Journal articles on the topic 'International market choice'
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Driscoll, Angie M., and Stanley J. Paliwoda. "Dimensionalizing international market entry mode choice." Journal of Marketing Management 13, no. 1-3 (April 1997): 57–87. http://dx.doi.org/10.1080/0267257x.1997.9964459.
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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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Venables, Anthony J. "International capacity choice and national market games." Journal of International Economics 29, no. 1-2 (August 1990): 23–42. http://dx.doi.org/10.1016/0022-1996(90)90062-q.
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Lin, Huang. "Choice of Market Entry Mode in Emerging Markets." Journal of Global Marketing 14, no. 1-2 (December 4, 2000): 83–109. http://dx.doi.org/10.1300/j042v14n01_05.
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Джамалдинова, Марина, and Marina Dzhamaldinova. "FORMING AN ORGANIZATION STRATEGY WHEN ENTERING THE INTERNATIONAL MARKET." Russian Journal of Management 7, no. 2 (August 5, 2019): 31–35. http://dx.doi.org/10.29039/article_5d4846bdadffe1.53773454.
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In the article, on the basis of the study of competitive paradigms of international marketing strategies, the algorithm of formation of the strategy of the organization when entering the international market, including the study of the global marketing environment, assessing the feasibility of entering the international market, the choice and study of the target market, the study of alternative strategies, the choice of business strategy, the development and implementation of international marketing programs. The developed algorithm is innovative in modern conditions, as it allows to take into account the individual and specific features of foreign markets of goods and services, and allows you to create a competitive strategy of the organization, aimed at improving the efficiency of the organization.
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Larina, Y. S. "MARKETING STRATEGIES IN INTERNATIONAL BUSINESS: ROLE, CONDITIONS AND METHODS OF CHOICE." Economic innovations 19, no. 2(64) (July 7, 2017): 183–89. http://dx.doi.org/10.31520/ei.2017.19.2(64).183-189.
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The objective necessity of business strategy development in international business is proved. We define the strategy as a generalized model of marketing actions, which includes a thorough study of the needs and requirements of consumers, segmentation, choice of target markets, identification of competitive advantages, differentiation, positioning, and clear identification of elements of marketing mix. The hierarchy of marketing strategies of the enterprise in the international business is defined. We proved that in the process of forming the marketing strategy of the agroindustrial complex in the foreign markets, it is necessary to adapt the main elements of this methodology to the world market of agricultural products and food by taking into account its features as a market with a high level of competition, high dynamics of development, peculiarities of consumer behavior on it, product specificity regarding quality, conditions of storage, etc. We determined the growth strategies as a most dynamic strategies in international business. Options of strategies of growth on foreign markets are considered. The features of realization of marketing strategies in the international business and the main factors influencing their success are determined. In particular we reviewed that the main problems of enterprises of domestic agroindustrial complex while entering the external markets are largely due to the defects of the proposed commodity policy, in particular the inconsistency between sellers and buyers regarding quality standards of products and packaging, non-compliance with global standards and certification principles. In addition, the problem may be insufficient level of service, ineffective pricing policy, inconsistency of actions of market participants. The tools and stages of building strategies for penetration into international business are substantiated.
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Cannavale, Chiara, and Elena Laurenza. "THE INTERNATIONAL ENTRY CHOICES OF ITALIAN SMES IN EMERGING MARKETS: A CASE-BASED ANALYSIS." Ekonomika 96, no. 3 (January 31, 2018): 102–25. http://dx.doi.org/10.15388/ekon.2017.3.11578.
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The paper addresses the factors influencing the SMEs’ entry choices in international markets and explores two factors: one related to the external environment and one dependent on firms. The first factor is the institutional context as the whole of formal and informal rules of the country target. The second is the market commitment, intended as resources committed in a particular market area: the experience firms get in foreign markets and a general attitude to maintain the international presence for a long period are the main sources of market knowledge. The aim of the study is to understand the effect of company-specific factors and of context-specific factors, namely the market commitment and institutional context, on SMEs’ entry choice mode in foreign markets. The paper develops a multiple case study analysis of four small international Italian firms. Built on the institutional theory and on the market commitment construct, the paper offers a conceptual model that shows that the institutional context strongly influences the amount of resources involved in the internationalization process, while the market commitment affects more the complexity – and intensity – of the process.
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Jain, Naveen K., Somnath Lahiri, and Douglas R. Hausknecht. "Emerging market multinationals' location choice." European Business Review 25, no. 3 (April 26, 2013): 263–80. http://dx.doi.org/10.1108/09555341311314816.
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Aggarwal, Vinod K. "Corporate Market and Nonmarket Strategies in Asia: A Conceptual Framework." Business and Politics 3, no. 2 (August 2001): 89–108. http://dx.doi.org/10.2202/1469-3569.1020.
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Despite recent currency crises, most of the Asia-Pacific economies continue to be among the most attractive markets in the world and now appear to be recovering rapidly. An important element in understanding the dynamics of firm strategies in Asia is the nature of nonmarket strategies, which concern efforts to respond to and influence the political-economic-social environment. To examine such nonmarket strategies and how they fit with other firm tasks, this article first focuses on “positional analysis”—that is, how market forces, firm competencies, and the nonmarket environment influence the choice of trade, investment, or some mix, at the national, regional, or global level. It then considers the nature of “strategic analysis,” consisting of a firm's choices of market arena, a transaction cost analysis of organization forms for market penetration, and a distributive politics analysis of nonmarket issues. These factors combine to influence the firm's integrated strategic choice. Implementation of this choice is based on “tactical analysis” that focuses on the market, organizational, and nonmarket tactics that firms must pursue to succeed with their chosen strategy.
