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Vincze, Zsuzsanna. "Foreign-Market Expansion in Newly-Emerging Markets." Journal of East-West Business 9, no. 3-4 (March 22, 2004): 107–35. http://dx.doi.org/10.1300/j097v09n03_06.
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Sirimarco, Paula Holanda Cavalcanti, and Luiza Neves Marques da Fonseca. "Expansion to foreign markets: Usaflex." Emerald Emerging Markets Case Studies 10, no. 2 (May 30, 2020): 1–21. http://dx.doi.org/10.1108/eemcs-11-2019-0321.
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Learning outcomes The case seeks to meet the following educational objectives: provide an understanding of the problems and opportunities faced by a company doing business in a rapidly expanding emerging market. Understand how the foreign environment and industry practices impinge on the company’s strategic conduct. Develop the ability to evaluate strategic internationalization decisions in light of considerations related to uncertainty, risk and commitment. Provide for the application of internationalization theories to a real case involving an emerging country company. Discuss new strategies for international market expansion. Case overview/synopsis This case study is about the strategic change of the Usaflex brand and how it impacted its national and international expansion. Usaflex is a Brazilian footwear company founded in 1998 and acquired in 2016 by a group of partners. The new managers started an accelerated process of national and international expansion. In the domestic market, the company adopted the franchise system and in the international market used licensed stores. In addition, the new management implemented a series of modifications, changing the positioning, design and product variety, as well as the communication strategy. This process took place in a highly negative context, with the domestic market suffering the impact of a strong recession and Brazilian footwear exports losing competitiveness in the international market. Complexity academic level The targeted audience of this case is undergraduate and MBA students of Business Management courses, specifically on International Business courses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 5: International Business.
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Volodin, Yu V., and P. A. Podkovyrov. "INTERNATIONAL MARKET EXPANSION." Strategic decisions and risk management, no. 4 (December 24, 2018): 20–35. http://dx.doi.org/10.17747/2078-8886-2018-4-20-35.
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In article various theoretical aspects of an exit of the companies on the foreign markets are considered. Influence of globalization on productivity of the companies is considered, ways and factors of a choice of strategy of an exit to the world market are analysed. The behavioural and cultural aspects influencing strategy of an exit to the world market are analysed. The analysis of strategy of the companies which have entered the foreign markets, is carried out taking into account the previous researches in this area.The following conclusions became result of research: 1) globalization positively influences the companies as the market increases, however the small companies and the companies in emerging markets lose in competitive fight; 2) the companies with considerable experience are inclined to choose strategy of opening of own enterprise while the organizations without similar experience prefer export or joint venture in the host country territory; 3) the strategy choice with a bigger involvement of resources is directly proportional to knowledge of culture of the country to which there is a company. At entry into the market with other culture smooth adaptation is necessary for successful realization of strategy. At last, people are inclined to make behavioural mistakes, and knowledge of them and continuous control will help to achieve successful results; 4) for an exit and successful work in the foreign markets of the company important not only to possess competences, but also to be able to protect them and to keep in time; 5) on the market with high political and investment risks, and also adverse economic conditions of the company are inclined to choose strategy with the minimum investment of money (franchizes, licensing).
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Wang, Xiaojia, Wei Chen, Jennifer Shang, and Shanlin Yang. "Foreign markets expansion for air medical transport business." Journal of the Operational Research Society 69, no. 7 (December 4, 2017): 1146–59. http://dx.doi.org/10.1080/01605682.2017.1390529.
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Zif, Jehiel. "Choosing the Rate of Global Market Expansion by Entrepreneurial Firms." International Journal of Business Administration 11, no. 4 (June 10, 2020): 13. http://dx.doi.org/10.5430/ijba.v11n4p13.
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This paper outlines a rational for assessing the rate of global market expansion by entrepreneurial firms. Many entrepreneurial firms are dependent for their success on global market expansion. This is especially true about firms from relatively small countries. One can conceive of two major and opposing strategies for market expansion: market diversification and market concentration. The first strategy implies a fast penetration into a large number of markets in order to achieve fast growth and a first mover advantage. The second strategy is based on concentration of resources in a few markets and gradual expansion into new territories in order to test the response before committing too much effort. The paper is updating prior work on market expansion, taking into account entrepreneurial firms in the digital age. Firms with digital products don’t have to depend on foreign distribution networks and they have new opportunities for fast entry into foreign markets. We propose a concise framework for determining the preferred rate of market expansion utilizing two key variables: the potential response function of customers and the complexity of the product. The paper include a discussion of ways to assess customers’ response to entrepreneurial innovation and additional factors that can influence the market expansion decision.
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Grzegorczyk, Wojciech. "MOTIVATION BEHIND THE FOREIGN EXPANSION OF ŁÓDŹ VOIVODESHIP COMPANIES." Acta Scientiarum Polonorum. Oeconomia 18, no. 3 (September 30, 2019): 29–36. http://dx.doi.org/10.22630/aspe.2019.18.3.29.
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The aim of the article is to present the motivation behind foreign expansion of small and medium-sized enterprises (SMEs) based in Łódź Voivodeship. In order to carry out the project the researchers analysed the literature on the subject and conducted primary research on the sample of the selected companies with the use of survey and interview questionnaires that the managers of the companies surveyed responded to in 2017 and 2018.The decisions to enter foreign markets also resulted from the fact that companies wanted to increase their turnover and profits and in some cases, as the research proved, they were also motivated by factors concerning the companies productivity. Companies perceive foreign market expansion as an opportunity to expand their product offer, enter new markets, implement innovative solutions or achieve the previously set strategic goals, which is referred to as the so called strategic motivation.
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Gomes, Renata Maria, Jorge Carneiro, and Luis Antonio Dib. "Branded retailer expansion on a continent-sized emerging market." International Journal of Retail & Distribution Management 46, no. 9 (September 10, 2018): 820–34. http://dx.doi.org/10.1108/ijrdm-10-2017-0258.
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Purpose The purpose of this paper is to identify patterns for the intra-market expansion of international branded retailers on a continent-sized emerging market using the network approach. Design/methodology/approach A multiple-case study design of four foreign branded retailers that have expanded onto regional markets in Brazil is used. Findings The intra-market expansion process shares similarities with the cross-market expansion process; is influenced by the relationships of foreign branded retailers with local competitors and shopping mall firms; and market selection, mode of operation and store location decisions are interrelated and conjointly taken, instead of forming a three-stage process. Additionally, the importance of relationships with host market shopping malls firms is highlighted. Research limitations/implications This paper advances a conceptual model of the intra-market expansion process, which comprises a system of interrelated decisions – (regional) market selection, mode of operation and store location – influenced by several network effects. Practical implications Managers of foreign branded retail suffer from liability of foreignness when undertaking intra-market expansion. Although Brazil is a large market, the retail community is highly connected because of managers’ personal relationships. Brazilian shopping malls dominate suitable store locations, and represent a valuable source of knowledge and resources for the foreign branded retailer. Originality/value This paper addresses two under-researched aspects of international retail: branded retailers – manufacturers that develop brands and operate stores – and intra-market expansion (i.e. to geographic regions of a given foreign country). It also discusses the challenges of intra-market expansion in continent-sized emerging markets, with considerable regional diversity (culture, infrastructure and institutions).
