market-entry strategy

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Know your market first! : a market entry strategy in Europe for the Indonesian company Sutek

Know your market first! : a market entry strategy in Europe for the Indonesian company Sutek

Know your market first! Thesis report Digital version Marinus Kooij pdf ? ????? ???? ?????? ??????? ? ?????? ????? ???????? ?? ?????? ??? ??? ?????????? ??????? ????? ?????? ?????? ???????? ??????????[.]

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International market entry strategy and performance : an empirical study of Australian business ventures in the People's Republic of China

International market entry strategy and performance : an empirical study of Australian business ventures in the People's Republic of China

investment H1.2 Risk accept accept accept accept reject accept accept Hl.l Retum profits and sales accept reject accept accept accept accept reject H1.3 Cost accep[r]

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Know your market first! : a market entry strategy in Europe for the Indonesian company Sutek

Know your market first! : a market entry strategy in Europe for the Indonesian company Sutek

Know your market first! Thesis report Digital version Wouter Oosterwijk pdf ? ????? ???? ?????? ??????? ? ?????? ????? ???????? ?? ?????? ??? ??? ?????????? ??????? ????? ?????? ?????? ???????? ??????[.]

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International market entry strategy for AmStar Europe

International market entry strategy for AmStar Europe

2. Contractual entry modes are long term non equity associations between an international company and an equity in a foreign target country that involve the transfer of technology or human skills from the former to the latter (Root; 1994). Contractual entry modes are: licensing arrangement, franchising, technical agreements, service contracts etc. In a licensing arrangement a company transfers to a foreign entity for a defined period of time the right to use its industrial property in return for royalty or an other compensation. Franchising differs from licensing in motivation, service and duration. With franchising the foreign company also gets the right to use the companies name, trademarks and technology. Franchising is not suitable for products which requires substantial capital investment, high levels of technical competences and service products (Root; 1994), and is therefore not included in this research. Other contractual entry modes like technical agreements, service contracts etc involve the transfer of services directly to foreign entities in return for monetary compensation. These arrangement are not optional for AmStar-Europe because the knowledge comes from the USA.
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China Market Entry Strategy Of Paris Baguette

China Market Entry Strategy Of Paris Baguette

Considering that bakeries require a number of workers and that wages also increase by ten percent every year, the business environment has become disadvantageous to foreign bakery franchises. Thus, many firms that considered China a manufacturing hub for low labor cost and targeted markets outside China have faced difficulties. This shows that an export system that targets a third country based on the viewpoint that China is the world’s manufacturing hub, is no longer effective (Shin, 2013). On the other hand, firms that aimed for the Chinese domestic market and pioneered show relatively good results. Because rising of labor costs results in promotion of consumption, it’ll be a good opportunity for these companies.
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SELECTIVE CONSISTENCY MODEL ON MONGODB BIG DATA STORE

SELECTIVE CONSISTENCY MODEL ON MONGODB BIG DATA STORE

Companies use consumers' well-known brand awareness and favorable associations to reduce consumer anxiety due to the acceptance of new products [1]. To date, research on brand extension studies has been conducted extensively on factors that influence brand extension [2], and feedback effects on brand extension [3]. Since it has been very broad, it has made a lot of contributions both academically and practically. Existing studies have made many contributions both academically and practically. As a result of the previous research, it was found that the evaluation of the extended brand was more favorable when the extension was made to the product category with high similarity. However, there is a lack of research on the factors that have a positive effect on the extended brand when expanding to the low similarity category [4]. Therefore, in this study, we examined the factors that have a positive effect on expanding the brand into the low similarity category. Especially, we focused on how the sunk cost and market entry strategy affect the extended brand evaluation. 2. THEORETICAL BACKGROUND 2.1 Brand Extension
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Chpt 7 Marketing.ppt

Chpt 7 Marketing.ppt

 Companies that use a centralized market entry strategy find that they must increase the price of their product when selling in foreign markets..  Sometimes the price of their produc[r]

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Competitor analysis and market entry mode decision

