I have sorted the materials found on Market Entry Strategy into
Internet links, periodical citations and books.
I have not been able to discern clearly whom the "major players in the
field are." But certainly Frank Bradley is often quoted and his books
are used in several university courses. In Britain, the name of Jeryl
Whitelock appears several times.
There is not a large amount of literature or Internet information on
research on market entry strategy per se. I've therefore included
citations that may only touch on this but which it is impossible for
me to evaluate without reading it or at least having an abstract.
INTERNET
SMES' MARKET ENTRY STRATEGY: SUBSTITUTION INSTEAD OF NICHING
Guan H Lim, Khai S Lee and Soo J Tan
Abstract
Existing research seems to suggest that the obvious strategy choice
for SMEs, given the fact that they do not have plentiful resources, is
to is to seek market niches. However, the very fact that SMEs do not
have plentiful resources may mean that they would not be able to niche
successfully beyond the short term. The bigger firms who have
initially neglected the niches may try to wrestle the niche away from
the SMEs, especially if the SMEs have successfully developed the
market into a size that is sufficiently big and profitable. A better
strategy choice for the SMEs might be to offer products/services that
are substitutable to, but differentiated from, that offered by the
incumbent bigger firms. This paper, through the use of deductive logic
and actual case examples, shows why a substitution strategy might
indeed be a better strategic choice for the SMEs.
http://www.sbaer.uca.edu/Research/1999/ICSB/99ics007.htm
Valuing Alternative Market Entry Strategies as "Real-Options"
Darryl G. Waldron
Professor of Business Administration
Trinity University
Abstract
"The creation of shareholder value has become the standard by which
companies worldwide are now beng judged and for global companies the
value creating process is largely a matter of constructing an optimal
portfolio of businesses, products, and markets. No element of this
process is more important than the choices firms make with respect to
what markets to enter and what market entry strategies to employ.
Correspondingly, few investment decisions are as difficult to value or
are characterized by more uncertainty and, consequently, more risk,
than the market entry decision. The valuation process is made even
more difficult when expected cash-flows are contingent on downstream
events that do not lend themselves to evaluation using conventional
discounted cash-flow (DCF) analysis. However, as this paper suggests,
real-options analysis provides management with a way of dealing with
multi-stage sequential investments like those so commonly encountered
in employing one strategy or another to enter foreign markets. This
paper demonstrates how financial market discipline can be brought to
bear on the evaluation of market entry strategies where flexibility
and dexterity are major determinants of future value. An example is
developed using a licensing agreement that contains an imbedded FDI
real-option.
http://www.sba.muohio.edu/abas/2000/WaldroDa.pdf
market entry strategy
http://www.tradeportalyh.co.uk/600004/markentry.asp
Guide to the World Trading System
by The "World Tr@de Net" programme, which supports national networks
in the provision of advisory and training services on WTO issues to
the local business communities;
Channels, through network members, up-to-date information on the
implications of the world trading system to the business community;
Section on "Stategy"
http://www.intracen.org/worldtradenet/docs/information/trainingmat/itcguide98/itc6-02.htm
COMPETING FOR MARKETS:
A FRAMEWORK OF STRATEGIES FOR SMEs
http://www.fba.nus.edu.sg/external/nus%20business%20leads/Competing%20for%20Markets.pdf
A How-To of export market research from the British Chambers of
Commerce with many links.
http://www.britishchambers.org.uk/exportzone/emrs/advice.htm
PERIODICALS
Towards a Contingency View of Market Entry Strategies: Contextual and
Strategic Factors.; By: Almor, Tamar., Journal of Euromarketing, 2001,
Vol. 10 Issue 1, p5, 21p, 3 charts;
Examines the relationship between contextual and strategic factors
and foreign market entry strategies. Details of the development of the
foreign direct investment theory; Discussion of the contextual and
strategic factors; Perception of the foreign market.
Choice of Market Entry Mode in Emerging Markets: Influences on Entry
Strategy in China.; By: Huang Lin., Journal of Global Marketing, 2000,
Vol. 14 Issue 1/2, p83, 27p, 2 charts, 2 diagrams;
Focuses on a study which explored the antecedents of market entry
strategy in emerging markets in China. Details on the market
environmental, transaction-specific, competitive strategic factors and
organizational capability that influence the choice of market entry
mode; Literature review and hypothesis; Methodology and results;
Limitations of the study.