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Oh, Han Mo, and Young Woong Hwang. "Internationalisation knowledge and market expansion: how Korean firms grow in foreign markets." International Journal of Multinational Corporation Strategy 2, no. 2 (2018): 176. http://dx.doi.org/10.1504/ijmcs.2018.089671.
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Oh, Han Mo, and Young Woong Hwang. "Internationalisation knowledge and market expansion: how Korean firms grow in foreign markets." International Journal of Multinational Corporation Strategy 2, no. 2 (2018): 176. http://dx.doi.org/10.1504/ijmcs.2018.10010751.
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Oh, Han-Mo, Dennis B. Arnett, and Sang Bong An. "Export market expansion through indirect learning: evidence from Korean exporters." Journal of Korea Trade 20, no. 4 (December 5, 2016): 318–31. http://dx.doi.org/10.1108/jkt-12-2016-017.
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Purpose A appreciable number of exporters have successfully developed their markets in foreign countries although they have little prior experience in those countries. Advocating that indirect learning plays a crucial role in explaining this phenomenon, the purpose of this paper is attempted to investigate whether and how learning indirectly from competitors and interfirm relationships enables exporters to successful expand their business into foreign markets. Design/methodology/approach Drawing on the knowledge-based theory of the firm and the late-mover advantage theory, the authors developed an empirically testable model that explains and predicts the effects of indirect learning on the success of export market expansion. The model was tested using a complied archival data set in regard to exporters’ market expansion events and international accounting. The sampling frame was the events of Korean exporters’ market expansion. Findings Empirical evidence shows that exporters’ indirect learning from domestic, local, global competitors and from interfirm relationships influence their success of market expansion. In addition, indirect learning from domestic rivals and from interfirm relationships has a more positive effect on the success of expansion into emerging markets than into developed markets. Research limitations/implications Because the authors employed an event-study method, the limitations of this method can be applied to the present research. In addition, because of the empirical context, the results of the research may lack generalizability. The authors, however, provided an understanding how an exporter can succeed in a foreign market specifically when it has lack of direct experience in the market. Practical implications The results of the current research suggested that an exporter should try to learn from local, domestic, and global rivals experienced in a foreign market in order to succeed in the market. In addition, exporters should be affiliated with business groups or partnerships because these affiliations can strengthen the information-sharing mechanisms. Moreover, an exporter should focus first on learning from local rivals and then domestic rivals in order to develop proper expansion strategies. Finally, an exporter should attempt to more actively learn from rivals and interfirm relationships when it targets an emerging market than a developed market. Originality/value Prior studies have emphasized the effects of a firm’s direct learning on market development success. The authors, however, filled a knowledge gap of the impacts of learning in two aspects. First, the authors provided an understanding of the effects of indirect learning on market expansion success. Second, the authors demonstrated these effects in the context of export.
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Abalkina, A., and K. Ivanova. "Expansion of Russian Banks outside Commonwealth of Independent States." World Economy and International Relations, no. 5 (2014): 21–30. http://dx.doi.org/10.20542/0131-2227-2014-5-21-30.
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The article investigates the patterns of Russian banks’ export of direct investments. The authors provide estimations of the Russian banks’ expansion outside the CIS countries based on statistical data and expert calculations. We also map the geographical presence of Russian banks and analyze their entry modes on foreign markets. Our findings suggest that Russian banks’ subsidiaries outside the CIS countries act as financial intermediates between Russian and foreign markets, their role as intermediates on local financial markets is still poor.
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Grzegorczyk, Wojciech. "Marketing strategies of Polish companies on foreign markets." Management 22, no. 2 (December 1, 2018): 110–20. http://dx.doi.org/10.2478/manment-2018-0026.
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Summary In the years 2017-2018 the Marketing Faculty of Łódź University conducted a research project “Marketing strategies of companies based in Łódź Voivodeship on foreign markets”. The aim of this text is to present the initial research findings strategies implemented by surveyed companies on foreign markets. The examined companies seldom attempted to conduct the foreign market research and the marketing strategy that they used was strictly related to the prevailing form of expansion into foreign markets, i.e. export. Both the product and the pricing policy were adapted to the specific character of the foreign market. Activities in the area of distribution were limited to indirect export and they were not initiated by the examined companies. The prevailing majority of companies used the Internet, trade fairs and exhibitions in their promotional activities. The intermediaries in the distribution channel were responsible for subsequent promotional activities. They involve marketing strategies typical for small and medium companies and their content depends on the intermediaries in the distribution channel on foreign markets.
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Mahutga, Matthew C. "Theoretical Holism in the Sociology of Development." Sociology of Development 2, no. 1 (2016): 1–24. http://dx.doi.org/10.1525/sod.2016.2.1.1.
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In this article, I apply Alderson and Nielsen's (1999) holistic approach to the sociology of development by revisiting the consequences of private markets and foreign direct investment (FDI) for earnings inequality during postsocialist transition. I begin by arguing that FDI increases the pace of private market expansion and thereby affects inequality through an indirect causal pathway unrecognized in the literature. The total effect of FDI thus depends in part on how private markets drive distributional change. I then introduce a maturation thesis to reconcile debates over the distributional consequences of private markets, where private markets first reduce and then increase inequality. If FDI increases the pace of private market expansion and if the distributional consequences of private markets increase as they expand, then FDI's total effect on inequality should grow with the expansion of private markets. Evidence drawn from a time-series crosssection regression analysis of earnings inequality among 18 transition countries supports this intervention. FDI increases the pace of private market expansion, and the effect of private markets changes from negative to positive as private markets expand. Thus the total effect of FDI increases with the size of the private market. I conclude by implicating these findings in debates about postsocialist transition and the sociology of development more generally.
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Kim, Joo Tae. "The Expansion of HJC in Foreign Markets of Motorcycle Helmet." INTERNATIONAL BUSINESS REVIEW 10, no. 3 (December 31, 2006): 125. http://dx.doi.org/10.21739/ibr.2006.12.10.3.125.
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Hadjikhani, Amjad, and Jan Johanson. "Facing Foreign Market Turbulence: Three Swedish Multinationals in Iran." Journal of International Marketing 4, no. 4 (December 1996): 53–74. http://dx.doi.org/10.1177/1069031x9600400405.
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While foreign market entry and expansion has attracted much international business research, few have studied the contraction of foreign market operations and exit from foreign markets when MNCs face market turbulence and decline. This article uses a process perspective to examine the responses of three Swedish MNCs to the dramatic changes in the Iranian market during the turbulent period 1975 - 1992. It bases a view of foreign market contraction and exit on the theory of the internationalization process of the firm, and asks whether this can help us understand the firm's behavior in the face of a turbulent foreign market environment.
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Rafay, Abdul, and Nimisha Singh. "Bright Paint Industries: Expansion Through Internationalization." South Asian Journal of Business and Management Cases 9, no. 1 (November 6, 2019): 40–53. http://dx.doi.org/10.1177/2277977919881399.
