Ebook Global marketing (4/E): Part 2
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Ebook Global marketing (4/E): Part 2
https://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2icsChs9-13f Part IVDesigning the global marketing programmeL Chs 14-17 Àimplementing and coordinating the global marketing programmek Chs18-19 ÀContents9Some approaches to the choice of entry mode10Export modes11Intermediate entry modes12Hierarchical modes13International sourcing decisions and the r Ebook Global marketing (4/E): Part 2ole of the subsupplierPart III Case studies111.1IKEA: Expanding through franchising to the South American market?111.2Autoliv Air Bags: Transforming AEbook Global marketing (4/E): Part 2
utoliv into a global company111.3IMAX Corporation: Globalization of the film business111.4Heineken/Al Ahram Beverages Co.: Marketing of alcoholic and https://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2hosen target markets abroad Isee Part III the question arises as to the best way to enter those markets. In Part III we will consider the major market entry modes and criteria for selecting them. An international market entry mode is an institutional arrangement necessary for the entry of a company' Ebook Global marketing (4/E): Part 2s products, technology and human capital into a foreign country/market.To separate Part III from later chapters, let US take a look at Figure 1. The fEbook Global marketing (4/E): Part 2
igure shows the classical distribution systems in a national consumer market.Figure 1 Examples of different market entry modes and the distribution dehttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2level in the vertical chain that will provide marketing and distribution to the next actors in the vertical chain. In Chapter 17 we will take a closer look at the choice between alternative distribution systems at the single national level.Some firms have discovered that an ill-judged market entry s Ebook Global marketing (4/E): Part 2election in the initial stages of its internationalization can threaten its future market entry and expansion activities. Since it is common for firmsEbook Global marketing (4/E): Part 2
to have their initial mode choice institutionalized over time, as new products are sold through the same established channels and new markets are enthttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2e shift process of entry modes delays the transition to a new entry mode. The reluctance of firms to change entry modes once they are in place, and the difficulty involved in so doing, makes the mode of entry decision a key strategic issue for firms operating in today s rapidly internationalizing ma Ebook Global marketing (4/E): Part 2rketplace (Hollensen. 19911.For most SMEs the market entry represents a critical first step, but for established companies the problem is not how to eEbook Global marketing (4/E): Part 2
nter new emerging markets, rather how to exploit opportunities more effectively within the context of their existing network of international operatiohttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2and/or by the same firm in different markets. Petersen and Welch (2002) found that a firm often combines modes to enter or develop a specific foreign market. Such mode packages’ may take the form of concerted use of several operation modes in an integrated, complementary way. In some cases a firm us Ebook Global marketing (4/E): Part 2es a combination of modes that compete with each other. Sometimes this occurs when a firm attempts a hostile takeover of an export market. The existinEbook Global marketing (4/E): Part 2
g local distributor might be able to resist giving up the market, depending on the nature of existing obligations, but the exporter nevertheless may ehttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategi Ebook Global marketing (4/E): Part 2to the firm when entering international markets. There are different degrees of control, risk and flexibility associated with each of these different market entry modes. For example, the use of hierarchical modes (investment modes) gives the firm ownership and thereby high control, but committing he Ebook Global marketing (4/E): Part 2avy resources to foreign markets also represents a higher potential risk. At the same time heavy resource commitment creates exit barriers, which dimiEbook Global marketing (4/E): Part 2
nish the firm’s ability tohttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategihttps://khothuvien.cori!PartiThe decision whether to internationalizeChs 1-4Part IIDeciding which markets to enterChs 5-8Part IIIMarket entry strategiGọi ngay
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