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Prygara, Olga, and Viktoria Zhurylo. "THE PROCEDURE OF DEVELOPMENT OF INTERNATIONAL MARKET SEGMENTATION STRATEGY." Economic Analysis, no. 30(1, Part 1) (2020): 166–82. http://dx.doi.org/10.35774/econa2020.01.01.166.
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Introduction. Increase of intensity of international economic activity under the process of internationalization of commodity markets lead to the necessity of search of attractive international markets and segments. Aim of the article is the development of procedure of international market segmentation strategy and determination of peculiarities of international market segmentation in comparison with segmentation of domestic markets, considering the necessity of evaluation of factors of choice of attractive markets, considering the influence of cultural environment on entrepreneurial activity. Method (Methodology). Application of methods of scientific generalization, analysis and synthesis gave an opportunity to distinguish elements, that characterize segmentation of international markets; to systemize the factors of international market environment, that influence international market segmentation process, define customers’ characteristics, that influence their purchasing decisions; to distinguish stages of international market segmentation; to describe features and marketing tasks of each stage. Results. Segmentation of international markets has to be viewed as the systematized process of division of international markets on the groups of countries and groups of individual customers on the basis of their cultural values and motivations concerning their decision making process, that gives an opportunity to satisfy their specific needs and strengthen international competitive positions. The factors that influence international segmentation process are macrofactors: geographic, structural-demographic, legal, economic, scientific, socio-cultural; and microfactors: common market factors (market demand, competitive factors, factors of quality characteristics of the product) and customer-based factors (psychological, behavioral, individual characteristics of customers). The stages of the procedure of developing of international segmentation strategy are: market attractiveness evaluation; competitive analysis; demand evaluation; cultural environment analysis; macrosegmentation of markets; microsegmentation of markets; implementation of strategy and control. The proposed strategy of international segmentation strategy requires forming of the detailed marketing plan to a certain market segment and constant monitoring of its realization in accordance with changes in market environment and motivations of customers.
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Arora, Soma. "Polaris India International: moving boundaries." Emerald Emerging Markets Case Studies 8, no. 4 (November 8, 2018): 1–28. http://dx.doi.org/10.1108/eemcs-11-2017-0250.
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Learning outcomes To familiarize the students with a process of international expansion within an emerging market scenario encompassing countries such as India, Sri Lanka and a developing country like Kazakhstan. Mostly cases in international marketing are central to developed nations, as that is where the MNCs emerge and grow. In this case study, though Polaris originally is an US-based MNC, the focus lies on Polaris India going international. Hence, it looked at empowering an emerging market for regional development. To provide a situation for choice of entry mode strategies involving strategic alliances and various kinds of non-equity based partnerships. Here there is scope for tremendous learning with reference to institutional voids and market failures prompting a certain mode of entry strategy versus another in international marketing. Though this topic has been researched widely, this case is the first ever tribute to a real-life situation in an emerging market. The case is focussed on experiential marketing as the new tool for sales and communication. This is unique to Polaris, and worth replicating in its internationalization. The crucial question emerged: adaptation of experiential marketing techniques as per local market. Case overview / synopsis This case investigated the process of internationalization for Polaris India, a US-based MNC, making for an interesting study in how emerging markets can become hubs for effective regional market expansion. The case simultaneously explored the concept of experiential marketing in a new light referring to the issue of communication adaptation in international marketing. The company had successfully used Polaris Experience zones as their promotion and distribution tools. The PEZ had weaved its magic on Indian customers to bring about significant positive change to the perception of a brand now extending the brand promise to other emerging markets. Polaris India started as a wholly owned subsidiary of Polaris Industries USA Inc in 2011 with Mr Pankaj Dubey, as the Country Head. Polaris specialized in building world class off-road vehicles and was a global leader in the same. The case study provided an opportunity to discuss behind the scenes role played by channel partners in targeted foreign markets – Sri Lanka and Kazakhstan. In international marketing, strategic alliances are of tremendous significance as a method of entry strategy and the knowledge, depth, expertise can make all the difference to achievement of success in the local market. Polaris despite having to market a product with no readymade market and combating the perceived notion of a super-premium product in emerging markets, managed to weave its own success story. The case is about, how Polaris India went International with its choice of strategic partners and communication tools. 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 Marketing.
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Garrett, Geoffrey. "International cooperation and institutional choice: the European Community's internal market." International Organization 46, no. 2 (1992): 533–60. http://dx.doi.org/10.1017/s0020818300027806.
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The decision of the European Community (EC) members to complete their “internal market” by the end of 1992, as embodied in the 1987 Single European Act (SEA), may represent the most ambitious instance of multilateral cooperation since the construction of the post-World War II international order. The economic objective of internal market completion is the removal of a wide array of nontariff barriers to trade that elsewhere have proved politically intractable, including border controls, national standards, preferential procurement policies, and industrial subsidies. The institutional structures underpinning the internal market are more constraining on the behavior of sovereign states than has been the case for other international regimes. The SEA replaced unanimity voting (national vetoes) in the primary decision-making body of the EC, the Council of Ministers, with a system of majority voting over matters pertaining to the internal market. In addition, the internal market is buttressed by an elaborate and powerful legal system. EC law is considered to have supremacy over national laws and to have “direct effect” in domestic jurisdictions, regardless of whether it is explicitly incorporated through legislation.