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One fine evening of February 2018, while sitting on his rocking chair, the CEO of Bright Paint Industries (BPI) recalled the experience of exporting paints to Afghanistan and its financial returns. At the same time, he recalled the exhibitions of UAE in 2015 and 2016. Since 2016–2017, the top management was analyzing growing demands in local and foreign markets and very much concerned about implications of (1) rising competition from unorganized paint sector, (2) the customers’ trend towards using alternatives to paints like wallpapers, etc. and (3) ease of doing business in Pakistan due to persistent energy crises and other factors. Keeping in view the above-said issues and its existing presence in paint industry for the last four decades, the company is now considering two options: (1) expand its existing operations in Pakistan and cater the foreign markets by export from here or (2) set up a plant at some foreign location and fulfil orders from there.
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Kumar, V., Antonie Stam, and Erich A. Joachimsthaler. "An Interactive Multicriteria Approach to Identifying Potential Foreign Markets." Journal of International Marketing 2, no. 1 (March 1994): 29–52. http://dx.doi.org/10.1177/1069031x9400200103.
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The authors address the issue of portfolio management in the context of an international marketing problem. Screening, identification, and selection characterize the three stages in the evaluation of potential foreign markets. The proposed methodology is used for identifying potential foreign markets. This article contributes to the existing literature in four ways: (a) it integrates the past research on international market evaluation into a comprehensive framework, (b) it fills a gap in this area, by offering a flexible, cost efficient methodology that is easy to comprehend and adopt, (c) it simultaneously considers the objectives of the firm, its resource constraints, and expansion strategies while identifying potential foreign markets, and (d) it introduces a multicriteria methodology for solving problems of multiobjective decision models, to the international marketing managers.
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Pehrsson, Anders, and Tobias Pehrsson. "Consistent resource base of a foreign subsidiary's greenfield expansion." European Business Review 26, no. 1 (January 7, 2014): 64–78. http://dx.doi.org/10.1108/ebr-05-2013-0088.
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Purpose – The purpose is to extend the understanding of the resource base of the industrial firm's greenfield expansion on a foreign country market once a wholly owned subsidiary has been established. Design/methodology/approach – A conceptual framework is developed relying on the resource-based theory of strategy. Resource bases in terms of value-adding activities of four Swedish industrial firms' subsidiaries in the USA are analysed. Four theoretical propositions are formulated regarding consistent associations among the activities and contingencies that are relevant to expansion on a foreign country market. Findings – The propositions show how foreign subsidiaries' value-adding activities are aligned with two contingencies: the corporate strategy manifested by the product/market knowledge transferred from the parent firm that enable local expansion and the subsidiary's knowledge of competition barriers that obstruct local expansion. The value-adding activity may be basic or advanced and may repeat the parent firm's activity. Research limitations/implications – US subsidiaries of four Swedish industrial firms were analysed. The propositions may be turned into hypotheses suitable for tests in statistical studies. A test may include firms from different home countries and subsidiaries on different host country markets. Practical implications – The conceptual framework and the propositions provide a ground for an industrial firm's decision to conduct a strategy of greenfield expansion on a foreign country market once a wholly owned subsidiary has been established. Originality/value – The framework is unique and emphasizes that both knowledge stemming from corporate strategy and knowledge of local competition need to be acknowledged in order to understand firm's greenfield expansion on a foreign country market.
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Kalyanpur, Nikhil, and Abraham L. Newman. "Mobilizing Market Power: Jurisdictional Expansion as Economic Statecraft." International Organization 73, no. 1 (August 13, 2018): 1–34. http://dx.doi.org/10.1017/s0020818318000334.
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AbstractStates with large markets routinely compete with one another to shield domestic regulatory policies from global pressure, export their rules to other jurisdictions, and provide their firms with competitive advantages. Most arguments about market power tend to operationalize the concept in economic terms. In this paper, we argue that a state's ability to leverage or block these adjustment pressures is not only conditioned by their relative economic position but also by the political institutions that govern their markets. Specifically, we expect that where a state chooses to draw jurisdictional boundaries over markets directly shapes its global influence. When a state expands its jurisdiction, harmonizing rules across otherwise distinct subnational or national markets, for example, it can curtail a rival's authority. We test the theory by assessing how changes in internal governance within the European Union altered firm behavior in response to US extraterritorial pressure. Empirically, we examine foreign firm delisting decisions from US stock markets after the adoption of the Sarbanes–Oxley accounting legislation. The act, which included an exogenous compliance shock, follows the harmonization of stock market governance across various European jurisdictions. Econometric analysis of firm-level data illustrates that EU-based companies, which benefited from jurisdictional expansion, were substantially more likely to leave the American market and avoid adjustment pressures. Our findings contribute to debates on the role of political institutions in economic statecraft and suggest the conditions under which future regulatory conflicts will arise between status quo and rising economic powers.
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Puthusserry, Pushyarag N., Zaheer Khan, and Peter Rodgers. "International new ventures market expansion through collaborative entry modes." International Marketing Review 35, no. 6 (November 12, 2018): 890–913. http://dx.doi.org/10.1108/imr-01-2017-0001.
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PurposeThe purpose of this paper is to examine the role that different collaborative entry modes play in how international new ventures (INVs) expand into international markets.Design/methodology/approachThe paper’s arguments are based on the INVs and social network literatures. In order to investigate the entry modes adopted by British and Indian small and medium information and communication technology (ICT) firms into each other’s markets, the paper outlines the results of qualitative semi-structured interviews with the key decision makers of ten British and ten Indian ICT firms.FindingsThe findings contribute to the relatively under-researched area of how INVs enter foreign markets through collaborative entry mode. The findings suggest that INVs utilize both equity and non-equity modes of collaboration to expand their international operations. The findings also indicate that financial and non-financial resources always limit the market expansion and internationalization of such companies. Against this background, the INVs rely on building collaboration as one of the safest methods for foreign market expansion and successful internationalization. The collaborative entry mode is enhanced by entrepreneurs’ prior experience, social ties and knowledge of the foreign market.Research limitations/implicationsSet against the backdrop of an ever-increasing trend of internationalization of small and medium enterprises (SMEs), the paper offers important implications for understanding the conditions and factors behind the choice of collaborative and non-collaborative entry modes by INVs in particular and SMEs more broadly.Originality/valueThe paper is one of the few studies that have examined the role of collaborative entry modes choice adopted by INVs from two of the largest economies – the UK and India.
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Anderson, Erin, and Anne T. Coughlan. "International Market Entry and Expansion via Independent or Integrated Channels of Distribution." Journal of Marketing 51, no. 1 (January 1987): 71–82. http://dx.doi.org/10.1177/002224298705100106.
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Manufacturers introducing an industrial product to a foreign market face a difficult decision. Should the product be marketed primarily by captive agents (company salesforce and company distribution division) or by independent intermediaries (outside sales agents and distributors)? This is an issue of downstream vertical integration. The authors explore the issue through an empirical investigation of distribution channel choice in foreign markets by U.S. semiconductor companies. Using original interview data, they develop scales to measure key variables. With these measures they build a logistic regression model of what factors affect the form of the distribution channel chosen in various foreign markets. The results indicate that integration is associated with the degree of transaction specificity of assets in the distribution function and whether or not the product being introduced is highly differentiated. There is evidence that the product will be sold through whatever channel is already in place, if any. Further, American firms seem more likely to integrate the distribution channel in highly developed industrialized countries (Western Europe) than in Japan and Southeast Asia, which are more culturally dissimilar. Implications for managers faced with a channel choice are explored.
