Thematische Bibliographien / Marketing entry

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Auswahl der wissenschaftlichen Literatur zum Thema „Marketing entry“

Autor: Grafiati

Veröffentlicht am 29. Juni 2021

Zuletzt aktualisiert am 5. Februar 2022

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Zeitschriftenartikel zum Thema "Marketing entry"

Robinson, William T. „Marketing Mix Reactions to Entry“. Marketing Science 7, Nr. 4 (November 1988): 368–85. http://dx.doi.org/10.1287/mksc.7.4.368.

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Nielson, Charles C. „Global marketing: Foreign entry, local marketing and global management“. International Journal of Research in Marketing 14, Nr. 3 (Juli 1997): 298–300. http://dx.doi.org/10.1016/s0167-8116(97)89448-7.

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Nisar, Shaista, Agyenim Boateng, Junjie Wu und Mary Leung. „Understanding the motives for SMEs entry choice of international entry mode“. Marketing Intelligence & Planning 30, Nr. 7 (19.10.2012): 717–39. http://dx.doi.org/10.1108/02634501211273823.

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Yang, Nathan. „Learning in retail entry“. International Journal of Research in Marketing 37, Nr. 2 (Juni 2020): 336–55. http://dx.doi.org/10.1016/j.ijresmar.2019.09.005.

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Gable, Myron, Martin T. Topol, Stephen Mathis und Melvyn E. Fisher. „Entry barriers in retailing“. Journal of Retailing and Consumer Services 2, Nr. 4 (Oktober 1995): 211–21. http://dx.doi.org/10.1016/0969-6989(95)00056-9.

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Aulakh, Preet S., Sevgin Eroglu und Francis M. Ulgado. „Book Review: Global Marketing: Foreign Entry, Local Marketing, and Global Management“. Journal of International Marketing 5, Nr. 2 (Juni 1997): 103–5. http://dx.doi.org/10.1177/1069031x9700500208.

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Yeu-Shiang Huang und Jyh-Wen Ho. „Stochastic Entry of Competitors and Marketing Decisions“. IEEE Transactions on Engineering Management 59, Nr. 1 (Februar 2012): 129–37. http://dx.doi.org/10.1109/tem.2010.2049852.

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Frey, John B. „Commentary on “Marketing Mix Reactions to Entry”“. Marketing Science 7, Nr. 4 (November 1988): 386–87. http://dx.doi.org/10.1287/mksc.7.4.386.

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Gaskin, Steven P. „Commentary on “Marketing Mix Reactions to Entry”“. Marketing Science 7, Nr. 4 (November 1988): 388–89. http://dx.doi.org/10.1287/mksc.7.4.388.

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Mehrotra, Sunil. „Commentary on “Marketing Mix Reactions to Entry”“. Marketing Science 7, Nr. 4 (November 1988): 390. http://dx.doi.org/10.1287/mksc.7.4.390.

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Dissertationen zum Thema "Marketing entry"

LINGXIU, JIANG. „IKEA marketing entry strategy in China“. Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-36640.

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Nowadays, with the big background of economic globalization, economic isolation became impossible, therefore,internationalization is necessary for development of enterprise. IKEA is a Swedish multinational group which wasfounded in 1943. Under the big background of economic globalization, IKEA sizes every opportunity to entryforeign markets And nowadays IKEA had already become the world wide largest furniture retailer since 2008.IKEA actually has already entered into Chinese market as early as 1998 .The success of IKEA in Chinese marketis very outstanding. But it’s not difficult to find on IKEA strategy map of China that the most retail stores areconcentrate distributed in the first-tier cities, such as Beijing, Shanghai, Guangdong. And there are very less retailstores in Chinese inland cities and some of areas are still the market vacancy. China as a country who has themost population on the world is never lack of purchasing power. Therefore, a reasonable marketing strategyshould be analyzed to help the expansion of IKEA in Chinese market.The research purpose of this thesis is to analyze a reasonable marketing entry strategy of IKEA for the furtherexpansion in Chinese market. This research would follow the classical foreign market entry strategies analysiswith three steps. And the research focus on answering these three questions: Where should be selected as newtarget market location of IKEA in China? Which entry mode of IKEA should be applied in the future Chinesemarket? Which factors would influence IKEA timing of entry in Chinese market? Which is through the multiresearch method.Summarizing IKEA marketing entry strategy in China is a gradual process. IKEA should firstly select the marketlocation in the areas with lower cultural distance and high level of GDP and GDP per capital, and then graduallyexpand in to the areas with relatively higher cultural distance and relatively lower level of GDP and GDP percapital. And in general, this process also could be viewed as the expansion from the eastern costal area to theinland cities of China. And the gradual “internationalization” of IKEA in Chinese market also reflected on theentry mode choice. From the “joint venture” run to the coexisting of “joint venture” and “wholly ownedsubsidiary”, and finally run to the “wholly owned subsidiary” as the only entry mode of IKEA in Chinese market.Finally, as for the timing of entry, IKEA should catch the “window of opportunity”, accumulate “near marketknowledge” and pay attention to “world-of-mouth” to remain the good reputation of IKEA in China to completethe earlier entry as a gradual process with the “stepwise internationalization” into Chinese new target market.

