Market Entry Strategies for Western Produced Wine into the Chinese Market

2001 ◽  
Vol 13 (1) ◽  
pp. 23-35 ◽  
Author(s):  
Phil Bretherton ◽  
Peter Carswell
Keyword(s):  
Market Entry ◽  
Chinese Market ◽  
Entry Strategies

scholarly journals Sustainable Market Entry Strategy under a Supply Chain Environment

2021 ◽  
Vol 13 (6) ◽  
pp. 3046
Author(s):  
Yanjie Wu ◽  
Sujuan Wang
Keyword(s):  
Supply Chain ◽  
Market Entry ◽  
Entry Mode ◽  
Equilibrium Solutions ◽  
Chinese Market ◽  
Supply Chain System ◽  
Household Appliance ◽  
Rural Market ◽  
Entry Strategies ◽  
Urban Market

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.

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.

Uber China

2017 ◽  
pp. 1-5
Author(s):  
Alice M. Tybout
Keyword(s):  
Market Entry ◽  
The Other ◽  
Customer Acquisition ◽  
Market Opportunity ◽  
Brand Positioning ◽  
Chinese Market ◽  
Ride Sharing ◽  
Industry Leader ◽  
The Relationship

Uber China is a strategy pricing case that examines the role of customer acquisition tactics and brand positioning in entering the tantalizingly large Chinese market. The case adopts the perspective of an outside observer looking at Uber's efforts to compete in China from its entry in 2013 to its exit through its acquisition by Didi Chuxing, the highly dominant industry leader in China's ride-sharing market. After laying out the market opportunity, consumer and competitive landscape, and the various acquisition-related moves of Uber and the other major players, the case asks students to conduct a postmortem on Uber's failure in China. Specifically, they must consider what drew Uber to the opportunity in China and what it might have done differently in terms of positioning and customer acquisition to compete more effectively. First and foremost a pricing-related discussion, the case illustrates the relationship between pricing and acquisition tactics and brand positioning and the use of both in market entry and penetration.

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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