Liquid Applepie: Market Entry Strategy for a New Lifestyle Drink

ABSTRACT

This is a theoretical case which observes the path a small business needs to follow to be successful. It is hoped the company involved will take these conclusions into consideration for future development.

This case study has been conducted in order to understand the theoretical models of international marketing. It determines the key criteria that need to be considered when entering a foreign market. The idea was to develop a market entry strategy for a Polish Vodka manufacturer who wants to enter the Austrian market.

After an analysis of the market and consideration of the situational factors, which are very important for the development of a detailed SWOT analysis, the segmentation, targeting, positioning and finally the selection of the right entry method, including the customer specific marketing tools, have been identified.     

Foreign market entry mode of service firms: The case of U.S. MBA programs

While international expansion has become an important strategic imperative on the part of knowledge intensive service firms such as U.S. business schools, little empirical support is available on how these business schools enter foreign markets. If U.S. based business education programs are expected to prosper in light of the potential onslaught of international competition, expansion to overseas markets will be one of the most sought after options available. A poor choice in market entry strategy, or the lack of international market entry, can result in a negative impact on the educational institution. This research focuses on developing, measuring, and empirically testing a framework of key factors influencing international market entry mode choice of U.S. business schools by using primary data from faculty and administrators of U.S. Master of Business Administration (MBA) schools.     

中国市场进入障碍与经典理论相一致吗?

文章从中国迟缓进入者企业类别中抽选了204个有效样本,检验中国经济环境下进入障碍结构和各个构成类别的重要性.研究显示,中国经济环境主要由三种进入障碍构成,分别是资金、竞争和经营环境,集中反映了14种不利因素.另外,中国经济环境中不存在经典理论普遍认同的最重要的进入障碍--守成者的成本优势,同时发现中国最重要的进入障碍是守成者管理经验.     

Market entry into Africa: Acquisitions and international joint ventures. Studies of foreign firms' market entry strategies,challenges, and performance in Africa

While the interest in investing in Africa is rising, the know‐how of business on the continent is very limited. There have been only recently few special issues focusing on sub‐Saharan Africa in the top international business journals: “Sub‐Saharan Africa at a key inflection point” (Thunderbird International Business Review 2009); “Contemporary developments in the management of human resources in Africa” (Journal of World Business 2011); “Contemporary challenges and opportunities of doing business in Africa” (Journal of Technological Forecasting and Social Change 2016); “Critical perspectives on international business in Africa (Critical Perspectives on International Business 2016); “Strategic Management in Africa (Global Strategy Journal, 2017); and “The internationalization of African firms (Thunderbird International Business Review 2016). The aim of this special issue is to advance understanding of international business in Africa and specifically focus on how foreign firms enter African markets via acquisitions and international joint ventures and extend knowledge of these market entry strategies and performance in Africa for research and for foreign firms intending to, or currently doing business in Africa. This guest editorial provides a summary of the five articles and one book review in this special issue categorized into three broad thematic issues: International joint ventures and acquisitions as market entry strategies in Africa; cross‐border investments of African firms; and theoretical underpinnings.     

Choice of Market Entry Mode in Emerging Markets

Summary

This study explores the antecedents of market entry strategy in emerging markets and examines the market environmental, transaction-specific, competitive strategic factors and organizational capability that influence the choice of market entry mode. Empirical results based on a survey of Japanese companies support the combined relevance of their factors on choice of market entry mode in an emerging market. Although most of the mode of entry research assumes that the firm has the option to choose any entry mode in a given market, this study examines the impact of the factors in the internationalization process of firms. The results suggest that experiential knowledge has an immense impact on the choice of entry mode in China, an emerging market with high environmental uncertainty, but also high market potential. The empirical findings also show the important influences of risk-absorption capability and risk-dispersion mechanism on the choice of entry mode into the Chinese market.     

Unraveling the IJV Rationale in Emerging Markets: The Case of Multinational Enterprises in the Russian Construction Industry

ABSTRACT

This article investigates the role of international joint venture strategy of five multinational enterprises in the Russian construction market. Joint ventures play a crucial and specific role for these firms’ strategy in Russia: They serve both as an entry mode and a postentry strategy; facilitate business and guide foreign investors; increase efficiency for further strategy; and help international construction firms overcome the environmental deficiencies. Findings of the article bolster the theory by stressing the facilitating effect of joint venture upon challenges and problems that Western firms meet in emerging market in contrast with more developed economies.     