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Nachum, L. "The Choice of Variables for Segmentation of the International Market." International Marketing Review 11, no. 3 (June 1994): 54–67. http://dx.doi.org/10.1108/02651339410067058.
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McFadden, Daniel. "The Choice Theory Approach to Market Research." Marketing Science 5, no. 4 (November 1986): 275–97. http://dx.doi.org/10.1287/mksc.5.4.275.
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Dunning, J. H., and G. Norman. "The Location Choice of Offices of International Companies." Environment and Planning A: Economy and Space 19, no. 5 (May 1987): 613–31. http://dx.doi.org/10.1068/a190613.
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There has been a structural shift of employment in developed countries towards the tertiary sector, and an increase in the proportion of economic activity being conducted by international firms. This paper is an examination of the factors that influence location choice of international offices, by means of survey data that facilitate a sectoral analysis of location choice. Analysis of the motives that lead to direct foreign operations is based on the ownership–location–internalisation paradigm, which suggests that international firms tend to be most active in those sectors in which their ownership advantages are most pronounced, and in which these advantages are best exploited internally to the firm. A branch–regional classification is used to distinguish cases in which office-location choice is dominated by external market forces (branch offices) and those in which location is determined by internal organisational forces. The primary influences on location choice are market size and the need for personal presence to serve this market. There is also clear evidence of a ‘bandwagon’ effect. But more detailed influences vary with office type and sector. In this respect, the quality and availability of resources are generally more important than direct costs. The United Kingdom emerges as a high-skill economy with a flexible labour force and good communications facilities. It is also the case that, although proximity to London remains important, there is a clear tendency to consider locations further from London, a tendency that will be further encouraged by technical change and improvement in domestic travel infrastructure.
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Loehde, Ann Sophie K., Andrea Calabrò, Mariateresa Torchia, and Sascha Kraus. "Joint (Ad)ventures—Family firms' international entry mode choices for emerging markets." International Journal of Entrepreneurial Behavior & Research 26, no. 6 (May 23, 2020): 1235–58. http://dx.doi.org/10.1108/ijebr-10-2019-0573.
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PurposeThe aim of this study is to advance knowledge on family firms' entry mode choices by examining the linkage between target market context, especially in the emerging economies of China and India, and the dominant family firm logic of keeping ownership and control in the family.Design/methodology/approachWe use an exploratory multiple case study analysis approach based on nine German family firms' internationalization endeavors. We use both primary and secondary data.FindingsTraditionally, extant research concludes that family principals prefer foreign direct investments (FDIs) in order to exert maximum control when entering international markets. In contrast, our study finds a clear preference for international joint ventures (IJVs) as an initial entry mode of choice into unfamiliar markets. Our findings propose this decision to be rooted in cultural unfamiliarity and the complexity of the target markets' legal environment. The effect of these two factors is amplified by prior IJVs experiences.Originality/valueThis article offers several original insights. First, we identify the triggers of the paradoxical IJVs’ entry mode choice among family firms and thus explain the motivation for breaking with the dominant family firm logic of maximizing control. Second, we account for factors in China's and India's particular emerging market environments. In the light of family control, the unfamiliarity with these markets triggers the decision to compensate for the high level of uncertainty by engaging in an IJV partnership. Third, our study shows that family firms are indeed willing to share control if it serves the long-term survival of the firm.
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Diallo, Mbaye Fall, Steve Burt, and Leigh Sparks. "The influence of image and consumer factors on store brand choice in the Brazilian market." European Business Review 27, no. 5 (August 10, 2015): 495–512. http://dx.doi.org/10.1108/ebr-03-2013-0048.
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Purpose – The purpose of this paper is to investigate the role of image and consumer factors in influencing store brand (SB) choice between two retail chains (Carrefour and Extra) in a Latin American market, Brazil. SBs are increasingly offered by retailers in emerging markets. What is less clear, however, is how emerging market consumers make their choices between the SBs on offer from different retail chains. Design/methodology/approach – A mall-intercept survey conducted by a Brazilian market research company generated 600 usable questionnaires collected in two retail chains. Structural equation modelling was used to test a series of proposed hypotheses. Findings – The results revealed that SB attitude, SB price-image, store image perceptions, SB perceived value and SB purchase intention have significant and positive direct or indirect effects on SB choice overall, and for each retail chain. However, for price-related constructs, the relationships are stronger for the Extra chain compared to the Carrefour chain. Results show that the Brazilian market presents some departures from both developed and other emerging countries. Research limitations/implications – Respondents were consumers in only one Latin American market (Brazil) and shoppers of only two retail chains. Caution should therefore be exercised when generalising the results to other markets in Latin America. Practical implications – Understanding which factors influence consumer choice of SBs in an emerging market while taking into account the presence of different operators allows retailers to launch new SB programs and implement the appropriate strategies to increase SB sales in this market. Originality/value – The main contribution of this research lies in clarifying consumer behaviour towards SBs in an emerging Latin American market. It fills a major gap in the marketing literature and research in stressing the need to rethink the application of conventional business models to Latin America.
