Overcome management bias and win the globalisation and innovation races: a four-step international expansion strategy

2005 ◽  
Vol 2 (2) ◽  
pp. 114 ◽  
Author(s):  
Briance Mascarenhas ◽  
Diana L. Day
Keyword(s):  
International Expansion ◽  
Expansion Strategy

Internationalisation Strategies of Latvia Entrepreneurs

2015 ◽  
pp. 439-453
Author(s):  
Arnis Sauka ◽  
Laima Auza
Keyword(s):  
Case Studies ◽  
International Market ◽  
Target Market ◽  
Born Globals ◽  
International Expansion ◽  
Entry Modes ◽  
Policy Makers ◽  
Expansion Strategy ◽  
Internationalisation Strategies ◽  
Develop Strategy

By exploring the entrepreneurial patterns of ‘born globals', this chapter aims to explore the international market entry modes as well as develop recommendations for an international expansion strategy for companies attempting to enter global markets. Empirically chapter draws on the four case studies of born globals that originates from Latvia. The companies are: Stenders- manufacturer of natural bath and cosmetics; Munio Candela- handcrafted candle manufacturer; Primekss - industrial flooring manufacturer; and manufacturer of premium jeans wear Trousers London. We explore the international pathways of these companies focusing on general characteristics of these firms, target market and foreign entry modes selection. Finding of this study might be relevant both to companies that are on their way to develop strategy for international expansion as well as policy makers in order to make informed decision on investments to support international orientation of local SMEs.

scholarly journals El Título de Especialista Universitario en Virtualización del Patrimonio de la Universidad de Alicante. Propuesta formativa.

2015 ◽  
Vol 4 (8) ◽  
pp. 100 ◽  
Author(s):  
Jaime Molina Vidal ◽  
Francisco Javier Esclapés Jover ◽  
Daniel Tejerina Antón ◽  
Laia Fabregat Bolufer
Keyword(s):  
Cultural Heritage ◽  
Strategic Plan ◽  
Learning Method ◽  
International Expansion ◽  
Expansion Strategy ◽  
The University ◽  
Academic Year

<p>The University of Alicante has organized the first edition of a specialist degree in Cultural Heritage Virtualization during the academic year 2011-2012. In this<br />paper we intend to show the basis for this project and the program itself. Finally, and from the experience of the first edition, we explain the strategic plan we have defined for the development of future editions, as well as changes that have been introduced, especially in the learning method (offering the option to follow the course online) and the international expansion strategy.</p>

International Expansion Selection Model by Machine Learning—A Proprietary Model

2020 ◽  
Author(s):  
Ping-Chi Hsieh ◽  
Der-Juinn Horng ◽  
Hong-Yi Chang
Keyword(s):  
Machine Learning ◽  
Multinational Enterprises ◽  
Complex Problem ◽  
Selection Model ◽  
International Expansion ◽  
Business Managers ◽  
Business Decisions ◽  
Expansion Strategy ◽  
Strategic Model ◽  
Resources And Capabilities

Abstract This study aims to explain a simple but crucial complex problem often faced by multinational enterprises: why multinational companies choose to enter the markets of certain countries. Accordingly, this study developed an international expansion selection model by using the machine learning method. The priority targets for enterprises’ international expansion and the strategic country groups for classification can be identified on the basis of ideas expressed in three primary business concepts, namely ‘market attractiveness’, ‘enterprise’ resources and capabilities’ and ‘customer-oriented approach’; the identified priority targets and strategic country groups are useful for multinational enterprises when designing different configurations for limited resources and can ultimately assist the business managers with making international business decisions. Models can elucidate the complexity behind enterprise decisions. By contrast, strategic grouping based on simple rules can aid the managers to make instantaneous decisions and respond according to the changing market. This study constructed an exclusive strategic model based on the international expansion strategy selection modes adopted by a leading Taiwan enterprise in electronics industry and the unique characteristics possessed by this enterprise.

Video Streaming in Southeast Asia: Blockbuster at the Edge

2003 ◽  
Vol 07 (02) ◽  
pp. 195-218
Author(s):  
Peter Raven ◽  
C. Patrick Fleenor ◽  
Kristie Kucur
Keyword(s):  
Video Streaming ◽  
Video Game ◽  
Asia Pacific ◽  
South East Asia ◽  
International Expansion ◽  
Asia Pacific Region ◽  
Expansion Strategy ◽  
Retail Outlets ◽  
The Subject ◽  
The Ideal

Blockbuster was a world leader in video rentals and sales, DVDs and video game retail outlets. Their international expansion strategy called for developing the video streaming market. Determining the ideal location for their first initiative is the subject of this case. A decision must be made between Korea, Singapore, and Taiwan. The choice was not obvious, as all three had both positive and some less attractive features. Broadband was a requirement for video streaming and is already in use in the region, at least to some extent. However, several marketing issues arose. Realizing that success in the initial market would have a strong influence on the likelihood of success in South-East Asia and perhaps in the larger Asia-Pacific region, the decision as to which country to select and how to approach the market with video streaming was critical.

Kola real's low-cost international expansion strategy

2007 ◽  
Vol 50 (1) ◽  
pp. 59-74 ◽  
Author(s):  
Christopher J. Robertson ◽  
Anthony van der Hoek ◽  
Rhonda Kallman
Keyword(s):  
Low Cost ◽  
International Expansion ◽  
Expansion Strategy
Sign in / Sign up

Export Citation Format

Share Document