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Johansson, Emma. „Build it green : To create entry barriers with green marketing“. Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12174.

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Master thesis in marketing, 15 credits, School of business and economics, Linnaeus University, Växjö, 4FE02E, spring 2011 Author: Emma Johansson Tutor: Åsa Devine Title: Build it green – To create entry barriers with green marketing Background: In the beginning of the 21st century sustainability have become of higher importance for companies. One tool to manage sustainability is green marketing; an approach through which companies can gain competitive advantage. But is it possible to influence the market structure by using green marketing and is it possible to make it difficult for new actors to enter the market? Purpose: The purpose of this research is to investigate how companies can use green marketing to create entry barriers. Delimitations: This thesis is delimited to investigate the work of creating entry barriers, not to measure the effect of it. Furthermore the empirical research only includes companies on the Swedish market. Method: To investigate how companies use green marketing in relation to entry barriers today a quantitative approach was used and an electronic questionnaire was conducted. Conclusion: For established companies to protect their position on the market it is important to not only concentrate on the barriers most commonly related to green marketing. Rather green companies can establish a wide spectrum of barriers related to green marketing in order to make it more difficult for new entrants to establish themselves. Suggestions for further research: The next step to make within the field of green marketing as a barrier to entry is to investigate the effect of the barriers examined in this research. It is also necessary to do industry specific researches to investigate if some barriers are more important for certain industries. Keywords: Entry barriers, environmental commitment, green entry barriers, green marketing, strategic barriers to entry, structural barriers to entry, sustainability.

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Gao, Yong Gerald. „Multinational firms' sequential entry strategies“. Click to view the E-thesis via HKUTO, 2006. http://sunzi.lib.hku.hk/hkuto/record/B36633124.

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Gao, Yong Gerald, und 高勇. „Multinational firms' sequential entry strategies“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B36633124.

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Vítečková, Klára. „Market Entry Strategy for LifeTable Concept“. Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-85350.

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The goal of this thesis is to create a suitable market entry strategy for an innovative product called LifeTable (interactive touchpad designated for restaurants and bars), so that the company will be able to establish itself in the Czech market and install 200 pieces of LifeTable during the next year. In order to approach the topic correctly, the review of available theoretical literature was carried out. Based on the theory, a thorough secondary and primary research has been conducted. The findings of the research were subsequently used for description of the Czech market, analysis of main competitors and marketing analysis (SWOT and Porter's five forces). Finally, an appropriate strategy including recommended segmentation, targeting and positioning was set up and a suitable communication mix was created.

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Sundali, James Arnold. „An experimental investigation of market entry problems“. Diss., The University of Arizona, 1995. http://hdl.handle.net/10150/187079.

