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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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Luk, Sherriff Ting Kwong, and Ivy Siok Ngoh Chen. "Federal Express: Expansion Strategies for the China Market." Asian Case Research Journal 10, no. 02 (December 2006): 193–218. http://dx.doi.org/10.1142/s0218927506000776.
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China's expanding trade had fuelled the increase in demand for express services. The government was expected to open the industry fully to foreign players by end 2005. Foreign express firms planning to enter or expand in this fast growing market would face a number of challenges — an underdeveloped and disparate transportation infrastructure, complicated and unclear customs procedures, protectionism by local government, and tight business control and bureaucracy. Federal Express initially used a local pick-up and delivery agent to serve the China market. Dissatisfied with its low market share after years of operating in China and convinced that the market would grow rapidly after the country's accession to the WTO, the senior management at FedEx decided to re-examine their long-term marketing strategy in China. The case examines the air express business in China and FedEx's alternatives for expansion.
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Ahsan, Faisal Mohammad, and Ashutosh Kumar Sinha. "What Differentiates Market and Strategic Asset Seeking Foreign Expansion of Emerging Market Firms?" Academy of Management Proceedings 2015, no. 1 (January 2015): 13364. http://dx.doi.org/10.5465/ambpp.2015.13364abstract.
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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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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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Hudson, Darren, Tian Xia, and Osei Yeboah. "Foreign Direct Investment and Domestic Industries: Market Expansion or Outsourcing?*." Review of Agricultural Economics 27, no. 3 (September 2005): 387–93. http://dx.doi.org/10.1111/j.1467-9353.2005.00233.x.
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Daly, Shelly A., and Tsogt Ganbold. "International Expansion: A Case Study Of Mongolias Dairy Market." Journal of Business Case Studies (JBCS) 8, no. 5 (August 20, 2012): 473–76. http://dx.doi.org/10.19030/jbcs.v8i5.7200.
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A businessman teaches himself the fundamentals of business and marketing in order to expand beyond the region of his Mongolian home.He must work through the meaning of supply and demand and customer-orientation which are foreign concepts to him.Letting go of the fundamental principles taught to him by a socialist system and competing in the 21st century may bring success, but first he must identify the challenges and begin to understand which ones are significant to overcome for success.
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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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Wang, Kangmao. "Rationale and Strategy for Expansion of Singapore Stock Market." Review of Pacific Basin Financial Markets and Policies 03, no. 01 (March 2000): 45–58. http://dx.doi.org/10.1142/s0219091500000042.
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This study provides an overview of the growth of the securities industry in Singapore. It discovers that the shrinking turnover attributes to the downfall IPO size, which in turn causes decreasing funds raised through the equity issuance. The analysis reveals a negative correlation between the stock market turnover and CPF (central provident fund) withdrawal. The study then discloses that domestic funds continue to be the main source to be invested in Singapore's stock market. It is concluded that the most effective measure to accelerate Singapore's effort in becoming a regional financial center is to attract more foreign funds and regional companies for listing on the Stock Exchange of Singapore.
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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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Siklar, Ilyas, and Aysegul Akca. "Exchange Market Pressure and Monetary Policy: The Turkish Case." Ekonomika 99, no. 1 (June 11, 2020): 110–30. http://dx.doi.org/10.15388/ekon.2020.1.7.
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The purpose of this study is to determine the relationship between monetary policy and the exchange market pressure index in Turkey for the 2002–2018 period with monthly data. To obtain the foreign exchange market pressure index, this study uses the model developed by L. Girton and D.E. Roper and is based fundamentally on the monetary approach to exchange rate determination and the balance of payments. The calculated exchange market pressure index is in accordance with the developments lived in financial markets and changes in monetary policy during the period under investigation. As for the relation between exchange market pressure index and monetary policy, a VAR model was set up and a Granger type causality analysis was carried out. According to Granger causality test results, there is a unidirectional causality running from domestic credit expansion to exchange market pressure and from domestic credit expansion to interest rate differential while there is a bidirectional causality between exchange market pressure and interest rate differential. Since increasing exchange market pressure means a depreciation of the Turkish Lira, the estimated VAR model’s results support the view that the Central Bank will increase the interest rate to temper the exchange market pressure.
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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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Kozmuk, N. І., V. V. Hirnyak, I. B. Semehen, N. P. Drebot, and V. T. Druhova. "RISKS OF EXPANSION OF FOREIGN CAPITAL ON THE DOMESTIC FINANCIAL MARKET." Financial and credit activity: problems of theory and practice 3, no. 30 (September 30, 2019): 361–70. http://dx.doi.org/10.18371/fcaptp.v3i30.179726.