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Uzoma, Ifediora Chuka, Ugwoke Pius, and Ifediora Raluchukwu Ifeoma. "Determinants of Choice of Joint Venture Arrangements for International Marketers." International Journal of Small and Medium Enterprises 2, no. 1 (June 29, 2019): 56–62. http://dx.doi.org/10.46281/ijsmes.v2i1.336.
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This study investigated the determinants of the choice of joint venture arrangements for international marketers in Nigeria. The study aims at identifying the most significant influences on the choice of joint venture arrangements. The survey research design was used for the study. The study was carried out in South-east, Nigeria. A sample of 50 experienced international marketers was selected for the study using a snowball sampling technique. Data was gathered through the use of a structured questionnaire.. The analysis was done using Principal Component Analysis. Findings reveal that brand name/equity, firm size, market attractiveness, research and development, as well as internationalization strategy are the most significant determinants of the choice of joint venture arrangements which international marketers in Nigeria adopt. The study recommends that prospective international marketers consider these factors before or when seeking an alliance with any foreign company an international markets.
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Boubaker, Sabri, Walid Saffar, and Syrine Sassi. "Product market competition and debt choice." Journal of Corporate Finance 49 (April 2018): 204–24. http://dx.doi.org/10.1016/j.jcorpfin.2018.01.007.
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Grover, Rajiv, and V. Srinivasan. "A Simultaneous Approach to Market Segmentation and Market Structuring." Journal of Marketing Research 24, no. 2 (May 1987): 139–53. http://dx.doi.org/10.1177/002224378702400201.
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The authors define a market segment to be a group of consumers homogeneous in terms of the probabilities of choosing the different brands in a product class. Because the vector of choice probabilities is homogeneous within segments and heterogeneous across segments, each segment is characterized by its corresponding group of brands with “large” choice probabilities. The competitive market structure is determined as the possibly overlapping groups of brands corresponding to the different segments. The use of brand choice probabilities as the basis for segmentation leads to market structuring and market segmentation becoming reverse sides of the same analysis. Using panel data, the authors obtain the matrix of cross-classification of brands chosen on two purchase occasions and extract segments by using the maximum likelihood method for estimating latent class models. An application to the instant coffee market indicates that the proposed approach has substantial validity and suggests the presence of submarkets related to product attributes as well as to brand names.
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Benito, Gabriel R. G., and Lawrence S. Welch. "Foreign Market Servicing: Beyond Choice of Entry Mode." Journal of International Marketing 2, no. 2 (June 1994): 7–27. http://dx.doi.org/10.1177/1069031x9400200202.
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This article focuses on the operation method (or entry mode) that a company utilizes in developing its involvement in a foreign market. An overview and critique of ‘economics’ and ‘process’ approaches to this issue is undertaken. It is argued that both approaches use relatively constrained frameworks of influences on mode choice, and have yet to come to terms with the frequent reality of operation modes in combination. Methodological and conceptual issues arising out of the analysis are considered as a basis for moving forward the research in this area.
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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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Desarbo, Wayne S., Venkatram Ramaswamy, and Steven H. Cohen. "Market segmentation with choice-based conjoint analysis." Marketing Letters 6, no. 2 (March 1995): 137–47. http://dx.doi.org/10.1007/bf00994929.
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Kirkpatrick, Jennet. "Introduction: Selling Out? Solidarity and Choice in the American Feminist Movement." Perspectives on Politics 8, no. 1 (March 2010): 241–45. http://dx.doi.org/10.1017/s1537592709992829.
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This symposium examines an emergent orientation within the American feminist movement called “choice feminism.” Choice feminists are primarily concerned with increasing the number of choices open to women and with decreasing judgments about the choices that individual women make. Choice feminists are best known for their argument that a woman who leaves the remunerated labor market to care for her children is a feminist in good standing; she makes a feminist decision. While media coverage of choice feminism has been extensive, political scientists have been comparatively quiet. In this symposium, four political scientists analyze and evaluate choice feminism, revealing their disagreement about the validity of the choice feminist position and about the meaning of choice feminism for movement politics, political judgment, and liberal political theory.
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Laufs, Katharina, Michael Bembom, and Christian Schwens. "CEO characteristics and SME foreign market entry mode choice." International Marketing Review 33, no. 2 (April 11, 2016): 246–75. http://dx.doi.org/10.1108/imr-08-2014-0288.
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Purpose – Using arguments from the upper echelons perspective this paper aims to examine the impact of CEO characteristics on small and medium-sized enterprises’ (SMEs’) equity foreign market entry mode choice and how these associations are jointly moderated by geographic experience of the firm and host-country political risk. Design/methodology/approach – The empirical analysis draws on data gathered from German SMEs testing triple-interaction effects between CEO’s age, firm tenure and international experience, geographic experience of the firm (organizational level), and host-country political risk (environmental level). Findings – Empirical findings validate that the influence of CEO’s age and firm tenure on SME foreign market entry mode choice varies by managers’ level of managerial discretion (i.e. latitude of action) as determined by the SME’s geographic experience and the level of political risks prevailing in the foreign market. Practical implications – Empirical findings help SME owners and managers to understand how CEO’s age and firm tenure are related with individual’s risk-taking behavior and information-processing demands and how these contingencies vary by the context in which the individual CEO is nested. Originality/value – This study contributes to the growing body of literature focussing on SME foreign market entry mode choice by emphasizing the important role of CEOs in the decision to internationalize. More specific, this study contributes by an examination of the interactive effect of CEO’s age, firm tenure and international experience, geographic experience of the firm and host-country political risk and, therefore, emphasizes the context and boundary conditions under which the association between CEO characteristics and foreign market entry mode choice is more or less pronounced.