Competitor analysis and market entry mode decision

Market entry strategy, including market entry mode selection, is a theoretical discipline that has caught the attention of numerous academics from early on. The first insights into the factors that affect the choice of the market entry mode were drawn from studies in the fields of industrial organization, international trade and market imperfections (Dunning, 1973; Agarwal & Ramaswami, 1992). Over time, a considerable body of knowledge regarding the choice of the market entry mode developed that at first only distinguished between export and Foreign Direct Investment (FDI = investing in businesses or properties located in a country other than that of the investor) as market entry modes, but later elaborated and added the two categories contractual agreements and equity joint ventures of entry modes (Buckly & Casson, 1998; Pan & Tse, 2000). However, most theoretical and empirical work has strongly been biased towards manufacturing companies in a multinational setting, covering SMEs only marginally (Brouthers et al., 1996; Coviello & Munro, 1997; Ekeledo & Sivakumar, 1998; Javalgi et al., 2003; Sanchez-Peinado et al., 2006; Castellacci, 2009). Authors who sought to empirically test the applicability of the contemporary state of the art theories in a service setting came up with mixed conclusions. Whereas one fraction (including the authors Weinstein, Terpstra, Yu, Agarwal, and Ramaswami) stated that the factors determining the choice of the market entry mode in a manufacturing context can indeed also be generalized to the service context, the other fraction
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Critically evaluating the IMP research contribution

Critically evaluating the IMP research contribution

conference examines some of the basic theories on exporting and on a product life cycle theory for international trade, as well as foreign market entry strategy and the role of the sa[r]

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THE INFLUENCE OF INTERNATIONAL MARKET ENTRY STRATEGIES ON FIRM FINANCIAL PERFORMANCE: A STUDY OF THE MANUFACTURING MULTINATIONALS IN KENYA

THE INFLUENCE OF INTERNATIONAL MARKET ENTRY STRATEGIES ON FIRM FINANCIAL PERFORMANCE: A STUDY OF THE MANUFACTURING MULTINATIONALS IN KENYA

Kinuthia (2010) suggests that Foreign firms in Kenya since the 1970s have invested in a wide range of sectors. Most notably they played a major role in floriculture and horticulture, with close to 90 percent of flowers being controlled by foreign affiliates. In the Manufacturing sector FDI has concentrated on the consumer goods sector, such as food and beverage industries. This has changed in the recent years with the growth of the garment sector because of African Growth and Opportunities Act (AGOA). Of the 34 companies involved in AGOA 28 are foreign most of them concentrated in the Export Processing Zones (EPZs). FDI is also distributed to other sectors including services, telecommunication among others. 55 percent of the foreign firms are concentrated in Nairobi while Mombasa accounts for about 23 percent, thus Nairobi and Mombasa account for over 78 percent of FDI in Kenya. The main form of FDI establishment has been through the form of green fields establishments and Kenya has in total more than 200 multinational corporations. Taylor and Zou (1999) conducted a study on foreign market entry strategies for Japanese MNCs. Zekir and Angelova (2011) conducted a study on factors that influence choice of entry mode strategies in foreign markets. Chung and Enderwick (2001) conducted an investigation of Market Entry Strategy Selection: Exporting vs Foreign Direct Investment Modes—A Home-host Country Scenario.
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Investigating the Determinants of Innovation According to Radical and Incremental Attributes

Investigating the Determinants of Innovation According to Radical and Incremental Attributes

In today’s competitive environment, firms cannot remain competitive without the implementation of proper innovations. There has been a dramatic proli- feration of research concerned with firms’ innovation, but few study has been done on determinants of innovation, particularly in hotel industry. Therefore, the aim of this study is to explore the main determinants of innovation ap- plied in the hotel industry and investigate the influence of different hotels and market characteristics on radical and incremental innovations. A question- naire was developed to investigate the abovementioned relationships. A total of 239 Taiwanese hotel employees participated in this study. Data were ana- lyzed through probit model. The results indicated that radical and incremen- tal innovations seem to be interrelated. In addition, the main determinants of innovation are the internal resources and market behaviours in the hotel trade that include management style, market strategy, hotel size and location.
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Guide for European investment in Japan