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This dissertation considers organizational problems of market entry. The research follows the experimental path. Game theoretic models are combined with laboratory experiments to produce a set of empirical findings. Two market entry problems are studied. The first considers the chain store paradox developed by Selten (1978). This game considers an established chain store with locations in numerous towns. In each of these towns a different competitor decides whether to enter and compete with the chain store. When entry occurs, the chain store can respond cooperatively or aggressively. The game proceeds sequentially, the players are not symmetric, and the critical solution concept is the subgame perfect equilibrium. Three experiments are conducted for a total of 550 trials of the game. Experiments differ in the size of payoffs, the number of entrants, the anonymity of the chain store, and whether subjects play in both the role of the chain store and an entrant or in just one role. There is qualified support for the game theoretic prediction that a chain store cannot deter the sequential entry of competitors. Entry occurred on 459 of 550 trials; while some chain stores pursue deterrence, it largely is not effective in these specific experimental environments. It is suggested that deterrence might be effective if the number of entrants or payoffs are increased. The results have implications for discussions on predatory pricing, reputation, and the value of backwards induction as a solution concept. The second market entry problem is based on a simultaneous market entry game developed by Rapoport (1994). In this game symmetric players decide simultaneously whether to enter a market with a specified capacity. The game theoretic prediction for the number of entrants is based on a Nash equilibrium (in pure or mixed strategies). Again, experimental results support game theoretic predictions. Across three experiments the correlation between the number of entrants and the size of the market capacity is consistently above 0.90. Taken together, these experiments on market entry problems provide strong support for the conceptual use of game theory and the methodological use of controlled laboratory experiments in the field of strategic management.

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Saboo, Pallabi. „A decision model to aid entry-mode strategy selection“. Thesis, This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-09122009-040423/.

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Madhok, Anoop. „Mode of foreign market entry : an integrative study“. Thesis, McGill University, 1993. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=41246.

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This study investigates the foreign market entry decision of multinational firms from three theoretical perspectives--namely transaction cost/internalization, competitive strategy and organizational capability. It is argued that each perspective primarily focuses on a different level of analysis--the firm or division, the transaction and the organizational unit respectively. The final decision regarding the means of foreign market entry is a choice made after considering these three forces simultaneously. The study contributes by developing an understanding of the role of organizational capability in the mode of entry decision. It further enriches theory through developing some of the interrelationships between the three perspectives.
The empirical research was conducted through a field study and a cross-sectional questionnaire survey sent to multinational firms with headquarters in Europe and North America. The results suggest that competitive strategy and organizational capability perspectives are most significant in determining the choice of entry mode. The transaction cost perspective does not appear to be significant.
One broad implication for managers is the importance of both analyzing the characteristics of the chosen product-market and critically examining the firm's capabilities in order to focus on what it does best, build upon it and, where necessary, complement this through collaboration with others.

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Jansen, Derek (Derek Timothy) 1963 Carleton University Dissertation Management Studies. „The influence of host country characteristics on method of entry“. Ottawa.:, 1992.

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Borchert, Oliver M. „Key marketing factors in SMEs' international market entry mode choice“. Thesis, University of Strathclyde, 2016. http://digitool.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=27532.

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Bücher zum Thema "Marketing entry"

Global marketing: Foreign entry, local marketing & global management. 3. Aufl. New York, N.Y: McGraw-Hill/Irwin, 2003.

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Johansson, Johny. Global marketing: Foreign entry, local marketing & global management. 3. Aufl. Boston: McGraw, 2003.

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Global marketing: Foreign entry, local marketing, & global management. 5. Aufl. Boston: McGraw-Hill Irwin, 2009.

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Johansson, Johny K. Global marketing: Foreign entry, local marketing & global management. 2. Aufl. Boston: Irwin/McGraw-Hill, 2000.

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Global marketing: Foreign entry, local marketing and global management. 2. Aufl. Boston, Mass: Irwin McGraw-Hill, 2000.

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Johansson, Johny K. Global marketing: Foreign entry, local marketing, and global management. Chicago: Irwin, 1997.

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J, Stahl Michael, Hrsg. Entry barriers and market entry decisions: A guide for marketing executives. New York: Quorum Books, 1991.

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Ryan, Patrick Thomas. International market entry strategies in industrial marketing. Dublin: UniversityCollege Dublin, 1992.

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Roger, Bennett. International marketing: Strategy, planning, market entry & implementation. London: Kogan Page, 1995.

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Czinkota, Michael R. International marketing strategy: Environmental assessment and entry strategies. Fort Worth: Dryden Press, 1994.

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Buchteile zum Thema "Marketing entry"

Backhaus, Klaus, Joachim Büschken und Markus Voeth. „Market Entry Strategies“. In International Marketing, 110–220. London: Macmillan Education UK, 2005. http://dx.doi.org/10.1007/978-0-230-21446-0_5.