Market Entry Strategy Under Firm Heterogeneity and Asymmetric
Payoffs.; By: Narasimhan, Chakravarthi., Marketing Science, Fall2000,
Vol. 19 Issue 4, p313, 15p, 3 charts, 1 diagram; Focuses on market
entry strategy under firm heterogeneity and asymmetric payoffs.
Factors influencing the firm's market entry decision; Characterization
of market entry patterns; Conceptual framework for market entry
strategy formulation. (item 3984669)
Foreign market entry strategies of Japanese MNCs.; By: Taylor, Charles
R.; Zou, Shaoming; Osland, Gregory E.., International Marketing
Review, 2000, Vol. 17 Issue 2/3, p146, 18p, 4 charts; Assesses the
factors influencing foreign market entry decisions of Japanese
multi-national corporations (MNC). Use of bargaining power theory in
identification of factors; Significant predictors of Japanese MNC
entry mode choice; Importance of bargaining power theory in predicting
the entry mode choices of Japanese MNC.
Choosing a Market Entry Strategy.; By: Zhan, Sherrie E.., World Trade,
May99, Vol. 12 Issue 5, p40, 5p, 1c; Offers strategies for
establishing a company in a foreign market. How a direct selling
arrangement works; Distinction between sales representatives and sales
agents; Guidelines in choosing a distributor.
The architecture of international business.; By: White, Michael D..,
World Trade, Feb99, Vol. 12 Issue 2, p35, 5p; Presents the eight
pillars of global success. Name identification as the very essence of
global success; Kinds of market entry strategies; Importance of
documentation
Technological assets and the strategy of foreign firms to enter the
China market.; By: Yizheng Shi., Journal of International Marketing &
Marketing Research, Oct98, Vol. 23 Issue 3, p129, 10p; Examines the
relationship between firm-specific technological advantages and
market-entry strategies of firms with different technological assets
using the case of foreign direct investment (FDI) in China.
Characteristic of foreign investment in Hong Kong; FDI made by
transnational corporations from industrial countries.
A transaction cost perspective on foreign market entry strategies...;
By: Taylor, Charles R.; Zou, Shaoming; et al., Thunderbird
International Business Review, Jul/Aug98, Vol. 40 Issue 4, p389, 24p,
5 charts; Assesses the power of transaction cost economics (TCO) in
explaining a firm's choice of entry mode when it enters a foreign
market based on a survey on American and Japanese executives.
Importance of a firm's choice mode of entry into a foreign market;
Description of the alternatives available to firms seeking to enter a
foreign market; Description of TCE theory
Marketing Science, Fall 2000 v19 i4 p313(1)
Market entry strategy under firm heterogeneity and asymmetric payoffs.
Chakravarthi Narasimhan; Z. John Zhang.
Abstract: Research is presented concerning the development of a
game-theoretical model which can be used to explore the essential
features which influence a business enterprise's decision on whether
or not to enter a new market
Journal of Marketing Management, Jan 2000 v16 i1-3 p223(2)
Factors influencing international retailers' market entry mode
strategy: qualitative evidence from the UK fashion sector. Anne Marie
Doherty.
Abstract: It is important to try to identify the key issues affecting
fashion retailers' choice of entry mode when moving into an overseas
market. Research in this area has involved a study of seven of the
leading UK-based international retail concerns in the fashion sector.
For all the companies studied, the grounding in entry mode choice
brings together opportunism and proactive or strategic approaches to
internationalization. The presence of a very strong retail brand was
found to be the key factor contributing to the success of franchising
by these companies
Bradley, Frank and Michael Gannon (2000), "Does the firm’s
technology-marketing profile affect foreign market entry?", Journal of
International Marketing, 8, 4, December, 12-36.
Abstract
"The influence of the firm's technology and marketing profile on
foreign market entry mode is examined by testing hypotheses based on
data from 105 firms in four European countries. Four technology and
marketing variables were the most important: 1. the firm's generic
marketing strategy - market concentration-diversification, 2. demand
uncertainty - the position in the life cycle of the firm's principal
product, 3. transaction costs - transaction uncertainty and research
and development and 4. value added - product patents. Ways that
managers may be assisted in their foreign market entry decisions based
on their technology- marketing profile are suggested."
