Market entry strategies in post-financial crisis Southeast Asia: The case of Japanese manufacturing firms

2009 ◽  
Vol 8 (3) ◽  
pp. 247-275 ◽  
Author(s):  
Norifumi Kawai ◽  
Manja Jonas
Keyword(s):  
Financial Crisis ◽  
Southeast Asia ◽  
Market Entry ◽  
Manufacturing Firms ◽  
Entry Strategies

scholarly journals The Differing Foreign Entry Mode Choices for Sales and Production Subsidiaries of Multinational Corporations in the Manufacturing Industry

2019 ◽  
Vol 11 (15) ◽  
pp. 4089
Author(s):  
Seok Jin Ko
Keyword(s):  
Multinational Corporations ◽  
Value Chain ◽  
Market Entry ◽  
Manufacturing Industry ◽  
Entry Mode ◽  
Foreign Market ◽  
Manufacturing Firms ◽  
Foreign Market Entry ◽  
Entry Strategies ◽  
Foreign Market Entry Mode

Foreign market entry mode research has been a popular area of study. However, a clear agreement between the usage of conventional constructs and their impact on a firm’s entry mode choice has not yet been found. This paper focuses on how, depending on the type of subsidiary that is established, multinational corporations (MNCs) in the manufacturing industry use different foreign market entry strategies. Previous research either treated types of subsidiaries synonymously or investigated them separately. However, due to the changing competitive landscape and disaggregation of value chain activities into separate subsidiaries, I find it necessary to compare how these entry mode choices differ depending on the activity each subsidiary is responsible for. My analysis finds that MNCs in the manufacturing industry are more likely to use joint ventures rather than wholly owned modes of entry for their production subsidiaries in comparison to their sales subsidiaries. I further explore how the international experience of the MNC strengthens this effect. This research utilizes a sample of 201 listed Korean manufacturing firms and 833 foreign market entry mode choices into 49 countries.

scholarly journals International Market Entry Strategies: Relational, Digital, and Hybrid Approaches

2018 ◽  
Vol 26 (1) ◽  
pp. 30-60 ◽  
Author(s):  
George F. Watson ◽  
Scott Weaven ◽  
Helen Perkins ◽  
Deepak Sardana ◽  
Robert W. Palmatier
Keyword(s):  
Market Entry ◽  
New Technologies ◽  
International Market ◽  
Business Environment ◽  
Internet Technology ◽  
Global Business ◽  
The Past ◽  
Hybrid Approaches ◽  
Entry Strategies ◽  
Relational Strategies

The adoption of digital communications, facilitated by Internet technology, has been among the most significant international business developments of the past 25 years. This article investigates the effect of these new technologies and the changing global business environment to understand how relational approaches to international market entry (IME) are changing in light of macro developments. Despite substantial resources in business practice dedicated to combining relational strategies in digital settings, this analysis of extant literature reveals that fewer than 3% of peer-reviewed research articles in the international marketing domain examine digital contexts. To address this gap, the authors assess 25 years of literature to provide (1) a description of the evolution of IME research; (2) a review and synthesis of pertinent literature that adopts relational, digital, and hybrid approaches to IME; (3) a taxonomy of IME strategies; and (4) directions for further research.

Selection of Market Entry Strategies

2014 ◽  
pp. 33-47
Author(s):  
Maxwell Chanakira
Keyword(s):  
Mobile Phones ◽  
Strategic Alliances ◽  
Market Entry ◽  
Survey Methodology ◽  
Business Strategies ◽  
Psychic Distance ◽  
Entry Barrier ◽  
Market Strategy ◽  
Entry Strategies ◽  
Selection Of

The purpose of this chapter is to investigate the selection of market entry strategies in the African mobile telephony industry with a view to developing appropriate business strategies and identifying risk factors. Using the survey methodology, the study focuses on six key enterprises, which account for over 60% of mobile phones in Africa. The empirical evidence suggests that market size in terms of population of the destination country and not psychic distance is the most important market selection criteria for enterprises entering Africa. The dominant entry market strategy for these enterprises is strategic alliances. Focused strategy is uncommon on the continent. More interestingly, and contrary to extant literature, political risk was not considered a market entry barrier. In any case, politically unstable countries tend to bring in higher returns. These findings are critical in informing investors engaged in or with intentions to enter Africa and in enriching international literature. The Stages model and the DMP framework individually are unable to explain the choice of market entry strategy in Africa. The key contributions of this study are both theoretical and practical insights on the process of internationalisation.

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