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Gillespie, Kate, und K. Scott Swan. „Global Market Entry Strategies“. In Global Marketing, 260–88. 5. Aufl. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003141709-9.

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Prange, Christiane. „Marketing Decisions in China: Positioning, Branding, Marketing Mix“. In Market Entry in China, 17–25. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29139-0_3.

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Zimmerman, Alan, und Jim Blythe. „Market entry tactics“. In Business to Business Marketing Management, 129–52. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315564098-8.

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Omar, Ogenyi. „Market Selection Decisions and Entry Strategies“. In International Marketing, 138–71. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-28789-2_5.

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Giunta, Veronica. „IKEA in China: A “Glocal” Marketing Strategy“. In Market Entry in China, 73–93. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29139-0_8.

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Dony, Alexander G. C. „Developing the Marketing Plan“. In Market Entry Strategies for the PR China, 161–99. Wiesbaden: Deutscher Universitätsverlag, 1999. http://dx.doi.org/10.1007/978-3-663-08199-9_6.

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Siamagka, Nikoletta-Theofania, und Keith D. Brouthers. „International Market Entry and Expansion“. In The Routledge Companion to Strategic Marketing, 377–90. New York, NY: Routledge, 2021. | Series: Routledge companions in business, management & accounting: Routledge, 2020. http://dx.doi.org/10.4324/9781351038669-29.

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Glimstedt, Henrik. „European Market Entry – The Case of DeLaval“. In Diversity in European Marketing, 235–52. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-6976-7_11.

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Alcock, Geoff, und Ali Baig. „Introduction to Product Development and Market Entry“. In Marketing Cases from Emerging Markets, 89–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36861-5_13.

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Konferenzberichte zum Thema "Marketing entry"

Vukasović, Tina, und Mario Filipan. „MARKETING STRATEGY ON THE ENTRY OF SELECTED ENTERPRISE ON INTERNATIONAL MARKET“. In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.466.

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Mi, Xue. „Analysis of Chinese Entry-luxury Market and Research of Marketing Strategy“. In 3rd International Conference on Science and Social Research (ICSSR 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icssr-14.2014.122.

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Guo, Xiaofang, und Li Zhang*. „The Marketing Plan for Louis Vuitton’s Entry into the Market of Cambodia“. In Proceedings of the 2019 3rd International Conference on Education, Economics and Management Research (ICEEMR 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/assehr.k.191221.048.

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Cheng, Lu-Yun (Vivian), und Graça Miranda Silva. „A SUPERFICIAL FRIENDSHIP THEORY PERSPECTIVE ON INTERNATIONAL MARKET ENTRY MODE INSTABILITY AND STABILITY“. In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.01.07.03.

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Racela, Olimpia C. „AN ANALYSIS OF STRATEGIC COGNITION OF MYANMAR MANAGERS: INSIGHTS ON INTERNATIONAL MARKET ENTRY DECISION MAKING“. In Bridging Asia and the World: Global Platform for Interface between Marketing and Management. Global Alliance of Marketing & Management Associations, 2016. http://dx.doi.org/10.15444/gmc2016.08.03.06.

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Hao, Andy Wei, Chiquan Guo, Yong J. Wang und Anshu Saran. „ARE MARKET-ORIENTED FIRMS PIONEERS IN NEW PRODUCT LAUNCH? AN INVESTIGATION OF POSITIONAL ADVANTAGE, TIMING OF ENTRY, AND NEW PRODUCT PERFORMANCE“. In Bridging Asia and the World: Globalization of Marketing & Management Theory and Practice. Korean academy of marketing science, 2014. http://dx.doi.org/10.15444/gmc2014.01.05.01.

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Delcheva, Elvira, Iskra Nencheva und Nikolay Penev. „REGULATORY CHALLENGES FOR THE MARKETING OF AGRICULTURAL PRODUCTS IN BULGARIA AND THE EUROPEAN UNION“. In AGRIBUSINESS AND RURAL AREAS - ECONOMY, INNOVATION AND GROWTH 2021. University publishing house "Science and Economics", University of Economics - Varna, 2021. http://dx.doi.org/10.36997/ara2021.348.

