scholarly journals Chinese Market Entry Strategy of Korean Cosmetics -Focused on Brand Positioning-

2013 ◽  
Vol 20 (null) ◽  
pp. 67-92
Author(s):  
사사 ◽  
이건희
Keyword(s):  
Market Entry ◽  
Brand Positioning ◽  
Chinese Market ◽  
Entry Strategy

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.

“Testing the water” – prior-online market entry in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sina Hardaker ◽  
Ling Zhang
Keyword(s):  
Market Entry ◽  
Consumer Preferences ◽  
Academic Research ◽  
Chinese Market ◽  
Conceptual Approach ◽  
Content Type ◽  
Strategic Response ◽  
Organizational Challenges ◽  
Entry Strategy ◽  
Online Stores

PurposeThe paper aims to investigate the new market entry strategy of the international grocery retailers Aldi Süd and Costco in China; analyzing if and how their prior-online market entry reflects a strategic response to organizational challenges in the Chinese market, which is a pioneer in the use of digital technologies and the provision of digital services.Design/methodology/approachThe article identifies major challenges faced by international grocery retailers in China and discusses these with the help of the conceptual approach of embeddedness. The paper is based on expert interviews with senior executives of the two international retailers and other retail specialists and consultants.FindingsThe prior-online market entry by Aldi Süd and Costco represents a strategic response to organizational challenges that have to be faced in an increasingly challenging and highly digitalized Chinese market. Prior-online market entry allows the two retailers to experiment with the unique and heterogeneous Chinese market and build network and territorial embeddedness to facilitate the establishment of the physical store network. Both retailers utilize online stores to build relation and network with suppliers and customers and to understand Chinese consumer preferences. Yet, the localization strategy of Aldi Süd and Costco vary greatly.Originality/valueGrocery retailers' prior-online expansion strategy has not yet been the focus of academic research. In regard to global grocery retailers, such as Aldi Süd and Costco, previous research argued that they were prepared to accept a lower expansion speed in order to expand at minimum risk and cost and mainly in countries which are regarded as having higher cultural proximity. The paper reveals the potential of the prior-online market entry strategy to change the internationalization behavior of grocery retailers. In addition, it contributes to the understanding of the evolution of market entry strategy into advanced digital economies in the coming new decade.

Serendipitous opportunities, entry strategy and knowledge in firms' foreign market entry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mikael Hilmersson ◽  
Martin Johanson ◽  
Heléne Lundberg ◽  
Stylianos Papaioannou
Keyword(s):  
Market Entry ◽  
Foreign Market ◽  
Ordinary Least Squares ◽  
Experiential Knowledge ◽  
Foreign Market Entry ◽  
Learning Theories ◽  
Content Type ◽  
Entry Strategy ◽  
Regression Tests

PurposeFew researchers and even fewer practitioners would deny that serendipitous events play a central role in the growth process of firms. However, most international marketing models ignore the role of serendipity in the opportunity discovery process. The authors provide a nuanced view on international opportunities by developing the role of serendipitous opportunities in the foreign market entry process. The authors develop a model integrating the notions of serendipity, entrepreneurial logic, experiential knowledge and network knowledge redundancy. From the study’s model, the authors condense three sets of hypotheses on the relationships among experiential knowledge and entry strategy, network knowledge redundancy, entry strategy and serendipity.Design/methodology/approachThe authors confront the study’s hypotheses with data collected on-site at 168 Swedish firms covering 234 opportunities, and to test the hypotheses, the authors ran ordinary least squares (OLS) regression tests in three steps.FindingsThe results of the study’s analysis reveal that experiential knowledge and network knowledge redundancy both lead to a logic based on rigid planning and systematic search, which in turn reduces the likelihood that serendipitous opportunities will be realized in the foreign market entry process.Originality/valueThis is the first study that develops a measure of opportunities that are the outcome of serendipitous events. In addition, the authors integrate network and learning theories and internationalization theory by establishing antecedents to, and outcomes of, the entry strategy.

Business Market Entry Strategy Survey

2013 ◽  
Author(s):  
Yongge Niu ◽  
Cheng Lu Wang ◽  
Lily C. Dong
Keyword(s):  
Market Entry ◽  
Business Market ◽  
Entry Strategy

IT’S ALL IN THE MIX: HOW USER-DESIGNED PRODUCTS AND COMPANY-DESIGNED PRODUCTS CAN PEACEFULLY COEXIST

2019 ◽  
Vol 24 (07) ◽  
pp. 2050067
Author(s):  
MICHAEL SCHULZ ◽  
FRANZISKA VÖLCKNER
Keyword(s):  
Open Innovation ◽  
Market Entry ◽  
Purchase Intentions ◽  
Product Portfolio ◽  
Innovation Ability ◽  
Entry Strategy ◽  
The Relationship ◽  
Relevant Factors ◽  
Unexpected Consequences

Across industries, companies operate open innovation platforms that encourage users to share ideas and become product designers. Likewise, companies explicitly promote products based on user ideas as “user-designed” (e.g., McDonald’s MyBurger, LEGO Ideas). This paper introduces and empirically investigates two managerially relevant factors that can influence the effect of user-designed products on consumers’ reactions. Specifically, Studies 1a and 1b reveal an inverted U-shaped relationship between the share of user-designed products in a company’s product portfolio and consumers’ purchase intentions, which is mediated by consumers’ perceptions of the company’s innovation ability. Study 2 examines the role of the market entry strategy for user-designed products. While the inverted U-shaped effect holds for followers, the relationship between the share of user-designed products and consumers’ purchase intentions becomes U-shaped for first movers. These results suggest that user-designed products can have unexpected consequences that managers need to be aware of and consider in their actions.

Nikola Motors: a case study in bundling as a market entry strategy

2019 ◽  
Vol 42 (1) ◽  
pp. 59-68
Author(s):  
Heejin Woo ◽  
Jake Grandy
Keyword(s):  
Business Model ◽  
Market Entry ◽  
Manufacturing Industry ◽  
Resource Limitation ◽  
Hydrogen Fuel Cell ◽  
Heavy Duty ◽  
Content Type ◽  
Novel Technologies ◽  
Heavy Duty Truck ◽  
Entry Strategy

Purpose By introducing how a young entrepreneurial firm leverages bundling as a market entry strategy, this study aims to suggest a way that a relatively vulnerable startup can secure its position from a threat of resource-rich established competitors. Design/methodology/approach The authors conducted a qualitative investigation into Nikola Motors, a Class 8 heavy-duty truck manufacturer based in Phoenix, Arizona. The analysis revealed the underlying mechanisms that allow a startup to effectively enter a market through bundling in the truck manufacturing industry. Findings Nikola Motors Co. uses a bundled business model in commercializing hydrogen-power technology used for heavy-duty truck manufacturing. Instead of focusing on a single product, Nikola’s business model created an ecosystem surrounding hydrogen fuel-cell electric heavy trucks, including hydrogen fueling stations, maintenance service and leasing. By leveraging partnership with players in other areas, it overcomes the resource limitation as a relatively small firm. Originality/value Startups seeking to disrupt markets with novel technologies risk losing their competitive advantage to imitation by more resource-rich established firms. This study examines a novel approach to a bundled business model that can be effective for relatively resource-poor new companies. It suggests practical implications on how firms which are relatively in a weak position compete with established incumbents.

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