A critical evaluation of strategic market entry theories and practices: the case of Hewlett-Packard

2006 ◽  
Vol 3 (1/2) ◽  
pp. 152 ◽  
Author(s):  
Demetris Vrontis ◽  
Alkis Thrassou ◽  
Chia Hung Wei
Keyword(s):  
Market Entry ◽  
Critical Evaluation ◽  
Hewlett Packard ◽  
Strategic Market

Strategic Market Entry and Operational Flexibility in Oligopoly

2012 ◽  
Author(s):  
Benoit Chevalier-Roignant ◽  
Christoph M. Flath ◽  
Lenos Trigeorgis
Keyword(s):  
Market Entry ◽  
Operational Flexibility ◽  
Strategic Market

Strategic Market Entry Project

2011 ◽  
Vol 14 (1) ◽  
pp. 145-155 ◽  
Author(s):  
William L. Ferguson ◽  
Tamela D. Ferguson
Keyword(s):  
Market Entry ◽  
Strategic Market

What's cooking? Indonesia's kerosene to LPG conversion program

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Abdul Rahim Abu Bakar ◽  
Fariza Hashim
Keyword(s):  
International Business ◽  
Market Entry ◽  
Real Life ◽  
Subject Area ◽  
Marketing Mix ◽  
Market Potential ◽  
Content Type ◽  
Market Expansion ◽  
Tactical Decisions ◽  
Strategic Market

Subject area Strategic market entry; international business; marketing. Study level/applicability MBA/MA in management; international business; postgraduate. Case overview This case is based on a real-life situation of an existing transnational firm contemplating to enter a new market in a developing country. It involves a gamut of issues ranging from firm-strategic market entry, competitive positioning, international marketing strategies (including international market segmentation) and international product lifecycle. These issues revolve on numerous theories namely theories on internationalization (motive, scope, process, scale and timing of entry) and globalization of markets (standardization versus adaptation). In the past, the market was heavily regulated and protected which makes market entry simply impossible. However, a change in government policy is opening up new opportunities for foreign providers to participate in the host country. Although the market potential is enormous, there are various factors that concern the firm in determining its market entry and marketing mix decision. Expected learning outcomes After carrying out this exercise, students are expected to be able to: evaluate a firm's internal and external position in market expansion decision; assess a country's attractiveness in terms of its potential, competitive intensity and entry barriers; identify and discuss the factors that influence firm's marketing mix decision (standardize/adapt); and determine the firm market entry and the tactical decisions. Supplementary materials Teaching notes.

Electron Microscopy of Metal-Matrix Composites

1970 ◽  
Vol 28 ◽  
pp. 404-405
Author(s):  
A. Lawley ◽  
M. R. Pinnel ◽  
A. Pattnaik
Keyword(s):  
Electron Microscopy ◽  
Metal Matrix Composites ◽  
Metal Matrix ◽  
Critical Evaluation ◽  
Elastic Behavior ◽  
Matrix Composites ◽  
Directionally Solidified ◽  
Fracture Characteristics ◽  
Broad Program

As part of a broad program on composite materials, the role of the interface on the micromechanics of deformation of metal-matrix composites is being studied. The approach is to correlate elastic behavior, micro and macroyielding, flow, and fracture behavior with associated structural detail (dislocation substructure, fracture characteristics) and stress-state. This provides an understanding of the mode of deformation from an atomistic viewpoint; a critical evaluation can then be made of existing models of composite behavior based on continuum mechanics. This paper covers the electron microscopy (transmission, fractography, scanning microscopy) of two distinct forms of composite material: conventional fiber-reinforced (aluminum-stainless steel) and directionally solidified eutectic alloys (aluminum-copper). In the former, the interface is in the form of a compound and/or solid solution whereas in directionally solidified alloys, the interface consists of a precise crystallographic boundary between the two constituents of the eutectic.

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