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Mujtaba, Bahaudin G., and Bina Patel. "McDonalds Success Strategy And Global Expansion Through Customer And Brand Loyalty." Journal of Business Case Studies (JBCS) 3, no. 3 (July 1, 2007): 55–66. http://dx.doi.org/10.19030/jbcs.v3i3.4857.
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The McDonalds Corporation is one of the most successful global restaurant chains around the world. They have used effective management and global expansion strategies to enter new markets and gain a share of the foreign fast food market. This case presents how McDonalds has achieved this enormous success, its best practices in the global food industry, international growth trends and challenges, and various lessons that have been learned from their expansion in foreign countries. Overall, the case provides a discussion of how McDonalds creates both customer and brand loyalty for their products and services. This case focuses on McDonalds international success, challenges and strategies.
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VORONKOVA, O. N., and T. N. BARONOVA. "METHODOLOGY FOR ASSASSING THE EXPORT READINESS OF SMALL AND MEDIUM ENTERPRISES OF THE RUSSIAN FEDERATION AND ITS APPROBATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 5 (2020): 77–88. http://dx.doi.org/10.36871/ek.up.p.r.2020.05.02.012.
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Favorable environmental conditions associated with the devaluation of the Russian ruble, active state support, reduced demand in the domestic market and the presence of solvent demand in foreign markets, with the orientation of small and medium enterprises to active development (including modernization processes, expansion of production assets, updating the product line and etc.), – form their motivation for the internationalization of activities. At the same time, effective access to foreign markets should be based on a methodology for assessing readiness and developing a strategy for export activities. Accordingly, in the article, the author substantiates the methodology for assessing the export potential for Russian SMEs and gives the results of its testing.
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Pehrsson, Anders. "Sequential expansion in a foreign market." European Business Review 28, no. 3 (May 9, 2016): 285–311. http://dx.doi.org/10.1108/ebr-01-2016-0017.
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Purpose A multinational firm’s expansion in a foreign market is a key issue of international business. The purpose of this study is to extend the understanding of essential drivers that will facilitate firm’s assessment of alternative modes of sequential expansion. Design/methodology/approach The study applies the knowledge-based view and explores a multinational firm’s sequential post-entry expansion in a foreign market. Event histories of Swedish industrial firms’ establishments of wholly owned subsidiaries in Germany, the UK and the USA were explored using Cox regression. Findings Broad market experiences stemming from corporate strategy and deep experiences from the preceding subsidiary increase the likelihood of a sequential investment. Effects of broad experiences are contingent on the context specified by the geographic scope of the firm and its general subsidiary experience. Research limitations/implications The study contributes to international expansion theory and integrates sources of knowledge originating from strategy theory and internationalization theory. The study shows that the dual approach is needed to understand international expansion. Practical implications In evaluating a further subsidiary investment in a foreign market, the multinational firm is advised to assess whether it possesses enough market experiences to justify the investment. The experiences should be associated with corporate strategy, the previous wholly owned subsidiary and the context specifications identified in the study. Originality/value The study is unique, as it addresses the simultaneous impact of broad and deep market experiences. Also, the inclusion of central context specifications makes the study novel.
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Kogut, Clarice Secches, Renato Dourado Cotta de Mello, and Angela da Rocha. "International expansion for knowledge acquisition or knowledge acquisition for international expansion?" Multinational Business Review 28, no. 2 (October 14, 2019): 177–200. http://dx.doi.org/10.1108/mbr-11-2018-0084.
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Purpose Starting from the knowledge-based view as a theoretical perspective, this study aims to examine how an emerging market multinational enterprise (EMMNE) engages in reverse knowledge transfer (RKT) processes and how such processes are managed by headquarters. Therefore, this paper captures the perspective of top management concerning RKT and the processes used to create, transfer and integrate knowledge. Design/methodology/approach The study uses a longitudinal design based on the case method of investigation. The case selected for the study was a Brazilian company theoretically sampled for being a domestically, regionally and globally important, information-rich company that operates in an industry in which technology plays a crucial role. The company was also selected for having had asset-seeking motives in at least some of its foreign market entries and for having successfully absorbed foreign-acquired capabilities. Findings The study provides counterfactual evidence to the springboard perspective, considering timing and speed of the internationalization and catch-up processes and the size of acquisitions. The study also highlights differences to other emerging market multinational enterprises, concerning the internationalization trajectory and catch-up moves, and to traditional MNEs, regarding RKT challenges and practices. Research limitations/implications The main limitations of the study relate to the case study method, which does not allow for statistical generalization, although it does support analytical generalization. Originality/value The study contributes to the literature by shedding light on the process by which a Latin American multinational firm developed technological capabilities to compete globally, focusing on the symbiotic, self-nurturing relationship between internationalization processes and technology acquisition and integration processes. Moreover, the work provides novel theoretical insights regarding timing, location, size and execution of the RKT activities. Finally, the paper contributes to the understanding of the relational aspects of the RKT process by focusing on building human relationships as the major force behind knowledge integration and examining the resistance of the acquired companies from developed markets to adopt the parent company’s best practices, or to contribute to its integrated knowledge, when the parent company is an EMMNE.
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Koubaa, Yamen, Rym Srarfi Tabbane, and Manel Hamouda. "Going international through successful partnerships: the case of GIAS." Emerald Emerging Markets Case Studies 3, no. 1 (April 19, 2013): 1–10. http://dx.doi.org/10.1108/eemcs-11-2012-0193.
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Subject area International business. Study level/applicability The case is suitable for Bachelor and Master level students of business studies. Case overview In the actual global economy context, firms are trying to be more competitive by accelerating their efforts to integrate foreign markets. Small and medium-sized enterprises (SMEs) from emerging markets are increasingly internationalizing to capitalize on opportunities in foreign markets. To get into internationalization SMEs can use different successful expansion strategies. One of these strategies is the establishment of a win-win partnership with partners that distribute the company products on the foreign markets. The case deals with a successful experience of a win-win partnership from an emerging country SME, the Tunisian food industry firm GIAS, which began its internationalization in 1996. The case presents first the reasons of internationalization of GIAS. Then an explanation of the strategic choices of internationalization of the firm is provided. The selection of the most appropriate foreign markets is described later. The win-win partnership approach is then detailed and the case finishes with the future internationalization plans for GIAS. Expected learning outcomes The expected learning outcomes include: the selection of a foreign market; the determinants of the foreign mode of entry; the process of integrating an internationalization strategy; how to choose the most appropriate partner; the follow up and the management of the relationships with foreign partners; and the monitoring of international markets. The case provides a space to think about practice and help learners, therefore, to connect theory and practice. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Romsa, G., and M. Blenman. "Foreign Investment along the Lower Yangzi: Nanjing 1988–93." Environment and Planning A: Economy and Space 30, no. 9 (September 1998): 1625–42. http://dx.doi.org/10.1068/a301625.
