scholarly journals INTERNATIONAL MARKET ENTRY STRATEGIES, ORGANIZATIONAL CHARACTERISTICS AND THE PERFORMANCE OF MANUFACTURING FIRMS IN KENYA

2017 ◽  
Vol 1 (2) ◽  
pp. 68
Author(s):  
Ken Sukali ◽  
DR R. Musyoka
Keyword(s):  
Multinational Corporations ◽  
Research Design ◽  
Market Entry ◽  
Manufacturing Sector ◽  
International Market ◽  
Unique Contribution ◽  
Sampling Frame ◽  
Entry Modes ◽  
Market Strategy ◽  
Entry Strategies

Purpose: The main purpose of this study was on the influence of international market entry strategies on the performance of manufacturing multinationals in Kenya. Methodology: The research design used in this study was descriptive research design. There are 213 Multinational Corporations in Kenya. Out of the 213 Multinational Corporations, 108 firms are in the manufacturing sector and are located in Nairobi.  The population of the study was  108 firms.  The sampling frame was retrieved from Mars Group Kenya. It is for this reason that the study considered 50% of the population. This yielded 54 firms.  The study used a questionnaire as the preferred data collection tool.  Descriptive statistics included frequencies and measures of central tendency mainly means and frequencies.  Inferential statistics included regression modeling, t-test and Analysis of Variance (ANOVA).Results: Results indicated that manufacturing multinationals used various international market strategies to venture into business. These strategies include licensing; further indicated that the firms used these market strategy entries to a large extent. Regression results indicated that market entry strategies had an influence on performance of the firm (ROA)Unique contribution to theory, practice and policy: The study recommends that the management to evaluate the factors to consider when choosing an entry strategy thoroughly so as to make sure they know the market very well and that the management to evaluate the factors influencing the choice of market entry modes. This is to ensure that they choose the best mode.

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.

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.

Internationalization Strategies of Chinese Pharmaceutical Firms

2013 ◽  
Vol 4 (4) ◽  
pp. 35-47
Author(s):  
Xiaohui Li ◽  
Yunshan Lian ◽  
Jingyuan Zhao
Keyword(s):  
Market Entry ◽  
Emerging Market ◽  
Market Value ◽  
International Market ◽  
Paper Sample ◽  
Effective Strategies ◽  
Pharmaceutical Firms ◽  
Entry Strategies ◽  
Internationalization Strategies ◽  
Internationalization Theory

Chinese pharmaceutical market value is about USD 110 billion in 2009, and it has become the world’s second largest market. Chinese pharmaceutical firms are becoming a growing player in global pharmaceutical chains. In this paper, sample firms are selected and surveyed with a focus on effective internationalization strategies and paths, through an empirical research, this paper summarizes the internationalization of Chinese pharmaceutical firms, and finds the effective strategies of international market entry are product upgrading along the industrial chains, international certification and cooperation, outsourcing and licensing, and other paths of overseas expansion. The implication for pharmaceutical firms in emerging market is to choose the suitable strategies based on own advantages, learn from the experience of other emerging market and domestic leading companies of internationalization, and gradually enter the standard market. This study not only provides international market entry strategies for the latecomers of Chinese pharmaceutical firms, but also enriches the internationalization theory of emerging market.

International Market Entry Modes

2015 ◽  
pp. 225-253
Author(s):  
Jingyuan Zhao
Keyword(s):  
Pharmaceutical Industry ◽  
Emerging Markets ◽  
Market Orientation ◽  
Market Entry ◽  
International Market ◽  
Pharmaceutical Companies ◽  
Entry Modes ◽  
Resource Base ◽  
Industrial Chain ◽  
Internationalization Theory

The Chinese pharmaceutical market has become the world's second largest market. The Chinese pharmaceutical industry is becoming a growing player in global pharmaceutical chain. This chapter aims to solve following issues: the market orientation and resource base of Chinese pharmaceutical industry, the role in the global pharmaceutical industrial chain, and the international market entry modes of Chinese pharmaceutical companies. The sample companies are selected and surveyed with a focus on the international market entry modes. Through an empirical research, this chapter summarizes the experience of Chinese pharmaceutical internationalization and finds the effective modes of international market entry are product upgrading along the industrial chain, international certification and cooperation, outsourcing and licensing, and other paths of overseas expansion. The implication for pharmaceutical companies of emerging markets is to choose the suitable entry modes based on advantages, learn from the experience of other emerging markets and domestic leading companies of internationalization, and gradually enter the standard market. This study not only provides international market entry modes for the latecomer of Chinese pharmaceutical companies but also enriches the internationalization theory of emerging markets.

A Strategic Model for Entering African Markets

2014 ◽  
pp. 167-196
Keyword(s):  
Market Entry ◽  
Evaluation Criterion ◽  
Entry Modes ◽  
Global Business ◽  
Foreign Markets ◽  
Entry Strategies ◽  
Strategic Model ◽  
Cultural Orientations ◽  
Mind Set

This chapter looks at managerial mind-set and cultural orientations as major dimensions to be considered in global business. Furthermore, the chapter elucidates sites and market entry evaluation criterion, including identification and discussion of foreign markets’ entry modes and synergies created by various modes. It further analyzes the global and African markets’ specific entry strategies to do business in Africa. It also examines appropriate timing in market entry including risks and challenges in entering foreign markets—particularly African markets—to do business.

Factors Affecting the Choice of Market Entry Modes in the African Telephony Industry

2012 ◽  
Vol 1 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Maxwell Chanakira
Keyword(s):  
Strategic Alliances ◽  
Market Entry ◽  
Selection Criteria ◽  
Survey Methodology ◽  
International Investment ◽  
Entry Modes ◽  
Market Selection ◽  
Entry Barrier ◽  
Market Strategy ◽  
Factors Affecting

This paper investigates the factors that influence the choice of market entry modes in the African mobile telephony industry - currently, a popular international investment destination. Using the survey methodology, the study focuses on six key enterprises, which account for over 60% of the cell 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 with a view to reduction of financial and commercial risk. 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 important in informing investors engaged in or with intentions to enter Africa and in enriching international literature. The Stages model and the Eclectic framework individually, are unable to explain the choice of market entry mode in Africa. The key contributions of this study are both theoretical and practical insights on the process of internationalisation.

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