahil edilmiştir. Hâlihazırda ticaret ilişkileri bulunan bu firmaların seçiminde kolayda örnekleme yöntemi kullanılmıştır. Veri toplama yöntemi olarak yapılandırılmış online görüşme tekniği kullanılmıştır ve her firmadan iki çalışan ile online görüşme yapılmıştır. Bulgulara göre; Türkiye ile Arnavutluk ve Kosova arasında en çok tercih edilen giriş şekli ihracattır. İhracat dışında çoğunlukla ortak girişim, franchising ve lisans anlaşmaları tercih edilmektedir.

The aim of this paper is to analyse the role of the speed of internationalisation in terms of the economic performance of born global firms. To that end, this research analyses whether the speed of market entry influences the firms' capacity to develop marketing capabilities. Moreover, this work also analyses the way in which the marketing capabilities of these firms determine their international strategy and their financial performance and how the international precocity influences these firms' choice of entry mode. The results obtained support all the hypotheses formulated in a sample of Spanish born global firms.