Entry strategies for international markets
Sage Advice on Going Global Root's perspective is extremely insightful, and clearly the work of one who knows his topics from personal experience. It encapsulates what some of us have taken decades to learn through trial and error. --Larry D. Bouts, president, International Division, Toys-R-Us, Inc. The North American Free Trade Agreement, the new European common market, and the opening of Eastern Europe--among other recent geopolitical developments--have created unprecedented opportunities for American companies seeking to enter foreign markets. This guide offers executives practical advice, recently updated and expanded, on deciding which markets to enter, choosing a product for international distribution, designing an entry strategy, and developing an effective international marketing plan.
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The Elements of an International Market Entry Strategy
Factors in the Entry Mode Decision
Evolution of a Manufacturers Decisions on Entry Mode
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acquisition Adapted advertising American analysis behavior beneﬁts branch/subsidiary candidate product cash ﬂows Chapter company’s competitive competitors contract costs countertrade country managers country markets country’s cross-cultural communication deﬁned direct export distributor domestic EMCs entry decisions entry mode export entry factors ﬁnancial ﬁnd ﬁrm ﬁrst ﬁve foreign investment foreign target market franchising global enterprise system gross domestic product host country host government important inﬂuence international business international company international managers international market entry investment climate investment entry investor Japan Japanese joint venture licensing agreement licensing venture licensor managers need manufacturer manufacturer’s market entry strategies marketing effort marketing mix marketing plan ment Multinational negotiations operations opportunity costs parent company patent payment percent planning period policies political risks pragmatic rule product line proﬁle proﬁt contribution proﬁtability promotion prospective requires revenues sales potential segment speciﬁc subsidiaries target country tion trade trade secrets trademark transfer U.S. companies variance