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China's approach to restructuring from a state-socialist-run economy to one based upon market forces is an ongoing process with a number of adjustments. Adjustments reflect pressures arising from foreign investors, economic bottlenecks, management, and labour as well as from local, regional, and national political interests. Spatial reallocation of resources and opportunities has enabled China to sustain rapid growth without major internal constraints. Nanjing is a case in point. Investment patterns reflect a regional variation in development but, notwithstanding local inputs, the end result fits in with the overarching federal model. Expansion in the Nanjing region is driven by foreign investors searching for new opportunities and the need for state enterprises to restructure. Growth is diversified among a number of sectors and balanced between the domestic and foreign markets. Management and technological transfers are providing a solid foundation for continued expansion. Nanjing appears to have found a niche in the Yangzi basin as a regional centre and possibly as a future gateway city.
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Zacharakis, Andrew L. "Entrepreneurial Entry into Foreign Markets: A Transaction Cost Perspective." Entrepreneurship Theory and Practice 21, no. 3 (April 1997): 23–40. http://dx.doi.org/10.1177/104225879702100302.
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The best opportunity for growth is often overseas, even for smaller entrepreneurial firms. However, resource-constrained smaller firms do not have as many available entry strategies as do larger multinational enterprises (MNEs). Smaller firms frequently must ally themselves with partners in order to make international expansion feasible (e.g. employing an export agent, licensing, joint venture, or strategic alliance strategy). The alliance of two distinct parties central to these entry strategies lends itself to a transaction costs economics (TCE) perspective. TCE illuminates the underpinnings of these relationships, in particular, highlighting problems and risks that the respective parties face when entering into the partnership. These problems arise from the threat of opportunism, specifically, adverse selection and moral hazard. The paper develops these problems within the entrepreneur/export agent realm and suggests methods for overcoming these problems.
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KOVTUNENKO, Kseniia, Oleksandra KOVALCHUK, and Roman DOLOKA. "Features of management of export-oriented manufacturing enterprise at entering foreign markets: intellectual aspect." Economics. Finances. Law, no. 6 (June 18, 2021): 5–8. http://dx.doi.org/10.37634/efp.2021.6.1.
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At the present stage of development of modern Ukrainian enterprises, access to foreign markets is becoming increasingly important, which is why questions about the effective management of export-oriented enterprises are increasingly common and require more detailed research. Most Ukrainian companies that adhere to the vector of development at some point in their existence begin to be interested in the internationalization of their activities and the search for new markets. Internationalization of business is becoming an important prerequisite for further growth and development. Internationalization of the enterprise and entering new foreign markets is an extremely complex process that cannot be done overnight, and to achieve it you need to be sufficiently educated in this topic and systematically plan it, as well as have financial opportunities, audacity and a little luck. To expand the markets for export activities, it is important to answer several questions: who is a potential competitor in a new market, what strategy should be implemented, what may be the features of export activities in a country and what should be considered in managing export activities? Depending on the answers to these and other questions, the success of the implementation of further plans for the expansion of markets and the overall efficiency of foreign economic activity largely depends. In the course of this research the peculiarities of management of modern export-oriented Ukrainian enterprises were considered, and the main stages of the enterprise passing on foreign markets were singled out. In this context, the intellectual aspect deserves special attention when entering foreign markets, which primarily involves the management of intellectual property abroad. When entering foreign markets, it is unacceptable to neglect the intellectual aspect, because most successful enterprises, large and small, are built on well-managed intangible assets or intellectual property.
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Panibratov, Andrei. "Russian Restaurant with Japanese Cuisine Makes Foreign Markets' Selection: The Case of Two Sticks." Asian Case Research Journal 16, no. 02 (December 2012): 335–46. http://dx.doi.org/10.1142/s0218927512500149.
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The case considers the problem of the expansion strategy of the Russian Japanese restaurant Dve Palochki (Two Sticks). The focus of the case is the exploration of the regional and international opportunities for the company, particularly the Chinese market. This case is recommended for discussion in study groups in an international business strategy course when considering the following issues: choosing a foreign market entry strategy; internationalization of SME; the marketing and HR policy of a firm that is in the process of initial internationalization. This case is intended for analysis of the decisions a medium-sized enterprise's management has to make regarding its foreign expansion. Students are expected to examine the problems linked to quality management, the development of marketing activities, the adjustment of the brand concept, and the organizational restructuring. The analysis can be carried out with the following aims: to evaluate the business environment of newly internationalizing firms in the Japanese restaurant sector as it exists today in the Russian market; to realize the perspectives and difficulties of working in developing and developed markets for a firm in the process of internationalization; to carry out comparative analysis of the advantages and disadvantages of foreign strategies based on strong marketing and HR policies; to examine the promotion process of the restaurant in Russia and evaluate the options for implementing its principles in new overseas locations.
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El-Higzi, Faiza. "Foreign Market Selection Factors in the Australian Construction Services Sector." Construction Economics and Building 2, no. 1 (November 15, 2012): 107–20. http://dx.doi.org/10.5130/ajceb.v2i1.2891.
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A survey of Australian construction companies is described, aimed at identifying the mainfactors considered when choosing foreign markets for their international activities. Thishighlights the importance of the host country’s economic, political and structural factors,the interplay of company motivations for expansion and the availability of a relevant constructionproject. Other factors influence a company’s approach to overseas operations,but do not significantly affect the choice of country. Also identified is a need to improvegovernment approaches to construction service expansion to other countries, with a focuson specific projects and policy regulations to assist the industry, and to build closer relationsbetween construction companies and financial institutions.
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Park, Chul Hyung, Kyung Wan Lee, and Dong Kee Rhee. "Growth and Foreign Market Expansion of GENIC." Korea Business Review 19, no. 3 (August 31, 2015): 119. http://dx.doi.org/10.17287/kbr.2015.19.3.119.
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Picot-Coupey, Karine, Steve L. Burt, and Gérard Cliquet. "Retailers׳ expansion mode choice in foreign markets: Antecedents for expansion mode choice in the light of internationalization theories." Journal of Retailing and Consumer Services 21, no. 6 (November 2014): 976–91. http://dx.doi.org/10.1016/j.jretconser.2014.08.018.
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LYPOV, Volodymyr. "COMPETITIVE STRATEGY FOR UKRAINE’S DEVELOPMENT IN GLOBALIZATION CONDITIONS (the end)." Economy of Ukraine 2018, no. 04 (April 3, 2018): 3–17. http://dx.doi.org/10.15407/economyukr.2018.04.003.
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II. Competitive strategy of Ukraine’s integration into the world economic space Peculiarities of using the complex of macroeconomic strategies of Ukraine’s integration into the global economic space are considered. The strategies are based on the gaining the competitive advantages through the use of a wide range of market, price, production, technological and integrated strategies of expansion of an object of export activity. It is substantiated that the starting point of formation of a competitive strategy of the country’s integration into the global economic space is taking into account the peculiarities of the national culture of management. The author shows that the predominance of values either individualism or communitarianism plays a primary role in the strategy’s formation. Mechanisms of their influence on competitiveness of producers are revealed. Role and instruments of the state support of market strategies for the promotion of national producers’ products in global markets are revealed. Opportunities and advantages of the use of blue ocean strategy are emphasized: creation of innovative business models on the basis of formation of new markets for unique goods or services of their own production. Peculiarities of production strategies for increasing national competitiveness are characterized. They include reorganization, sectoral and territorial diversification, formation of cluster structures, value chains, inclusion or creation of global production systems. Features of strategies for using the effect from scale of production are revealed. The author notes the importance of the purposeful state policy, which provides for determination of spheres and industries where synergy effects can be obtained, and incentives for their development and support in the period of entry into foreign markets. The differences of competition in price and cost of goods are shown. Instruments and mechanisms of the state influence on formation of cost competitive advantages of national producers in foreign markets are presented. Peculiarities of the influence of foreign exchange regulation on national competitiveness are revealed. The author considers peculiarities of technological strategies for ensuring the national competitiveness through creation and promotion on the world markets of own meta- and high hume technologies and integrated strategies. The latter envisages a consistent expansion of the spectrum of links between producers and potential foreign consumers from purchase of a separate product to long-term integrated programs.