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Leary, R. Bret, and Garret Ridinger. "Denial Without Determination: The Impact of Systemic Market Access Denial on Consumer Power and Market Engagement." Journal of Public Policy & Marketing 39, no. 2 (December 26, 2019): 99–118. http://dx.doi.org/10.1177/0743915619885393.
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Despite growing evidence showing that people are denied access to market resources for reasons other than individual or market constraints, little research has explored the effect of such denial on the individual consumer. Building from learned helplessness, attribution theory of motivation, and consumer power theory, the current research addresses this issue by showing the impact of repeated access denial on perceptions of power and market engagement. Across five repeated-choice experiments utilizing a financial loan context, the authors show that market access and consumer power exist in a feedback loop, with lack of access leading to lower perceptions of power and, consequently, reduced market engagement or detrimental choice in the market. The authors present a norm-based intervention to encourage market engagement among those who have experienced denial by working through beliefs of market success, but demonstrate the detrimental effect of this intervention on those who have experienced repeated access prior to denial. In response, the authors present an education intervention to encourage smarter choices once consumers have entered the market. They conclude with implications for market access policy.
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Pawar, Sanjay Krishnapratap, Swati Vispute, Tajamul Islam, and Ruby Chanda. "International students’ motivations for studying in Indian universities: Implications for value proposition and positioning strategies." Research in Comparative and International Education 15, no. 2 (April 17, 2020): 158–70. http://dx.doi.org/10.1177/1745499920910579.
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Universities today devote serious effort to attract international students. The purpose of this research is to understand the motivation factors that impact international student choices in selecting Indian higher education as a study-abroad destination. This quantitative study examines the choice criteria of 249 full-time international students from the countries of Asia and Africa. A number of choice factors were identified. Results indicate that international students at Indian universities consider ‘university characteristics’ and ‘influence of social networks’ as the most important motivation factors that determine destination choice. The study findings suggest a value proposition canvas consisting of teaching quality, university rankings, safety and availability of academic courses as its foremost constituents. The paper notes decision-making influences and identifies implications for marketing actions of a developing host country operating in a competitive international student market.
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Blomstermo, Anders, D. Deo Sharma, and James Sallis. "Choice of foreign market entry mode in service firms." International Marketing Review 23, no. 2 (March 2006): 211–29. http://dx.doi.org/10.1108/02651330610660092.
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Robles, Fernando, and Kety Lourdes Jauregui. "International markets entry strategy determinants: an exploratory study in Peru." Cuadernos de Administración 33, no. 59 (December 20, 2017): 2–19. http://dx.doi.org/10.25100/cdea.v33i59.4485.
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Nowadays a progressively more dynamic and global economic environment causes a higher number of enterprises to pick an entry strategy to become international. The choice of a strategy of entry into foreign markets constitutes one of the most relevant decisions for a company, for it impacts on its performance and means it being ready to cooperate, to a greater or lesser extent, with global supply chains. The present article identifies the determining factors of the strategies of entry into international markets as implemented by Peruvian businessmen, which impact on the integration level into an international market. The companies that participated in this exploratory study have growing exportation levels within the non-traditional sector. The results allow to appreciate exporters employing entry strategies with low levels of integration, and predominantly prefer low-risk markets and high resemblance to the Peruvian market, with regards to cultural affinity and business behavior.
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Claver, Enrique, Laura Rienda, and Diego Quer. "The Internationalisation Process in Family Firms: Choice of Market Entry Strategies." Journal of General Management 33, no. 1 (September 2007): 1–14. http://dx.doi.org/10.1177/030630700703300101.
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One of the most important issues in the study of the internationalisation process is the choice of market entry strategy, which can be linked to the degree of international commitment. We have chosen to address this aspect in this paper by undertaking case studies of family firms, located in the province of Alicante (Spain), that belong to the most internationalised sectors in the region. The results obtained show that this group of firms follow the propositions laid down by the Uppsala model and that the age, size and generation of the family firm significantly influence the establishment of international, strategic alliances.
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Childs, Michelle L., and Byoungho Jin. "Firm factors that influence internationalisation and subsequent financial performance of fashion retailers." Journal of Service Theory and Practice 25, no. 1 (January 12, 2015): 95–114. http://dx.doi.org/10.1108/jstp-09-2013-0204.