基于电子商务技术的服务企业海外市场进入模式选择研究

研究表明,数字技术的变革对服务企业的影响远大于制造企业。随着越来越多的服务企业进入国际市场,这种影响越来越大,乃至对传统的服务特性以及服务企业选择海外市场进入模式都带来了新的挑战。本文以电子商务技术对服务企业进入模式选择所带来的影响作用为切入点,在此基础上,提出了具体的概念模型,对一些服务企业进入海外市场的内部、外部及其它影响因素进行了详尽的阐述,并得出了一些有益的结论。     

Globalization and Greater Flexibility in the Japanese Labor Market: Exploring the Macro–Micro Link

The author explores the missing links between globalization and greater flexibility in the Japanese labor market based on review of literature and available evidence. Understanding Japan’s responses to globalization requires a nuanced approach, which accounts for its historical trajectory and social-institutional context. Along with globalization, Japan is experiencing a greater infusion of foreign capital, and an increasing presence of foreign firms. These foreign firms bring human resource practices that are more market driven and less socially embedded compared to the status quo. The diverging human resources practices of foreign firms have spillover effects that may destabilize the Japanese employment system in the long run.     

Entering and Participating in the Turbulent Russian Market

Abstract

This paper discusses how foreign firms enter and operate in a turbulent Russian market. Following the internationalisation process model, this paper is based on the assumption that current business activities are a driving force of internationalisation. Since planning in highly turbulent and uncertain markets is difficult, the IP model with its emphasis on gradual learning provides a good starting point. When foreign markets are assumed to be rather static, experiential knowledge can be easily utilised in subsequent actions. However, the Russian market is highly turbulent, which questions the value of experiential knowledge and seems to challenge the validity of the IP-model. In an attempt to address this problem, the paper suggests to deconstruct the concept of current business activities, so that it becomes more powerful in explaining the behaviour of firms in the markets characterised by high turbulence. Drawing on the Austrian Economics, this paper suggests that current business activities in a foreign market can conveniently be seen as consisting of two fundamental processes-search and discovery. The search process occurs when a firm already has knowledge about what it is looking for, but has to search for it. The discovery process initiates as searching for something known, but the turbulence turns it into a discovery of something else. Since the market conditions change rapidly and the knowledge is imperfectly distributed, discovery is an essential part of the firm's business activities in the Russian market. In the end, the paper discusses the implications of search and discovery processes for firms both entering and participating in the Russian market. Finally, it advances relationship as a mechanism to handle the market turbulence.     

Entry barriers of small and medium‐sized software firms in the Japanese market

The Japanese software market size was U.S. $131,773 million in 2004. Due to limited domestic software production, Japan is highly dependent on imported software products. Despite the market potential for foreign software firms in Japan, almost no research exists on what kind of challenges foreign software firms encounter when they are entering the market. To fill this gap, this article investigates the entry barriers of small and medium‐sized software firms in the Japanese market by using a multicase study. The findings suggest that most of the barriers are firm‐specific and mainly related to firms' resources and capabilities to operate in the market. The entry barriers encountered also seem to differ somewhat from earlier investigations, which have mainly targeted large manufacturing firms. The new observations included common barriers related to the intensive information flow of customization and localization needs and market requirements of software products. The findings are useful for both practice and further research. © 2007 Wiley Periodicals, Inc.     

Country Market Sequential Order-of-Entry: A Learning Effects Approach

ABSTRACT

In this article, we identify and describe the sequential order-of-entry problem. The sequential order-of-entry problem arises when, after having identified a desirable set of country markets to enter, firms are unable (because of budgetary constraints), or unwilling (because of possible learning or strategic issues), to enter all at once. The question then arises whether some sequences to entering the desirable set of country markets are better than others? Answering this question is shown to be nontrivial. The article outlines a number of arguments for the existence of superior sequences to entering a set of desirable country markets, and develops normative and dynamic frameworks to aid in the identification and evaluation of sequences.     

Subsidiary Capacity Building in Emerging Markets: How Japanese MNEs Sequence Market Entry and Development Strategies in India

This paper asks the pragmatic question of how and to what extent firms build subsidiary competitiveness over time. By merging international business and international marketing theory, we integrate the unconnected discourses on market entry, development, product sequencing, and diffusion. The context of our research questions is marketing and entry strategies of four Japanese firms in India. All have had to learn the sequencing of both entry and product diversification. While strategies vary between the firms, the cases exhibit that entry and product diversification decisions are interlinked. Market entry configurations are central for developing market‐led solutions in large emerging markets. This study offers insights into how Japanese MNEs build subsidiary competitiveness when faced with the early stages of the Indian consumer market take‐off. Second, through the integration of international business and international marketing theory, we find that new product performance and international diversification interact in specific ways, and this contributes to future theoretical developments. © 2015 Wiley Periodicals, Inc.     