Guide for European investment in Japan

Exhibit 8 Typical Market Entry/Business Development Approaches of Successful Foreign Fjrms jn Japan Rrst Stage "How to" Initial Market Entry • European/Japanese Trading Company • Agent/R[r]

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Making better market entry decisions : improving market entry decision making at Zwanenberg Food Group for Romania

Making better market entry decisions : improving market entry decision making at Zwanenberg Food Group for Romania

With the entry into Eastern European markets, determinants with a high influence are political and economic risks. In a study of Shama (2000) under 70 U.S. companies, the author reports that most of these companies entered the Eastern European markets by use of exporting and joint-venture strategy performing sales and marketing functions. However, after entry most companies reported a high level of satisfaction with their economic performance in these countries and had an equally positive outlook for their future performance. Therefore, half of the U.S. companies that changed their strategies since entering these countries have changed them to wholly owned and partially owned subsidiaries. This applied particularly for the Czech Republic, Hungary and Poland who have enjoyed early entries and investments by U.S. companies because these countries represented lower economic and political risks. On the other hand, Russia and Romania have continued to represented higher economic and political risks. Therefore international executives are advised to keep their investment level in accordance with the risk level.
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Global expansion of SMEs: role of global market strategy for Kenyan SMEs

Global expansion of SMEs: role of global market strategy for Kenyan SMEs

The act of seeking foreign expansion for an SME often characterised by limited re- sources, and whose small size magnifies the downside implications of an expansion ac- tivity, is itself an act of entrepreneurship (Lu & Beamish, 2001). Lu and Beamish (2001) findings are that there is strong support for the argument that FDI is potentially a more competitive way than exporting for operating in international markets. Given their lim- ited resources and capabilities, SMEs are more susceptible to liability of foreignness than large firms and one effective strategy for managing this aspect of internationalisa- tion is by forming alliances with local partners who help overcome deficiency in host country knowledge. Delios and Beamish (1999) and Lu and Beamish (2001) find that there is intrinsic value in the expansion of geographic scope beyond that found in the exploitation of firm-specific proprietary assets. The findings also have one implication that SMEs should not be discouraged by initial setbacks in the internationalisation process. This means that managers in SMEs should focus on learning early experiences and finding effective ways of overcoming the disadvantages encountered initially in op- erating in foreign markets. If knowledge is gained about foreign markets, the intrinsic benefits associated with internationalisation will eventually outweigh the costs and the net performance impact will be positive.
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Value Creation from Complements in Platform Markets: Studies on the Video Game Industry

Value Creation from Complements in Platform Markets: Studies on the Video Game Industry

Finally, the study has important managerial implications as illustrated by the example of Watch Dogs. In May 2014, Ubisoft released its highly anticipated action adventure video game Watch Dogs on four platforms spanning two generations of consoles. The innovative game faced an addressable audience of over 160 million ‘current gen’ adopters (PlayStation 3 and Xbox 360) and just shy of 13 million ‘next gen’ platform adopters (PlayStation 4 and Xbox One). Despite this gap in installed bases, over two thirds of the game’s eight million units sold occurred on next generation platforms. 27 Notwithstanding some of the paper’s limitations that include issues of causality and a lack of separating demand heterogeneity from social learning effects, the study’s results help explain Watch Dogs’ surprising performance and simultaneously hold managerial implications. First, contrary to commonly held managerial perceptions, results show that launching complements early in a platform’s lifecycle when the installed base has not yet reached its full potential may not necessarily be bad for performance. Secondly, complementors should carefully balance their exploration and exploitation efforts contingent on a platform’s maturity. Results indicate that innovation on the complements side yields higher market performance at lower values of platform maturity. Thirdly, the results hold implications for complementors’ portfolio management. Since the adoption disparity between popular and less popular complements increases as platforms mature, complementors are advised to allocate greater resources towards fewer market launches to increase chances for greater market performance.
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Innovation regimes, entry and market structure