Driscoll, Angie (1995), "Foreign Market Entry Methods: A mode choice
framework", in International Marketing Reader, Paliwoda S and JR Ryans
eds.,
Hill, Charles W.L., Peter Hwang and W. Chan Kim (1990), "An eclectic
theory of the choice of international entry mode", Strategic
Management Journal, 11, 117-128.
BOOKS
Young, Hamill, Wheller and Davies (1989), International Market Entry
and Development, Prentice Hall.
Onkvisit, Sak and John J Shaw (1997), "International Marketing -
analysis and strategy", Prentice Hall, 3rd ed.
Root Franklin D (1994), Foreign Market Entry Strategy, Lexington
Books. Lexington Mass.
Chris Philips, Isobel Doole and Robin Lowe, (1994) International
Marketing Strategy, Routledge.
Frank Bradley, (1999), International Marketing Strategy, Third
Edition.
Jean-Pierre Jeannet, H. David Hennessey, (1998) Global Marketing
Strategies, Fourth Edition
Johnson, G, Scholes, K (2000) " Exploring Corporate Strategy" 5th
Edition, London: Prentice Hall.
Jeannet & Hennessey (2001) " Global Marketing Strategies" 4th Ed,
Boston: Houghton Mifflin Company
Stonehouse et al (2001) "Global and Transnational Business",
Chichester: Wiley& sons LTD
Dahringer et al (1991) " International Marketing", 2nd Ed, London:
Thomson Business Press
Doole and Lowe (1999) "International Marketing Strategy", 2nd Ed,
London: Thomson Business Press.
MISC
One of the British experts seems to be JERYL WHITELOCK of the School
of Management at Salford University
Here are some highlights of his resume:
MSc (Salford), PhD (Bradford), MIEx, MCIM, FRSA
Professor of International Marketing
Current Research Interests
* Issues in international marketing, internationalisation and
globalisation
* International market entry strategy
* Cross-cultural and global advertising
* Impact of new technologies on international marketing
Experience
Has worked on a number of projects on the internationalisation of the
firm, its products and services, including the globalisation of
products in Europe (1985-86) and the role of international trade fairs
and exhibitions in export marketing among UK, French and German
companies (1987-88). Founded the North West Centre for European
Marketing (NWCEM) in 1990 to provide a forum for research discussion
and dissemination, and, on behalf of NWCEM, chaired the national
Marketing Education Group conference in 1992 and edited the
proceedings. Has supervised projects in international marketing for
the Teaching Company Scheme (1988-93). Edited Vol 9, No 1, Journal of
Marketing Management (1993). Funded by the ESRC (1993-95) to study the
impact of competitors on international market entry. Funded by
Manchester International Airport (1997-1999) to research global vs
localised advertising and the impact of satellite television on
terrestrial channels. Editor of International Marketing Review, and on
the Editorial Boards of Journal of Marketing Management and Journal of
Marketing Communications. Awarded one of first Chartered Institute of
Marketing Research Foundation Awards in 2000. Awarded Anbar Golden
Page Award as Editor of International Marketing Review in 1998 and
1999. Received MCB UP Ltd "Leading Editor" Award for commitment and
professionalism in 1999 and Editor of the Year Award in 2001. Editor
of Salford Working Papers in Business and Management.
Other resources
International Directory of Market Research Organisations (IMRI) 1999
Yearbook, a joint venture between The Market Research Society and
Norton Sterling Associates Ltd, available from IMRI Ltd, http://
www.IMRIresearch.com Tel: 01530 510718
The International Directory of Market Research Agencies can be
accessed on the Internet at http://
www.imriresearch.com/groups/imrilist.htm
Directory (1999) of Members & Research Organisations, available from
ESOMAR (European Society for Opinion and Marketing Research)
Publications.
Email: email@esomar.nl Tel: 00 31 20 664 2141
A country list of companies offering international marketing research
can be accessed on the Internet at
http://www.esomar.nl/directory_internat.html
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