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Purpose – Grounded in the Uppsala model, the purpose of this paper is to investigate specific firm factors of fashion service retailers, which include: product category offering, firm experience (limited vs extensive) and firm size (small vs large) and examines how variations in these firm characteristics produce significant differences on three aspects of internationalisation activities; scale and scope of internationalisation, market choice (geographic and cultural distance), and financial performance (international sales and profit), and whether market choice produces differences on financial performance. Design/methodology/approach – Secondary sources were utilised to empirically investigate retailers (n=118). Information regarding product category offering, year of establishment, number of employees, countries entered, international sales, and profit were collected from retailer web sites, press releases, and annual reports. Findings – There were significant differences between product category offering and firm size in retailers’ internationalisation behaviours, and there were significant differences between product category offering and market choice in their financial performance. Variations in firm experience did not produce any significant differences. Research limitations/implications – This study extends limited literature on the internationalisation of fashion service retailers and contributes knowledge of how variations in specific firm factors produce different outcomes in terms of internationalisation, market choice, and financial performance. Practical implications – Retailers offering functional products may be more flexible in their internationalisation. Firms regardless of experience or size may consider being active in international markets because variations in these factors does not impact performance. Originality/value – This study addresses multiple gaps in retailer internationalisation literature and findings point that product category should be considered when studying internationalisation of service firms.
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Jin, Byoungho, Jae-Eun Chung, Heesoon Yang, and So Won Jeong. "Entry market choices and post-entry growth patterns among born globals in consumer goods sectors." International Marketing Review 35, no. 6 (November 12, 2018): 958–80. http://dx.doi.org/10.1108/imr-11-2015-0243.
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Purpose Contrary to the mainstream born global (BG) perspective, some previous studies report the incremental expansion of BGs. In addition, the reasons behind BGs initiating specific steps, if any, and BGs’ entry market choices are still unknown or rather contrasting. This study views that such contrasting findings may be attributed to the contexts in which BGs operate. Within the context of consumer goods BGs, the purpose of this paper is to examine the entry market choices and post-entry growth patterns, and investigate the underlying reasons. Design/methodology/approach This study adopted in-depth historiographic case research from seven Korean BGs in the consumer goods sector that demonstrated success in internationalization. Multiple sources were used to gather data from each case. A total of 14 interviews, approximately two one-on-one interviews per firm, were the major means of data collection. Findings The findings revealed that first entry market choices among BGs functioned largely as attempts at emergent opportunities. However, after the first wave of entry into countries with available selling opportunities, entry market choice became a simultaneous pursuit of strategic markets and emergent selling opportunities. BGs focusing on image-oriented consumer goods appeared more strategic when entering the world’s leading markets to gain brand reputation. The analyses of internationalization processes revealed three patterns, which collectively implied that each move to the next stage came from a strategic decision to solve the problems related to survival and strategic visions for growth. Originality/value One contribution of this paper is the provision of empirical evidence for entry market choices among consumer goods BGs. The findings suggest that BGs’ entry market choices may not be a simple matter of simultaneous expansion to the world’s lead market. Instead, they may comprise more strategic decision. While previous studies have suggested such evolutionary or path-dependent internationalization processes, this study is among the first to reveal specific growth patterns and the possible reasons behind them.
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Sell, Joachim, Thomas Koellner, Olaf Weber, Wendy Proctor, Lucio Pedroni, and Roland W. Scholz. "Ecosystem services from tropical forestry projects – The choice of international market actors." Forest Policy and Economics 9, no. 5 (January 2007): 496–515. http://dx.doi.org/10.1016/j.forpol.2006.02.001.
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K. Govender, Krishna. "Consumer Choice Behavior during a Social Disruption." Problems and Perspectives in Management 15, no. 3 (December 6, 2017): 411–24. http://dx.doi.org/10.21511/ppm.15(3-2).2017.09.
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This paper explores the relationship between an external socio-disruptive factor and consumer product and brand decision-making behavior. The social disruption was physical relocation, which resulted in a radical change in the toilet system, which had implications for toilet cleaning product and brands used. By using a sample calculator, a probability sample of 384 households from Cosmo City, South Africa were surveyed using a structured questionnaire. The data from 332 respondents (86% response rate) were analyzed using various inferential statistical analysis techniques to test three hypotheses. Multiple regression path coefficients demonstrated positive and significant changes β=1.709,  p<.0005 in the desired brand benefits following the social disruption, and that there were no significant differences β=-0.601,  p<.027 between households that switched brands and those that did not. The findings underscore the importance of recognizing that consumers re-evaluate their brand choices, leading to significant brand switching in cases where the social change has a radical effect on brand usage. The results also indicate that ‘out-of-market’ changes such as a radical social change have the same impact on consumer brand behavior and brand choice, as “in-market” disruptions such as the introduction of an innovative brand. The findings have strategy implications for marketers of toilet cleaning products in particular and consumer goods in general.
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Petty, Ross D. "Limiting Product Choice: Innovation, Market Evolution, and Antitrust." Journal of Public Policy & Marketing 21, no. 2 (September 2002): 269–74. http://dx.doi.org/10.1509/jppm.21.2.269.17583.
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Allenby, Greg, Geraldine Fennell, Joel Huber, Thomas Eagle, Tim Gilbride, Dan Horsky, Jaehwan Kim, et al. "Adjusting Choice Models to Better Predict Market Behavior." Marketing Letters 16, no. 3-4 (December 2005): 197–208. http://dx.doi.org/10.1007/s11002-005-5885-1.
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Khan, Huda, Larry Lockshin, Richard Lee, and Armando Corsi. "When is it necessary to localise product packaging?" Journal of Consumer Marketing 34, no. 5 (August 14, 2017): 373–83. http://dx.doi.org/10.1108/jcm-06-2016-1846.