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Wu, Jie, and Xiaoyun Chen. "Home country institutional environments and foreign expansion of emerging market firms." International Business Review 23, no. 5 (October 2014): 862–72. http://dx.doi.org/10.1016/j.ibusrev.2014.01.004.
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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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Krijgsman, John P. W. "Assessing the Risk of Expansion into a Foreign Country." Energy Exploration & Exploitation 12, no. 2-3 (March 1994): 209–20. http://dx.doi.org/10.1177/014459879401200211.
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Experience has shown that country risks are not only reasonably predictable but that risks have remained stable despite the turbulence of the times. Country risk, the additional dangers to business in other than the domestic economy, include credit and market risk. Comparison of three regions and individual country ranking rates China highest followed by Venezuela with Russia last.
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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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Wu, Aiqi, and Lianxi Zhou. "Understanding Earliness of Internationalization and Its Impact on Postentry Geographic Diversity of International Young Ventures." Journal of International Marketing 26, no. 2 (June 2018): 62–79. http://dx.doi.org/10.1509/jim.16.0123.
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Early and rapid internationalization has emerged as an established phenomenon of research, yet several fundamental issues remain to be studied. In this research, the authors aim to analyze the link between earliness of internationalization—a temporal dimension of foreign market entry—and the geographic diversity of international expansion, as well as the contingent nature of the relationship. They test their hypotheses with empirical data collected in a survey among international young ventures in China. The results show that while earliness of internationalization does not directly lead to the geographic diversity of a venture's international expansion, its impact becomes salient as the venture gains international legitimacy and strategic flexibility. Furthermore, the moderating effects of international legitimacy and strategic flexibility vary according to the type of the venture's first foreign market (regional vs. global). This research advances the knowledge not only of the important role of early foreign market entry but also of the strategic factors for paths created by accelerated internationalization. It potentially contributes to the emergent research on foreign market entry timing/speed of internationalization and performance implications of international young ventures.
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Salamaga, Marcin. "Analysis of the Competitive Position of EU Countries in Foreign Trade with the Use of the CMS and Ward’s Methods." Przegląd Statystyczny 66, no. 1 (May 28, 2019): 69–83. http://dx.doi.org/10.5604/01.3001.0013.8374.
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The purpose of the article is the multivariate analysis of export competitiveness in EU countries. It is based on the decomposition of changes in the exports of EU countries made using the model of Constant Market Share developed by Leamer and Stern (1970). The calculated effects of competitiveness, commodity composition, world trade and market distribution allow a detailed analysis of the sources of changes in export of compared countries, and in particular help to answer the question to what extent can changes in exports explain the global trade situation and to what extent do they result from proper proportion of market share, appropriate product assortment matching, or expansive exporter policy? In the comparative analysis there is used Ward's method, which allowed to indicate countries with the most similar competitive position in the spatial and commercial system in the field of goods with different shares of production factors. The presented results allow for a multidirectional comparison of the trade competitiveness of EU countries, as well as may be a source of important information on shaping the right proportions of participation and expansion of companies on foreign markets.
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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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Vrtana, David, and Anna Krizanova. "The Importance of Probabilistic Analysis in the Application of the Marketing Strategy of the Selected Brand." SHS Web of Conferences 91 (2021): 01010. http://dx.doi.org/10.1051/shsconf/20219101010.
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Entering foreign markets can be an opportunity for some brands. Expansion contributes to developing competitiveness, building a brand and increasing profits, which will be reflected in overall business performance in a market environment. In this article, we elaborate on the identification data of the Starbucks brand. We identify the international environment and the current marketing strategy of the brand. We also focus on defining its marketing performance with regard to the application of the current strategy in the international environment when entering the target foreign market. Based on the analyzed data on the brand and performance, we approach the probabilistic analysis in order to identify the right foreign market. The performed analysis consists of two basic stages. The first step is a rough selection analysis and a fine selection analysis. In the discussion part, we define the advantages and limitations of the brand’s entry into a new foreign market. We support the individual statements with the results of a coarse and fine selection analysis. We also describe the use and limitations of the brand’s cooperation strategy in the future. In the final part of the article, we identify the identified statements with the current marketing strategy and suggest the direction of its development when entering a new foreign market.
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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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Liu, Katherine. "Unfolding the post‐transition era: the landscape and mindscape of China's retail industry after 2004." Asia Pacific Journal of Marketing and Logistics 19, no. 4 (October 9, 2007): 398–412. http://dx.doi.org/10.1108/13555850710827887.
