book

Market Entry Strategies, 2nd Edition

Name: Market Entry Strategies, 2nd Edition
Author: Mario Glowik
ISBN: 9783110439885

by Mario Glowik

March 2016

Beginner

251 pages

8h 52m

English

De Gruyter Oldenbourg

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Cover
Title Page
Copyright Page
Table of Contents
Introduction
1 How to Combine Theory and Business Practice?
1.1 About Theory1.2 Qualitative, Quantitative, and Mixed Research Methods1.3 Cases Studies: Why, How, and What?1.4 The Case Study of Panasonic: Do You Believe in its Future Business?1.4.1 Company background1.4.2 The market at the beginning of the 21st century1.4.3 What comes next?
Bibliography
2 Internationalization Theories
2.1 The International Product Life-Cycle Theory2.1.1 Market entry according to the product life-cycle phase2.1.2 Review of Vernon’s model2.2 Location Concepts2.2.1 Historical foundations2.2.2 Location factors2.2.2.1 The macro environment2.2.2.2 The industry environment2.2.2.3 The case study of Sharp (Japan): Leader in liquid crystal display technology – and then?2.2.2.3.1 Company origins2.2.2.3.2 Technological pioneer in LCD technology2.2.2.3.3 The development of Sharp’s operations in Europe2.2.3 The Diamond Model2.2.4 Review of the location concepts2.2.5 Case study: Market entry of Asian high-technology firms in Europe2.2.5.1 Location-specific macro analysis2.2.5.2 Business activities of high-tech firms from the Far East: A country perspective
2.3 The Internalization Theory
2.3.1 The issue of transaction costs2.3.2 Emergence of multinational enterprises2.3.3 Review of the internalization theory2.4 The Eclectic Paradigm2.4.1 Advantage categories2.4.2 Market entry strategy according to advantage categories2.4.3 Review of the Eclectic Paradigm2.5 The Uppsala Model of Internationalization2.5.1 Incremental market entry through accumulated knowledge2.5.2 Review of the Uppsala model2.6 Network Theory of Internationalization2.6.1 Inter-organizational relationships2.6.1.1 The impact of the resource-based view2.6.1.2 Resources and dynamic capabilities2.6.1.3 The case study of Sony: Resources reshuffled – dynamic capabilities disappeared?2.6.1.3.1 Company origins (the period from 1945 until the 1980s)2.6.1.3.2 Diversification towards movie and entertainment2.6.1.3.3 Loss of core competencies in electronics2.6.1.3.4 Access to LCD technology through inter-organizational relationships2.6.1.3.5 Market entry strategies for Europe as part of a global value chain
2.6.1.3.6 How about the future?
2.6.1.4 The approach of Johanson and Mattsson 2.6.1.5 The concept of Johanson and Vahlne2.6.1.6 Review of inter-organizational network positioning approach2.6.1.7 The case study of Haier (China) – Learning by imitation2.6.2 Interpersonal relationships approach2.6.2.1 Early internationalization of the firm2.6.2.2 The dimension of time2.6.2.3 Towards a conceptualized model typology of international new ventures and born global firms2.6.2.4 The phenomenon of the ‘born again global’2.6.2.5 Individual and corporate international entrepreneurship2.6.2.6 Review of the international new venture, born global, and entrepreneurial concepts2.6.2.7 The case of Xiaomi: An early internationalizer – made in China2.7 Summary of Internationalization Theories

Bibliography
3 Market Entry Strategies
3.1 About Strategy and Internationalization3.2 Case Study: The Global Strategy Concept of Samsung3.2.1 Samsung management philosophy – history and today3.2.2 Strategic relationship building3.2.3 Diversified organization3.2.4 The strategy of vertical integration of Samsung Electronics3.2.5 International business expansion3.2.6 Product design, research, and development3.3 Foreign Market Entry Strategies3.3.1 Contractual modes of market entry3.3.1.1 Indirect and direct export3.3.1.2 Contract manufacturing3.3.1.2.1 How it works?3.3.1.2.2 The case study of Foxconn/Hon Hai Precision Industry Company (Taiwan)3.3.1.3 Licensing3.3.1.4 Franchising
3.3.1.5 Management contracts
3.3.1.6 Turnkey contracts3.3.2 Cooperative modes of market entry3.3.2.1 Strategic alliances3.3.2.2 International joint ventures3.3.2.3 Case Study: International Joint Ventures of LG Electronics (South Korea) and Philips (The Netherlands)3.3.2.3.1 The partners’ situation before establishing their international joint ventures3.3.2.3.2 The foundation of LG.Philips LCD3.3.2.3.3 Philips reduces its stake in LG.Philips LCD3.3.2.3.4 The foundation of LG.Philips Displays3.3.2.3.5 LG.Philips Displays gets a new name3.3.2.3.6 What happened next to the international joint venture terminations?3.3.3 Hierarchical modes of market entry3.3.3.1 Foreign direct investment3.3.3.2 The case study of Lenovo: Growth through acquisitions3.4 Decision Determinants of an International Market Entry3.4.1 Entry rapidity and proximity to the market3.4.2 Degree of hierarchical control and financial risk
3.4.3 A two-step decision process approach towards an international market entry
3.4.3.1 Step one – setting strategic priorities3.4.3.2 Step two – selection of the appropriate market entry mode3.4.3.2.1 Contracting modes (market mechanisms)3.4.3.2.2 Cooperation (hybrid forms of foreign market entry)3.4.3.2.3 Wholly owned subsidiary (hierarchical forms of foreign market entry)3.5 Case Study: Market Entry Strategies of TCL (China)3.5.1 About the company3.5.2 TCL-Thomson Electronics (TTE) international joint venture3.5.3 The gradual process towards the liquidation of TTE Europe3.5.4 TCL and Alcatel international joint ventureBibliography
Subject index

Overview

This textbook discusses the most important theories of internationalization, including Product Life-Cycle, Internalization, Location, Eclectic Paradigm, Uppsala, Network, and International New Venture concepts. These models are grounded to a considerable extent in the Transaction Cost Theory and the Resource-Based View as explained and illustrated in the book.

Relevant market entry strategies, such as franchising, contract manufacturing, joint ventures, and others are explained and categorized in light of crucial determinants of international business decision making: hierarchical control of operations, the firm’s proximity to the foreign market, the investment risk, and the factor of time.

What makes this textbook novel and unique?

Its framework combines theories and market entry strategies: each topic
is applied to authoritative, real-life business case studies.
Complex issues are explained in a manner that results in understanding.
Various illustrations and tables help the reader comprehend the point being discussed.
The case study focus on Asian firms delivers interesting insights into modern high-technology industries and changing global business dynamics.

Market Entry Strategies serves as a vital source for internationally oriented bachelor, master, and MBA programs with strategy, marketing, and management lecture modules. Consequently, this publication is highly recommended for students and scholars; but it is also useful for business practitioners seeking to gain competitive advantages in international business.

About the Author

Mario Glowik teaches Bachelor, MBA and Master courses in Strategic management, International management, Strategic management in China and Europe, and International and Asian business at Berlin School of Economics and Law in Berlin. Find out more about Professor Glowik and the second edition of his Textbook Market Entry Strategies on Youtube!

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