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Purpose The common market practice by global consumer brands to create localised packaging for foreign markets conflicts with findings that cast doubt on this strategy. By examining the differential influence of standard (Western) and local (Chinese) packaging on Chinese consumers’ perceptions and choice behaviour, this study aims to examine whether this strategy is effective or even necessary. Design/methodology/approach A pre-test first identified suitable products and brands. Using a multiple methods approach, online participants in China first rated the brands and packaging of hedonic and utilitarian products. The ratings were then validated by triangulating with the results of a discrete choice experiment that captured participants’ choice behaviour. Findings For hedonic products, standard packaging is rated more positively and chosen more often than local packaging. For utilitarian products, there are no differences in ratings and choice. For hedonic products, brand likeability is higher for standard packaging than for local packaging. For utilitarian products, brand likeability does not differ between the two packaging types. Research limitations/implications These findings cast doubt on the effectiveness of indiscriminate packaging localisation. International marketers need to rethink their approach, particularly in non-Western markets. Interviews with five brand managers in charge of major consumer brands in China revealed their actual market practice and further illuminate this study’s findings. Originality/value This is first study to question the common market practice of packaging localisation and investigate the differential effects of standard versus local packaging of foreign products on consumers’ perceptions and choice behaviour.
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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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De Chiara, Alessandra. "Sustainable Business Model Innovation vs. “Made in” for International Performance of Italian Food Companies." Agriculture 11, no. 1 (December 29, 2020): 17. http://dx.doi.org/10.3390/agriculture11010017.
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The quality of Italian food products, linked to Made in, has always been a competitive driver within foreign markets. However, today, getting quality choices also means engaging in responsible behavior. The paper investigates the relation between the choice of environmental and social standards and the international performance of a set of agri-food firms in Italy, examined through the multiple case study method and the tools of qualitative methodology. What role do standards play in attributing an added value to the quality of agroindustry products and differentiating sustainable products in foreign markets, thereby improving the international performance of the companies? These questions are investigated by the research in this paper. The results of the research show a significant correlation, in the interviewed companies, between corporate social responsibility (CSR) practices, with reference to the adoption of standards, and international competitiveness, measured in terms of market performance as it regards the growth of foreign demand and opening to new markets.
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Goodman, Steve, Larry Lockshin, and Eli Cohen. "Examining market segments and influencers of choice for wine using the Best-Worst choice method." Market Management 8, no. 1 (2008): 94. http://dx.doi.org/10.3917/mama.051.0094.
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Fuertes, Alberto, and Jose María Serena. "How firms borrow in international bond markets." Journal of Financial Regulation and Compliance 26, no. 1 (February 12, 2018): 135–69. http://dx.doi.org/10.1108/jfrc-11-2016-0100.
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Purpose This paper aims to investigate how firms from emerging economies choose among different international bond markets: global, US144A and Eurobond markets. The authors explore if the ranking in regulatory stringency –global bonds have the most stringent regulations and Eurobonds have the most lenient regulations – leads to a segmentation of borrowers. Design/methodology/approach The authors use a novel data set from emerging economy firms, treating them as consolidated entities. The authors also obtain descriptive evidence and perform univariate non-parametric analyses, conditional and multinomial logit analyses to study firms’ marginal debt choice decisions. Findings The authors show that firms with poorer credit quality, less ability to absorb flotation costs and more informational asymmetries issue debt in US144A and Eurobond markets. On the contrary, firms issuing global bonds – subject to full Securities and Exchange Commission requirements – are financially sounder and larger. This exercise also shows that following the global crisis, firms from emerging economies are more likely to tap less regulated debt markets. Originality/value This is, to the authors’ knowledge, the first study that examines if the ranking in stringency of regulation – global bonds have the most stringent regulations and Eurobonds have the most lenient regulations – is consistent with an ordinal choice by firms. The authors also explore if this ranking is monotonic in all determinants or there are firm-specific features which make firms unlikely to borrow in a given market. Finally, the authors analyze if there are any changes in the debt-choice behavior of firms after the global financial crisis.
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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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Wong, Ho Yin, and Bill Merrilees. "Foreign market entry mode choice of Australian firms." International Journal of Trade and Global Markets 2, no. 3/4 (2009): 250. http://dx.doi.org/10.1504/ijtgm.2009.028992.
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Kuznichenko, Yana, Serhiy Frolov, Fedir Zhuravka, Mykola Yefimov, and Volodymyr Fedchenko. "Regulatory assessment of the bank market risk: international approaches and Ukrainian practice." Banks and Bank Systems 13, no. 4 (December 7, 2018): 73–84. http://dx.doi.org/10.21511/bbs.13(4).2018.07.
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The implementation of international standards for the bank risk assessment and market risk, in particular, in Ukrainian banking practice is aimed at achieving common standards for regulating banking activities in different countries. This should help to increase the banking sector stability in Ukraine and, accordingly, increase the interest of foreign investors.The article deals with the methodological approaches to assessing the bank market risk (in particular, SA, IMA and R-SbM approaches) recommended by the Basel Committee on Banking Supervision in terms of standardization and unification of the normative framework of capital requirements for Ukrainian banks. Considering the analysis results, it was determined that the choice and implementation of an optimal approach in the context of Ukrainian banking practice can be carried out in one of two alternative scenarios: 1) a simplified version of a sensitivity based method (R-SbM); and 2) a recalibrated version of the Basel II standardized approach. In this case, the Basel II recalibrated version is more acceptable for use by banks, since it is most relevant to volume and complexity of transactions carried out by Ukrainian banks.The obtained results are aimed at improving the existing methodology for calculating the adequacy ratio of banks' regulatory capital (N2), which currently considers only the needs for credit risk coverage, and at refining the methodology in terms of considering banks' market-risk coverage needs.