Innovation regimes, entry and market structure

productivity improvement seems to be a rather ineffective weapon to eliminate competitors from the market, although it provides comparably good economic effects; the profit is almost the same as in the case of the technical regime and even slightly larger than in the case of the cost regime. An interesting property of the industry development related to the supply and demand balance is observed for technical regime. In almost all simulation runs for all three innovation regimes the supply to demand ratio is very close to one; it fluctuates around the equilibrium value and the mode of the S/D ratio development does not depend on the rate of change. But for fast technical development instability of the supply and demand occurs (it can be named ‘new products shortages’). The value of the S/D ratio drops heavily below one and is the smaller the faster the development. It is necessary to allow firm entry to make supply and demand more balanced. The entry also provide much quicker recovery from the deep imbalance and quicker development of the industry towards the equilibrium. Entry of new competitors allows not only to keep concentration of an industry on relatively low level and, through stronger competition, allows to reduce products price, but also allows to keep the market balanced.
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Dynamics of export market entry and exit

Dynamics of export market entry and exit

The pre-export development of firms has not received as much attention as export entry. Bernard and Jensen (1999) find that in the years preceding entry into export markets the growth rates of employment and shipments of future exporters are higher than those of non- exporters. Lopez (2005) reviews evidence of conscious self-selection to exporting, which can take place through investments in new technology or R&D. In Alvarez and Lopez (2005) this is tested by explaining the probability of a plant to start exporting (given that it did not export in the previous year) by lagged investments. In another kind of analysis of the pre-export phase Fafchamps et al. (2007) test two alternative models of learning to export, productivity learning and market learning, using duration analysis. They find evidence on market learning, whereby firms learn to design products that appeal to foreign consumers.
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Ambiguous Information and Market Entry: An Experimental Study

Ambiguous Information and Market Entry: An Experimental Study

Some possible explanations of overentry have been developed. A long history of en- trepreneurship literature has asserted that it is entrepreneurs’ risk bearing characteristics and ambition that lead to excess entry. More recently, in two different experimental stud- ies, Camerer and Lovallo (1999) fi nd that overentry results from entrepreneurs’ overcon fi - dence when making decisions, while Grieco et al. (2007) suggest that it is related to their self-assessed competence and emphasize the effects of feelings of competence in economic activity. All these studies focus on the importance of entrepreneurial personality in under- standing overentry. Entrepreneurial personality is one way to understand overentry into markets. However, more common human tendencies may also be a factor. It is also possible that the presence of imprecise information about relevant market parameters may play a role in inducing over-entry in a context like the entry game we study here.
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A. Market-driven Negotiation Strategy

A. Market-driven Negotiation Strategy

Table 1 compares the time-dependent functions in [2-4], [7], and [8] in terms of three major classes of concession making strategies and highlights the common features of the three different time functions in [2-4], [7], and [8]. By highlighting the similarities of these time functions, Table 1 aims at providing agent designers with some guidelines on the common properties of the mathematical functions when modeling devaluation of resources. For instance, all functions in [2-4], [7], and [8] can be used to model 1) concessions made with respect to time, and 2) different attitudes of agents toward time [e.g., a patient (respectively, an impatient) agent can adopt either the Boulware or the conservative or the aggressive strategy (respectively, the Conceder or the conciliatory or the defensive strategy)].
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Choice of GCC Construction Market Entry Mode

Choice of GCC Construction Market Entry Mode

Since no particular factor is likely to have a critical influence on the entry mode selection process in general (although it may have for a specific firm), it can be suggested that such factors discourage or encourage a specific entry mode (Root 1987), i.e. selection of entry modes is a multivariate decision problem. Chen (2008) reviewed current literature on foreign markets entries and international business trends of some international contractors and unveiled ten factors which argued to influence the selection among mobile and permanent entry modes. The proposed factors and their influences are derived from the six internationalization theories presented earlier. The factors are summarized as shown in the below table 4:
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