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Kim Tran, Sang, and Le Ngoc Hoang Yen. "Viettire’s Dilemma: the expansion strategy in Myanmar." Emerald Emerging Markets Case Studies 8, no. 3 (September 20, 2018): 1–29. http://dx.doi.org/10.1108/eemcs-05-2017-0092.
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Subject area Decision-making seems simple, but, in reality, it is not an easy task to decide the cause for its profound result or consequence, leading to inevitable failures. Therefore, a leader must recognize whether there is something incorrect so as to avoid bad results. A good leader is a person who carefully reviews and analyzes aspects of a problem, knows the strengths and weaknesses of his organization and evaluates what the advantages or risks are. It cannot be denied that the appropriate options will reap many benefits to the business. For such important things, this paper will discuss the dilemma of Viettire, a tire distributor company in Vietnam. Accordingly, its CEO was worried about what strategic option he should adopt to approach the Myanmar market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries. However, with different ideas, the expansion strategies in this new market become controversial. The General Director and Founder of Viettire were wondering how Viettire could expand its existing business into Myanmar. To expand the company to new emerging market in Myanmar, Hoang Nguyen – CEO of Viettire – had conducted a strategic analysis of external environment factors to define the opportunities and threats when doing business in Myanmar by using Porter’s five forces model, S.W.O.T and competitive advantages analysis. The results indicated that Myanmar’s business environment is highly risky for foreign investors because of uncertain political, economic, social reforms in the process. Among three options, namely, exporting, licensing and wholly owned, however, Option 2 is illustrated as the best strategy for its dilemma. Study level/applicability Postgraduate/Graduate Business level. Case overview As for a market mechanism, what produces, how and for whom, is not the business’s demand but the consumer’s demand. The business sells only what the market needs, not what it has. In the period of increasingly competitive conditions, stabilizing and expanding markets are a prerequisite for survival. If stability is seen as a “defensive” way, expansion is a “defensive attack” like trying to hold on the “pie” that the market gives to itself. This strategic action is to strengthen regular, close relationships with existing customers and establish new customers. As a result, the potential market is transformed into a target market. Hence, decision-making of which market, which method is the issue that a leader has to think the choice to avoid risks. Mr Hung, Viettire’s co-owner, suggests that Myanmar should be taken into account as a company’s new entry, thus exploring this potential market to increase the company’s growth and profitability. In the progress, Viettire’s marketing team had been doing a thorough tire market investigation in Myanmar. It was concluded that this emerging country, especially Yangon City, was the most suitable for those who were willing to embark on an overseas investment expansion. They believe this was a good opportunity to gain market share compared with other entrants and competitive rivals; if Viettire hesitated to invest, others definitely had jumped in with a first-mover advantage. However, the CEO, Mr Hoang, was worried about what strategic option he should adopt to approach this new market while ensuring a strategic fit to its company’s resources and capabilities and also to the overall market demands of the tire industry environment in both countries. Expected learning outcomes Understand the basic decisions that firms contemplating foreign expansion must make: which markets to enter, when to enter those markets and at what scale. Recognize the current strategic decisions an organization is facing: positioning, portfolio and market expansion approach. Learn how to develop an effective strategic plan. Be familiar with different strategies for competing globally and their pros and cons. Evaluate various strategic options and decisions in accordance with a company’s resources and capabilities. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject Code CSS 11: Strategy.
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Kowalska, Katarzyna. "Możliwości oceny wpływu bezpośrednich inwestycji zagranicznych w handlu na urzeczywistnianie rozwoju lokalnego i regionalnego." Studies of the Industrial Geography Commission of the Polish Geographical Society 18 (January 1, 2011): 83–91. http://dx.doi.org/10.24917/20801653.18.7.
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The article consist of introduction, three essential paragraphs and conclusion. In the first paragraph the role of foreign corporations’ expansion of FMCG branch in Polish trade aspect is discussed. The second paragraph concerns the estimation of the influence of foreign trade networks on labour markets (based on Silesian region’s case). The payment of income taxes by corporations in comparison to participation of MSP sector in income taxes’ shares is discussed in the third paragraph. The conclusion explains why it is difficult to analyze the influence of direct foreign investments on trade in local and regional development’s aspect. There is not enough data adapted to analyze the trade influence on labour market and local budget.
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Jamil, Poppy Camenia, and Restu Hayati. "Pasar Modal dan Penanaman Modal Asing di Indonesia." Journal of Economic, Bussines and Accounting (COSTING) 4, no. 2 (February 26, 2021): 477–84. http://dx.doi.org/10.31539/costing.v4i2.1990.
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The role of the capital market for the economy of a country according to capital market education by PT. There are two functions of the Indonesia Stock Exchange, namely as a means of business funding or as a means for companies to obtain funds from investors (investors) for business development, expansion, additional working capital and others. This study aims to explain the relationship between the capital market and foreign investment in Indonesia. The variables used in this study are the return of the Composite Stock Price Index (IHSG) and Foreign Direct Investment (FDI) from 2003 to 2019. Data analysis techniques use regression analysis to explain the relationship between the capital market and foreign investment in Indonesia. Indonesia. The final results of the achievements in this study are to increase literacy understanding about economic activities, capital markets, investment to contribute to economic growth.
Keywords: IHSG, FDI, Investment, Capital Market, Stock Index.
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Rahman, Mahfuzur, Moshfique Uddin, and George Lodorfos. "Barriers to enter in foreign markets: evidence from SMEs in emerging market." International Marketing Review 34, no. 1 (February 13, 2017): 68–86. http://dx.doi.org/10.1108/imr-10-2014-0322.
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Purpose Foreign market entry is considered as a key strategy to grow and survive over longer period of time for small and medium enterprises (SMEs). The decision to enter a foreign market is not a straightforward story. Considering resource limitation, SMEs need to analyse the key barriers to entry in foreign markets very carefully. The purpose of this paper is to identify these barriers for the SMEs in a developing country. Design/methodology/approach This study has used primary data collected through questionnaires from 212 Bangladeshi SMEs. A mixed method data analysis technique is used to analyse the firms both from micro- and macro-levels. Following the running example-based case study approach, this study has developed and validated a partial least square-based structural model to assess the key barriers to entry in foreign markets. Findings This study has identified the key socio-economic barriers faced by the SMEs in a developing country to enter in foreign markets. It has successfully framed the socio-economic barriers to enter in foreign markets for Bangladeshi SMEs as a second-order hierarchical model. Originality/value It is often believed that foreign market entry is more affected by social barriers as explained by the existing theories including the Uppsala model. This study, however, revealed that the international market expansions of SMEs in developing countries are more sensitive to the economic barriers.