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PurposeThe purpose of this paper is to critically investigate the competitive situation in China's retail sector after its three‐year transition period upon accession to the WTO. Based on this suggestions for domestic retailers’ development strategies are made.Design/methodology/approachThe landscape of China's retail sector is given first in the paper. A critical review of variations of regional markets following the models adopted by Swanson and Cui and Liu is carried out. A focus group discussion is conducted. Analysis of the focus group discussion highlights the strategic issues of retail development and expansion.FindingsSynthesis of recent studies on China's retail market and results generated from the focus group indicate that the development patterns in the regional markets could vary. Domestic and international retailers enjoy different advantages and face different challenges in their expansion. Issues concerning learning, infrastructure development, government policy and business culture are addressed.Research limitations/implicationsThis research provides a holistic view of China's retail market and its evolution after it became totally open to foreign investment at the end of 2004.Practical implicationsThe synthesis of current studies and discussion of focus group data provide domestic retailers with a “mindscape” of the evolving market they are operating in. This mindscape enables Chinese retailers to articulate mid‐to‐long term strategies in their expansion and respond to the dynamic market situation effectively.Originality/valueThis study provides a snapshot of China's retail sector at a critical transitional stage. The discussion serves as a starting point to conceptualise the development patterns of an important emerging market.
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Wang, Zhiqiong June, and Andrew L. Terry. "The Impact of China's Regulatory Regime on Foreign Franchisors' Entry and Expansion Strategies." Asian Journal of Comparative Law 7 (2012): 1–30. http://dx.doi.org/10.1017/s2194607800000569.
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AbstractSince the “open doof” policies adopted by China in 1978 ended 30 years of isolation, introduced massive economic and legal reforms, encouraged foreign investment and resurrected private enterprise, China has become the world's second largest and fastest growing economy. In these circumstances, the development of franchising was inevitable. However, in addition to the normal commercial and cultural issues which challenge any franchise system in its international expansion, foreign franchisors proposing to enter China have faced additional regulatory obstacles. Market entry, participation in particular business sectors, and even the use of franchising as a method of business operation and expansion have all raised complex regulatory issues.This paper addresses the liberalisation of market access for foreign franchise systems under China's World Trade Organisation accession commitments, and the new regulatory regime for franchising in China under the 2007 Commercial Franchise Regulation.
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Kim, Hyojung, Jinju Lee, and Ki-Hwan Kwon. "Kolon FnC’s Global Expansion Strategy." Asian Case Research Journal 21, no. 02 (December 2017): 253–80. http://dx.doi.org/10.1142/s0218927517500092.
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Korean fashion firms face difficulties in sustaining their growth momentum because of market stagnation and the aggressive entry of global luxury and SPA brands. To find a breakthrough, local fashion firms are adopting diverse strategies, including direct entry, licensing, and acquisitions, to successfully tap into the global market. Kolon FnC, which is among the five affiliates of Kolon Industries, focuses its business in the production and sales of fashion goods and clothing lines. Focusing on its strength as a leading brand power in the sports and outdoor segment, Kolon FnC is making strategic moves, such as diversifying its fashion portfolio, creating new value by collaborating with artists, and enhancing its R&D capability for new garment materials, which is led by one of its sister affiliates, Kolon Fashion Material. Under the leadership of the newly appointed CEO Dong-Mun Park, Kolon FnC is aggressively seeking talented young designers in Korea to differentiate itself from its global competitors. CEO Park strongly believes that talented young Korean designers can be a viable source of competitive advantage against global competitors. Since 2010, Kolon FnC has acquired several small-sized designer shops and fashion accessory shops to diversify its fashion portfolio and to create a young and vibrant brand image. This approach marks a departure from the strategic paths of its major local competitors, as Korean fashion firms typically focus on licensing or acquiring foreign brands. This case aims to identify the practical implications of global expansion strategies by analyzing how the Korean fashion industry has evolved and how Kolon FnC and its competitors have deployed different global expansion strategies in developing their resources and/or capabilities for future growth.
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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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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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Wang, Jiaoe, Haoran Yang, and Han Wang. "The Evolution of China’s International Aviation Markets from a Policy Perspective on Air Passenger Flows." Sustainability 11, no. 13 (June 28, 2019): 3566. http://dx.doi.org/10.3390/su11133566.