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An integral part of the conditions of the agricultural market in Bulgaria are the laws and regulations collected in ordinances and regulations imposed by state agencies monitoring the quality and safety of agricultural products traded on the Bulgarian market. The goals are to achieve equal conditions for market participation, tax reporting, quality control. In the last two years we have been observers and participants in the accompanying Covid-19 crisis related to the consequences of Covid-19, both in Bulgaria and the European Union, and around the world. Inevitably, the effects of the restriction and the measures caused by the crown crisis will continue to prolong over time in the agricultural sector and agriculture in general. The purpose of this study is to trace how the current regulatory norms affect the sale of agricultural production and how the restriction has affected the crisis. Are regulatory norms a condition for market development or are they a barrier to market entry and survival and what protection do they provide to end users?

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Bauer, Candice. „Market Strategy Skills: A Learner-Centered Approach“. In ASME 2005 International Mechanical Engineering Congress and Exposition. ASMEDC, 2005. http://dx.doi.org/10.1115/imece2005-82089.

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Market strategy skills are essential for engineers. A lesson plan that teaches introductory market strategy skills to engineering students is developed. The lesson plan is designed for junior level undergraduate students to meet some of the Accreditation Board for Engineering and Technology (ABET) 2005-2006 Criteria 3 (program outcomes and assessment). The challenge is to convey market strategies using a learner-centered approach into an engineering course. The first lesson is to demonstrate the difference between concurrent engineering and “over-the-wall” engineering. After this exercise, a discussion on key terms in product development and marketing is conducted. The key terms that are defined are core competence, continuous innovation, discontinuous innovation, dominant design, acceptability, adaptability, market entry, barriers, first to market, and late to market. Case studies are used to teach students basic marketing terms helping them to understand how to design products to solve for a need within constraints (ABET Criteria 3C), techniques to identify and solve problems (ABET Criteria 3E), and how engineering impacts society (ABET Criteria 3H). The fully developed lesson plans, best practices, and student responses are presented.

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Ergenç, İsmail Erkut. „Customer Requirement Factors in Selection of E-Commerce Infrastructure Service Provider in Post-Covid-19: An AHP Application“. In COMMUNICATION AND TECHNOLOGY CONGRESS. ISTANBUL AYDIN UNIVERSITY, 2021. http://dx.doi.org/10.17932/ctcspc.21/ctc21.006.

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In today’s complex world, businesses actively use various methods to deliver goods and services to customers. Due to the active entry of the internet into people’s lives and the increase in the number of purchases made on the internet recently, businesses must actively use the internet in their marketing activities to achieve a competitive advantage. Especially after COVID-19, many businesses have had to perform their activities over the internet due to public health measures. In addition to supporting the promotion activities of the internet, direct marketing, customers purchasing products through e-commerce, and delivering some services online has become a competitive strategy and one of the methods actively used by businesses today. In this context, businesses have become more willing than before to set up their own e-commerce websites. To this end, this study reveals the features that businesses can use in determining the features they need in the selection of ecommerce infrastructure. The study suggested that 21 features for e-commerce sites were grouped among themselves in the context of e-service quality dimensions included in the ES-QUAL and e-Recs-QUAL scales, and importance ranking was performed using the AHP method.

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Michalek, Jeremy J., Panos Y. Papalambros und Steven J. Skerlos. „A Study of Emission Policy Effects on Optimal Vehicle Design Decisions“. In ASME 2003 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2003. http://dx.doi.org/10.1115/detc2003/dac-48767.

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A methodology is presented for studying the effects of automobile emission policies on the design decisions of profit-seeking automobile producers in a free-entry oligopoly market. The study does not attempt to model short-term decisions of specific producers. Instead, mathematical models of engineering performance, consumer demand, cost, and competition are integrated to predict the effects of design decisions on manufacturing cost, demand, and producer profit. Game theory is then used to predict vehicle designs that producers would have economic incentive to produce at market equilibrium under several policy scenarios. The methodology is illustrated with three policy alternatives for the small car market: corporate average fuel economy (CAFE) regulations, carbon dioxide emissions taxes, and diesel fuel vehicle quotas. Interesting results are derived, for example, it is predicted that in some cases a stiffer regulatory penalty can result in lower producer costs because of competition. This mathematical formulation establishes a link between engineering design, business, and marketing through an integrated optimization model that is used to provide insight necessary to make informed environmental policy.

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