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Urban, Dariusz. "The Role of Sovereign Wealth Funds in Global Managament of Excess Foreign Exchange Reserves." Comparative Economic Research. Central and Eastern Europe 14, no. 2 (November 8, 2011): 143–58. http://dx.doi.org/10.2478/v10103-011-0015-1.
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This paper finds evidence that for many countries Sovereign Wealth Funds are the alternative vehicle for management of excess foreign exchange reserves. These funds can be seen as a substitutes for monetary authorities as well as institutional innovations on global financial markets. Sovereign Wealth Funds offer to countries various economic and financial benefits. They facilitate saving intergenerational transfer of proceeds from nonrenewable resources and help reduce cyclical volatility driven by changes in commodity export prices. These state-run funds help to reduce the opportunity cost of reserves holdings due to greater portfolio diversification of reserve-assets and allow countries to accumulate large capital inflow without negative consequences such as exchange rate appreciations, price distortions, liquidity expansion, domestic asset bubbles, financial sector imbalances and inflations. Sovereign Wealth Funds can support domestic economy during the crises as a investors of last resort and stabilize international financial markets by supplying liquidity and reducing market volatility. Sovereign Wealth Funds are likely to continue growing and increase their relative importance in global financial markets.
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Hartwell, Christopher A., and Bryane Michael. "A helping hand: examining the effect of foreign banks on the business environment." International Journal of Emerging Markets 10, no. 4 (September 21, 2015): 875–95. http://dx.doi.org/10.1108/ijoem-03-2014-0034.
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Purpose – The penetration of foreign banks into emerging markets has been linked with financial sector deepening and expansion of credit. However, there is little research into the interaction of financial sector institutions with broader transition and development dynamics. The purpose of this paper is to examine if the presence of foreign financial institutions helped to shape a better business environment over the long-run in emerging markets. Design/methodology/approach – The authors use aggregate, country-level annual data for 107 developed and emerging market countries over a shifting 30-year time span (1983-2012). The authors use Prais-Winsten and System-GMM techniques on stationary variables to highlight linkages between foreign banks and the overall business environment. Where data were found to be non-stationary, the authors applied panel cointegration approaches, including Granger Causality and full-modified OLS, to research the same relationship. Findings – The results show that foreign bank entry in emerging markets has had a positive effect in the broader business environment, with the biggest effects on legal protection, competitiveness, and time to import/export. Research limitations/implications – This paper does not consider the broader effects of foreign bank entry on competition within emerging markets, an area that the authors are considering as fruitful for future research. Originality/value – The issue of financial sector impact on broader business environment issues has not been studied in the extant literature. Moreover, this study makes an important contribution for policymakers who are grappling with issues related to financial sector regulation in the post-global financial crisis world.
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Vannoni, Davide. "Entries and Exits in Foreign Markets: Italian Firms' Multinational Expansion in the European Union." International Journal of the Economics of Business 6, no. 2 (July 1999): 181–96. http://dx.doi.org/10.1080/13571519984214.
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Burżacka, Monika. "Expansion of Polish start-up business in foreign markets – chances and barriers for development." Studia i Prace WNEiZ 47 (2017): 95–106. http://dx.doi.org/10.18276/sip.2017.47/1-08.
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HOK, JULIEN, PHILIP NGARE, and ANTONIS PAPAPANTOLEON. "EXPANSION FORMULAS FOR EUROPEAN QUANTO OPTIONS IN A LOCAL VOLATILITY FX-LIBOR MODEL." International Journal of Theoretical and Applied Finance 21, no. 02 (March 2018): 1850017. http://dx.doi.org/10.1142/s0219024918500176.
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We develop an expansion approach for the pricing of European quanto options written on LIBOR rates (of a foreign currency). We derive the dynamics of the system of foreign LIBOR rates under the domestic forward measure and then consider the price of the quanto option. In order to take the skew/smile effect observed in fixed income and FX markets into account, we consider local volatility models for both the LIBOR and the FX rate. Because of the structure of the local volatility function, a closed form solution for quanto option prices does not exist. Using expansions around a proxy related to log-normal dynamics, we derive approximation formulas of Black–Scholes type for the price, that have the benefit of giving very rapid numerical procedures. Our expansion formulas have the major advantage that they allow for an accurate estimation of the error, using Malliavin calculus, which is directly related to the maturity of the option, the payoff, and the level and curvature of the local volatility function. These expansions also illustrate the impact of the quanto drift adjustment, while the numerical experiments show an excellent accuracy.
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Baena, Verónica. "European franchise expansion into Latin America." Management Research Review 38, no. 2 (February 16, 2015): 149–65. http://dx.doi.org/10.1108/mrr-08-2013-0185.
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Purpose This study aims to enhance the knowledge that managers and scholars have on franchising expansion. In this sense, it is worth mentioning that although the body of literature on international management focusing on emerging markets is growing, the attention paid to the Latin American context continues to be limited. This is surprising given the substantive economic importance of the region with a population over 590 million, and a gross domestic product of approximately US$5 trillion. To cover this gap, the present study examines how a number of market conditions may drive diffusion of franchising into Latin America: geographical distance, cultural distance, political stability and economic development. The authors also controlled for the host country’s market potential, transparency, unemployment rate and efficiency of contract enforcement. Design/methodology/approach This study uses a quantitative approach applied to a sample of 77 Spanish franchisors operating through 4,064 franchisee outlets across 21 Latin American countries in late 2012. They are: Argentina, Brazil, Chile, Colombia, Costa Rica, Cuba, Dominican Republic, Bolivia, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Mexico, Nicaragua, Panama, Paraguay, Peru, Puerto Rico, Uruguay and Venezuela. Findings Results conclude that geographical distance between the host and home countries, as well as the level of host country’s political stability, economic development, market potential and transparency are able to drive the spread of international franchising across Latin American nations. Research limitations/implications This study provides readers with a general overview of the current state of global franchising diffusion overseas. Results obtained in this study are useful for understanding and predicting the demand for franchising in Latin American countries. Practical implications Economics reports argue that by 2050, the largest economies in the world will be China, the USA, India, Brazil and Mexico. This fact highlights the substantive importance of Latin America for foreign investors willing to expand their business abroad. In an attempt to give insights from the Latin American context, the present paper develops and tests a model that can be useful to franchisors willing to establish new outlets in the region. In addition, our findings offer guidance to firm managers seeking to target their franchises in Latin America. Franchisors may then use the results of this study as a starting point for identifying such regions whose characteristics best meet their needs of expansion. Originality/value This paper explores how market conditions may drive international diffusion of franchising into Latin American markets. The scant theoretical or empirical attention given to this topic has usually been examined from the USA and British base and focused on developed markets. To fill this gap, the present study analyzes the international spread of the Spanish franchise system into Latin America as a market for franchising expansion.
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Afrina, Taskin, Tahrima Haque Beg, Nurul Mohammad Zayed, Md Shakib Hossain, and Shahiduzzaman Khan Shahi. "An Analysis of the Effects of Corona Virus (COVID-19) on International Financial Derivatives Market, 2020." Indian Journal of Finance and Banking 4, no. 2 (September 7, 2020): 93–98. http://dx.doi.org/10.46281/ijfb.v4i2.757.