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China’s international air transportation has experienced tremendous growth and major reforms over the past two decades. While there has been a considerable discussion on the evolution of China’s domestic aviation market, studies on China’s international aviation markets have been limited. This paper first describes the historical development of China’s international aviation market and then, based on actual origin/destination (O/D) passenger flow data, explores the relevant evolution of China’s international air networks from the perspectives of the spatial distribution of international air networks and clustering characteristics of international air passengers. The development of China’s international aviation market can be attributable to the deregulation process in China’s aviation market and a broad “opening up” strategy in the global forum after 1990. Due to China’s proximity to East Asia and Southeast Asia, China’s international air networks show an obvious clustering pattern for short and medium-haul travel in Asia. In addition, average international air travel distance, institutional and policy changes, and increasing foreign trade and foreign tourism are crucial for the expansion of China’s international air networks.
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Chernukha, T. S., and T. S. Bunchykova. "The Strategies and Forms of Entrance to the International Market for a Consulting Company." Business Inform 5, no. 520 (2021): 48–56. http://dx.doi.org/10.32983/2222-4459-2021-5-48-56.
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The article necessitates studying the theoretical and practical aspects pertaining to the formation and choice of a strategy for the entrance of economic entities in the consulting sphere to the international market along with adaptation of certain regularities to the modification of market conditions. The article researches trends, characteristic features and tendencies of the international consulting market in the field of technical design and engineering; outlines key concepts of the industry; presents proportions of this type of business; identifies the dynamics of the market of consulting services on technical maintenance and consulting in the USA and the countries of the European Union. The factors of influence on the international policy of the consulting company for technical design and engineering are analyzed and a block scheme for the formation of an international strategy for entrance to the world market is presented. The stages of formation of the strategy and form of the consulting company’s entry into the international market are defined. The analysis of the level of involvement in various strategies for entering foreign markets allowed to systematize the strategies for entering foreign markets according to certain criteria. As a result of the research, new vectors of strategic approaches to the consulting company’s activities in the international market are allocated, the attractiveness of strategic external business activities is assessed by means of the Delphi method. Prospect for further research in this direction is a substantiation of the market expansion strategy, in which the consulting company can adapt the extant services for new markets. Further development of the era of «consulting 4.0» can lead to the replacement of traditional consulting services.
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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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Lupton, Nathaniel C., Guoliang Frank Jiang, Luis F. Escobar, and Alfredo Jiménez. "National Income Inequality and International Business Expansion." Business & Society 59, no. 8 (December 7, 2018): 1630–66. http://dx.doi.org/10.1177/0007650318816493.
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We examine the extent to which host country income inequality influences multinational enterprises’ (MNE) expansion strategy for foreign production investment, depending on their specific strategic objectives. Applying a transaction cost framework, we predict that national income inequality has an inverted U-shaped relationship with foreign production investment. As inequality increases, MNEs accrue lower transaction costs arising from interactions with various local actors, leading to higher probability of investment. As income inequality increases further, its effect on location attractiveness will become negative, as its attraction effect is increasingly offset by additional monitoring, bargaining, and security costs owing to the more fractious nature of high inequality societies. In addition, we suggest that the impact of income inequality is contingent on investment objectives: The inverted U-shaped relationship is stronger for efficiency-seeking investment but weaker for market-seeking and competence-enhancing investments. We find substantial support for our hypotheses through an analysis of 27 years (1986-2012) of data on Japanese MNEs’ overseas production entries.
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Sineiro García, Francisco, and Bernardo Valdês Paços. "Evolución del mercado y la estructura productiva del sector lácteo español desde la integración en la CEE." Economía Agraria y Recursos Naturales 1, no. 1 (October 23, 2011): 125. http://dx.doi.org/10.7201/earn.2001.01.07.
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The milk quota system has increased the rate of the process of dissapearance of farms, affecting mainly to smaller size units, while at the same time it was developing a group of medium and big size, as a result of improvements taken in those farms, which are the main responsables for the increase in milk production. The viability of part of these dairy farms is under question because of a quota deficit and of reduced size and lack of sucession. The limitations derived from land availability have forced to an increased use of concentrates which reduces their ability to compete in costs. The moderate increase increase in consumption of dairy products in the spanish market and the reduction of direct sales has allowed the expansion of dairies and a increase in the deficit of external trade. The main changes in dairies have been a process of concentration resulting in the constitution of medium size groups and a increase in the share of foreing enterprises. The Agenda 2000 agreements, the existing round with the WMO and the negotiations to the UE enlargement are going to result in new changes in the milk policy, which will further affect the spanish dairy sector.