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Allegret, Jean-Pierre, Mohamed Ayadi, and Leila Haouaoui. "Volatilité des chocs et degré de flexibilité du taux de change." Panoeconomicus 54, no. 3 (2007): 271–301. http://dx.doi.org/10.2298/pan0703271a.
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During the 90s emerging markets have been hit by recurrent exchange rate crises. Almost all these countries shared a common characteristic: they adopted in previous years soft pegs, the so-called intermediate exchange rate regimes. International institutions and academic economists interpreted this intrinsic fragility of soft pegs as a consequence of the increasing international capital mobility. From this perspective, the exchange-rate regime is seen as constrained by the monetary policy trilemma, which imposes a stark trade-off among exchange stability, monetary independence, and capital market openness. Soft pegs seem incompatible with international financial integration. As a result, a new consensus appeared: the choice of domestic authorities is limited to corner solutions: hard pegs on the one side; independent floating on the other side. This paper proposes a contribution to the analysis of exchange rate regimes choice by emerging markets. The new consensus is questioned by considering that emerging countries are confronted not in the choice between extreme solutions, but rather with the choice of the degree of fixity- or the degree of flexibility- of the exchange rate.
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Rienda, Laura, Enrique Claver, and Diego Quer. "Institutional distance, establishment mode choice and international experience: the case of Indian MNCs." Journal of Asia Business Studies 12, no. 1 (January 2, 2018): 60–80. http://dx.doi.org/10.1108/jabs-01-2016-0015.
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Purpose Focusing on the growing importance of Indian multinational corporations in the past decades, this paper aims to understand how establishment mode decisions in a foreign market can differ depending on a series of factors. Specifically, the authors examine how institutional distance, including cultural distance and political risk, could affect these decisions, and how international acquisition experience could moderate this relationship. Design/methodology/approach The authors test their hypotheses using data from 114 outward foreign direct investments between 2000 and 2010. Findings The findings suggest that experience in international acquisitions increases the likelihood of subsequent acquisitions in high-risk and culturally distant countries. Originality/value By considering that the country of origin also matters, some differences among emerging-market multinational corporations (MNCs) may arise. Besides, since empirical research focusing on emerging-market MNCs is scarce, more empirical studies are needed to analyze the influence of cultural distance and political risk on some decisions. In the case of India, there are also additional motivations for analyzing those institutional factors. First, since this is a country with significant linkages to Western countries, it is interesting to know if the influence of cultural distance is similar or not. Second, there is a lack of empirical evidence on the relationship between political risk and establishment mode choice in the case of Indian MNCs. To fill this gap, the first aim of this paper is to analyze how cultural distance and political risk affect the establishment mode choice of Indian MNCs. Moreover, recognizing international experience to be an important factor in explaining international expansion, we focus on international experience interactions with sources of uncertainty inherent in the host market.
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Harati, Rawaa. "Heterogeneity in the Egyptian informal labour market: choice or obligation?" Revue d'économie politique 123, no. 4 (2013): 623. http://dx.doi.org/10.3917/redp.234.0623.
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Yoo, Onesun Steve, and Rakesh Sarin. "Consumer Choice and Market Outcomes Under Ambiguity in Product Quality." Marketing Science 37, no. 3 (June 2018): 445–68. http://dx.doi.org/10.1287/mksc.2017.1069.
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Elrod, Terry. "Choice Map: Inferring a Product-Market Map from Panel Data." Marketing Science 7, no. 1 (February 1988): 21–40. http://dx.doi.org/10.1287/mksc.7.1.21.
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Xie, Yu, Yi-Fei Du, Francis Boadu, and Xuan-Ya Shi. "Executives’ Assessments of Evolutionary and Leapfrog Modes: An Ambidexterity Explanation Logic." Sustainability 10, no. 8 (August 15, 2018): 2893. http://dx.doi.org/10.3390/su10082893.
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Under the background of resource dependence, it is of great significance to study the emerging market multinationals’ (EMNEs) entry mode into international market. How do complementary assets and expansion opportunities in a host country market influence the EMNEs executive’s entry mode choice? We adopt policy capture method to designed questionnaire and administered to high-level EMNEs executives in China. The results show that the availability of complementary assets in the host country market have a positive influence on EMNEs executives’ evolutionary and leapfrog entry modes choice, and EMNEs executives’ preferences for leapfrog mode over evolutionary mode is positively related to the host country’s complementary assets. The expansion opportunities in the host country market have a positive influence on EMNEs executives’ evolutionary and leapfrog entry modes choice. This shows that expansion opportunities in the host country market have a similar degree of attraction for executives’ evolutionary and leapfrog modes. Unlike most current studies, which advocate that leapfrog is mainly used to obtain international assets, while evolutionary approach is more suitable for seeking international opportunities. This paper shows that the opportunity factors play the same important role as assets factors in promoting EMNEs executives’ springboard behavior. It also reveals the ambidexterity logic in EMNEs executives’ decision-making process.