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This research article develops a rational framework to comprehend the spatiotemporal structures of epidemic illness (COVID-19) incident, its applicability, and its significances to financial markets action. The article proposes a paradigm shift which is a new multidimensional geometric approach that has to apprehend all proportional and asymmetrical strategic illustrated tendencies. The epidemic impact on economic activity differs in terms of magnitude and intensity: an economy experiences a supply and demand shocks in the short-run with instant effects in output and employment. This has generated unparalleled amounts of vulnerability, which is a relatively limited amount of time that has incurred substantial risks to investors. This paper seeks to chart the general dynamics of global derivatives markets with country-specific threats and structural threats. The COVID-19 catastrophe has accelerated crucial disturbances for exchange rates and international capital cycles. Cross-border portfolio investment halted in many developing markets as well as in some progressive economies in 2020. All show that in this pandemic situation coronavirus affects financial markets and extreme volatility in the financial market. Nations have not had to utilize capital supervision. To assistance foreign currency liquidity, numerous developing markets have negotiated in the foreign exchange market and slowed down regulations on capital influxes. The globalization of financial markets is directed to the gigantic expansion of magnitude and diversification of financial trades. Finally, all sections show and describe in detail this topic and give some recommendations to overcome this situation.
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Alon, Ilan, Mark Toncar, and David McKee. "Evaluating Foreign-Market Environments for International Franchising Expansion." Foreign Trade Review 35, no. 1 (April 2000): 1–11. http://dx.doi.org/10.1177/0015732515000101.
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Alon, Dr Ilan, Dr Mark Toncar, and Dr David McKee. "Evaluating Foreign-Market Environments for International Franchising Expansion." Foreign Trade Review 39, no. 1 (April 2004): 169–81. http://dx.doi.org/10.1177/0015732515040112.
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Viktorov, B. V. "Foreign Experience of Network Interaction and Possibilities of Its Application in Ukraine." Business Inform 10, no. 513 (2020): 50–56. http://dx.doi.org/10.32983/2222-4459-2020-10-50-56.
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The article is aimed at disclosing the peculiarities and adapting the experience of the Chinese company Huawei on the organizational integration of participants of Ukrainian networks in international markets. The article explores the experience and the market, economic, technological effectiveness of the Huawei’s integration strategy when entering international markets. It is substantiated that the main directions of such a strategy are: the use of direct connections of influence on the nature of the environment’s attitude to the company’s functioning policy through the development of cooperation with market leaders, local companies; the use of direct connections of influence on the investment environment, research, development and innovation activities in the host countries through investing in the development of science and research in these territories. The author proposes an adapted organizational scheme of network connections in order to implement the company’s integration strategy when large Ukrainian network structures enter international markets (based on the Huawei’s experience), which takes into account a number of advantages and problems that can be overcome with use of organizational management. It is defined that the aforementioned author’s proposal of organizational network-based international integration has a number of advantages related to: prospects for securing sales markets (or their expansion) by facilitating the development of other local foreign business entities (purchase of materials, goods, local services for the production of their own articles in these territories); investments in local science; facilitating the employment of the local population; facilitating the entry into new markets through the loyalty of competitors (through the use of their products, services in the production of their own articles (services)). It is proved that this scheme distinguishes itself by certain problematic aspects (the probability of loss of trade secrets in view of the impact of cooperation with foreign workers within the framework of new partner relationships of participants, the need for investments in scientific-technical activities in the host countries), but they can be overcome, and the benefits of its implementation are quite significant.
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Murshudli, Fakhri, Roksolana Zapotichna, and Erkin Dilbazi. "International banking business and bank strategy: global trends and benchmarks for post-Soviet states." Economic Annals-ХХI 185, no. 9-10 (November 21, 2020): 27–38. http://dx.doi.org/10.21003/ea.v185-03.
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The authors analyze the state of international banking business before and after the global economic crisis of 2007-2009, and make predictions on potential future effects of the ongoing COVID-19 pandemic on transformation of international banking and bank strategy. The analysis focuses on trends and changes in the two most important forms of trade in banking services, namely, cross-border banking flows, which include direct cross-border banking flows and local banking flows of international banks’ subsidiaries abroad, and foreign bank presence. It has been concluded that direct cross-border banking flows are more volatile than local banking flows of foreign banks during economic and social upheavals. The period under study has witnessed large increase in foreign bank presence, both in terms of number and local market share. The study determines changes of leading international banks and their home countries, highlighting the weakening position of banks from advanced countries and increase in the role of banks from emerging markets and developing countries. The authors review international expansion strategies of major banks from the post-Soviet states, that are influenced both by the opportunities and goals of banks going abroad, and by the institutional features of their banking systems; countries which these banks are targeting are predominantly comparable to the post-Soviet states in terms of economic development, and are chosen by criteria of their attractiveness, such as high level of trade and political relations with the bank’s home country, the presence of diaspora, the degree of saturation and growth dynamics of the banking market in the host country. The reasons behind the banks’ geographical expansion decision include, among many others, the dramatic growth of their economies, stimulated by the involvement in globalization processes, and liberal banking reforms. Obstacles of economic and non-economic nature that are hindering this expansion, encompass high level of competition in external banking markets, expensive financial resources of domestic banks, low level of expansion of the post-Soviet states-based enterprises to the non-post-Soviet states, discriminatory qualification requirements for personnel and composition of management bodies, problems related to banking licensing procedures and requirements, aspects of culture and communication; their transformation from local banks, operating in the local market, to banks with a clear manifestation of the tendency of their international expansion amidst changing global environment and uncertainty.
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TKACHENKO, Natalia, and Olexander MOMOT. "SYSTEMATIZATION OF THE EFFECTS THAT ARISE IN CONNECTION WITH THE EXPANSION OF TRANSNATIONAL BANK CAPITAL." WORLD OF FINANCE, no. 3(56) (2018): 80–91. http://dx.doi.org/10.35774/sf2018.03.080.
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Introduction. Openness to transnational financial flows is one of the most important indicators of the development of banking systems. The advocates of openness of banking systems for the entry of transnational banks as positive characteristics indicate increased competition in the banking sector, increased financial stability and efficiency, application of the newest management methods, diffusion of banking innovations, consolidation of both prudential standards and standards of regulation and supervision of banking activities. The purpose. The purpose of the article is to study the signs of globalization of financial space and the main forms of the presence of foreign banks in the territory of the host country and identify a set of risks and effects arising from the expansion of transnational bank capital. Results. The main consequences of the openness of banking systems for the expansion of transnational bank capital are investigated in the article. The main forms of the presence of foreign banks in the territory of the host country are identified, namely: representation of a foreign bank, a branch of a foreign bank, a bank with foreign participation and a subsidiary bank. The factors influencing the choice by a transnational bank of a certain organizational form of presence in foreign markets are determined. The differences in the behavior of branches of transnational banks and subsidiary banks in the financial markets of the host country are examined. A set of risks emerged in the case of the openness of the banking system and the presence of branches of transnational banks is identified. A set of effects generated by the expansion of transnational bank capital is investigated. Conclusions. The removal of barriers to capital flows must be coordinated with certain measures in macroeconomic policy. Failure to comply with this condition can lead to crisis phenomena, growth of external debt, especially short-term, and threaten the financial stability of the state.