scholarly journals First impressions stick: Market entry strategies and category priming in the digital domain

2021 ◽  
Author(s):  
Paolo Aversa ◽  
Annelore Huyghe ◽  
Giulia Bonadio
Keyword(s):  
Market Entry ◽  
First Impressions ◽  
Entry Strategies ◽  
Category Priming

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.

Global Market Entry Strategies

2021 ◽  
pp. 260-288
Author(s):  
Kate Gillespie ◽  
K. Scott Swan
Keyword(s):  
Market Entry ◽  
Global Market ◽  
Entry Strategies

Market entry strategies in a high-tech successive generations market: a case study of three semiconductor firms with different entry modes

2020 ◽  
Vol 35 (11) ◽  
pp. 1751-1766
Author(s):  
Changhyun Park
Keyword(s):  
Market Entry ◽  
Entry Mode ◽  
Performance Outcomes ◽  
High Tech ◽  
Entry Modes ◽  
Content Type ◽  
Entry Strategies ◽  
Entry Timing ◽  
And Migration ◽  
Successive Generations

Purpose The purpose of this study is to explore market entry strategies in a high-tech successive generations (HTSGs) market, by investigating entry mode via entry timing and path differentiation and the performance outcomes of entry mode. Design/methodology/approach The methodology of building a theory from a longitudinal case study is adopted by using useful cases in a HTSGs market after constructing an integrated research framework to explore market entry mode. Different entry modes were investigated by studying entry timing and migration path of three firms’ case in logic semiconductor market. In addition, performance outcomes of different entry modes were measured and correlated with each other. Findings The results identified three major entry modes suitable for a HTSGs market. The three firms differentiated their entry modes by exploiting different entry timings from the earliest to the last and different migration paths including switching, leapfrogging and new entrance path to enter a market. First mover advantage also exists in a HTSGs market, and it was found uniquely that the financial performance denoted by entry mode outcomes was correlated with technological knowledge. Research limitations/implications This study extends the theory of extant entry strategy from general consumer or industrial market to HTSGs market, in which intense competition exits and technological innovation is important. Moreover, this study verified that the causality between early entry and positive performance was also effective in HTSGs market with a shorter duration of early entry advantage. Practical implications This study has managerial implications for firms to establish market entry strategy in HTSGs market and other markets. To become a product leader, a fast follower or a late follower, firms can differentiate their entry mode by adjusting the entry timing and migration path in the context of market and technology. Originality/value This study examined market entry strategies suitable for HTSGs market based on its unique characteristics and extended relevant theory into HTSGs market. Further, an integrated research framework, which explores the market entry mode, was constructed to facilitate further exploration of entry mode into other markets.

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