Relationship Strategies for Market Entry

Abstract

With the fall of Communism, many New Zealand exporters joined the initial euphoria of the business community and took steps to re-establish trade with Eastern Europe. Despite some initial problems, most exporters are now establishing themselves in these markets. This paper examines the strategy of two large New Zealand firms and argues that forming a relationship with Eastern European traders is context driven. It is further argued that relationship-marketing models more accurately capture the trading realities of market entry in Eastern Europe. Based on the case studies, a series of propositions are developed examining the role of uncertainty in market entry, the formation of alliances and     

A study on the key factors influencing international franchisors�� choice of entry modes into China

This paper examines factors associated with international franchising firms’ entry modes when they enter the Chinese market. To this end, a survey was conducted to investigate the linkage between entry modes and characteristics of franchising firms. The logit model and regression analysis were used to test the hypotheses. Findings reveal four factors that significantly influence international franchisors’ entry mode choices including cultural and geographic distance, international market experience, risk spreading, and maturity of the franchising system.     

Market Entry Strategies in Emerging Markets: An Institutional Study in the BRIC Countries

This article addresses two of the strategically important questions of market entry strategies in emerging markets: how to enter and when to enter. Furthermore, we investigate the relationship between market entry strategies and market success. On the basis of the institutional theory, we develop hypotheses that are tested against data collected from 564 foreign firms with operations in the BRIC countries (Brazil, Russia, India, and China), using an online survey. Our findings suggest that market entry strategies have a significant effect on market success, showing the greatest market success in India and the lowest in China. We also find that entry mode and length of operation exhibit a significant positive effect on market success. © 2013 Wiley Periodicals, Inc.     

Market knowledge: Evidence from importers

Previous firm‐level literature established that there are substantial costs of entry into new export markets. Chaney (The American Economic Review, 104, 2014, 3600) opens the black‐box of entry costs by building a dynamic network model of international trade where firms acquire customers in new destinations through their existing customers in other destinations. Following his conjecture, this paper examines whether firms use their existing suppliers in a destination to find their first clients in those markets. I use a disaggregated data set on Turkish firms' exports and imports for the 2003–08 period, and investigate the effect of import experience on export entry. By identifying import experience using instrumental variables, and shutting down productivity channels with firm‐year fixed effects, I find that having a supplier in the destination country raises the probability of starting to export to that country by 5.5 percentage points on average, revealing a “market knowledge” phenomenon. The paper's main contribution to the literature is finding that firms' country‐specific import experience increases the likelihood of export‐market entry. Digging further to explore heterogeneous effects, I find that this effect does not exist when trading with low‐income countries, but it increases with the destination country's size, proximity, language similarity and the size of its Turkish immigrant community. Moreover, the strength of the firm's relationship with its supplier as proxied by several variables such as the share of imported products that are differentiated increases the probability of export‐market entry.     

Cultural Fit and the Choice of International Market Entry Scale of Chinese Firms

Previous research on how cultural distance impacts the choice of entry mode shows contradictory findings. This study uses a strategic fit perspective to examine the impact of distinct cultural factors as predictors of equity entry scale of Chinese firms. Findings from a sample of 667 Chinese firms demonstrate that the effects of cultural fit on equity entry scale vary across cultural dimensions. Whereas a collectivism cultural fit motivates Chinese investors to secure a high-equity entry scale in foreign firms, a lower power distance cultural fit (“misfit”) leads to higher entry involvement.     

New product planning: Lessons from Japanese experience

Japan has derived a reputation as a market that is extremely difficult to enter. However, this belief tends to promote neglect of the study of other factors—important among which is that of the competitive styles of Japanese companies. An issue that is particularly germane is that of product strategy. This article reports on research that was performed among a sample of foreign consumer products' companies in Japan. The article explores the theme that effectiveprodud strategy in Japan requires cultural sensitivity, as well as an ability to cope with the aggressive, technical led approaches of Japanese companies that comprise the competitive set.     

Market entry in japan—Some problems and solutions 1

Japan is recognised as a major competitor in world markets but is less well‐known as an attractive market in its own right. This paper proposes that with the right strategies it is possible to successfully penetrate the difficult Japanese market. Problems and opportunities presented by the market are discussed, and some of the findings of a survey of Japanese and German managers in Japan and German‐based managers are reviewed. The paper covers the survey findings on market characteristics, barriers to entry, information requirements, factors contributing to success and methods of market entry. German and UK sources of information and advice on the Japanese market are given for those interested in pursuing the matter further.