<p>A lot of theories have been propounded that has made great contribution to the </p><p>enterprise internationalization and entry strategy. However, no acceptable conclusion </p><p>has been made on how firms internationalized and what is factors influenced firms </p><p>choose their strategy. This development necessitates further study on the firms </p><p>internationalization and entry strategy. Hence the research was explorative in nature </p><p>and adductive approach was comprehensive adopted with interview. </p><p> </p><p>Further more, the firms have been using various approaches in entering their target </p><p>market. Some prefer to consolidate their position at home and concentrated their </p><p>efforts on exporting, while other took aggressive steps and invested directly in the </p><p>foreign market. Thus, the study examined the entry strategy of firms, and the factors </p><p>that influence the choice. This was aimed to gain deeper insight on how firms enter </p><p>the target market. From the findings, it was revealed that, Huawei had adopted </p><p>partnership, establishment of owned subsidiaries and make high technology </p><p>co-operation in the world, while the company resorted to strategic alliance and joint </p><p>venture after the China economic reformed till present moment. Moreover, we found </p><p>that the owner and management exerted their influence on strategic direction of the </p><p>firm, but the choice of entry strategy was mostly influenced by firm vision, business </p><p>offering, resources and capacity, while market conditions acted as exogenous factors.</p>

A lot of theories have been propounded that has made great contribution to the enterprise internationalization and entry strategy. However, no acceptable conclusion has been made on how firms internationalized and what is factors influenced firms choose their strategy. This development necessitates further study on the firms internationalization and entry strategy. Hence the research was explorative in nature and adductive approach was comprehensive adopted with interview. Further more, the firms have been using various approaches in entering their target market. Some prefer to consolidate their position at home and concentrated their efforts on exporting, while other took aggressive steps and invested directly in the foreign market. Thus, the study examined the entry strategy of firms, and the factors that influence the choice. This was aimed to gain deeper insight on how firms enter the target market. From the findings, it was revealed that, Huawei had adopted partnership, establishment of owned subsidiaries and make high technology co-operation in the world, while the company resorted to strategic alliance and joint venture after the China economic reformed till present moment. Moreover, we found that the owner and management exerted their influence on strategic direction of the firm, but the choice of entry strategy was mostly influenced by firm vision, business offering, resources and capacity, while market conditions acted as exogenous factors.

A large number of changes in the world of business has led to increased attention directed towards business-to-business (B2B) branding. Companies have gradually shifted their marketing efforts to the Internet and social media in order to create brand awareness when entering new international markets. Existing research and literature on how content creation can be used when entering a new market is, however, scarce. This thesis therefore identifies and describes how digital content creation has been, and can be, used when entering a new foreign market in order to create brand awareness. To achieve this, interviews with marketing directors in internationally operating companies were conducted in a qualitative manner. The results reveal that all the companies use digital content marketing when entering a new market, confirming pre-existing theories. It was also revealed that creating brand awareness is the most challenging part when entering a foreign market. It became evident that engaging the target audience and encouraging user generated content using DCM is both beneficial and effective when entering new foreign markets.

The internationalization of firms in is an occurrence increasing in a rapid pace and during the last 20 years firms have changed their orientation from domestic to international. Geographical expansion is interesting to view from a single firm´s standpoint since it provides possibilities for the firm which allows it to grow and achieve a higher profit. SMEs roughly accounts for 99 per cent of all firms in Europe and approximately 50% of local and national GDP, 30 % of export and 10 % of foreign direct investment (FDI) worldwide. Entering a foreign market through an intermediary becomes particularly interesting from a SMEs point of view since it is often the best or only alternative in an initial step towards exploring a new foreign market. Managing the relationship towards the intermediary is an important and interesting topic since research has shown that the relationship quality between the exporting firm and its intermediary in the foreign market is positively related to the export performance in the foreign market. The theoretical framework Is based on three main concepts: Business Marketing Entry Strategy, Relationship development and Knowledge development. The entry strategy is seen from a process perspective in which the relationship with the intermediary are in focus. Moreover, how knowledge and information are handled and developed during the process are also in focus. This thesis is built around four main problems concerning: distances and uncertainties prevailing in the exporter –intermediary relationship, the trade off between the linkage strategy the firm has towards customers and the one towards the intermediary, problems of opportunistic behaviour of the intermediary and information asymmetry. Solving these problems is seen as a base for enabling the firm to perform a well functional relationship with the intermediary and thereby enable the firm to achieve a successful entry process. Furthermore, by having been provided with an insight of how our case companies Aura Light, Slipnaxos and Norba have experienced these problems we present factors that are important to consider in the entry process

The trade today consist of global trade. Businesses are exercising cross-border activities and businesses tend to establish themselves in foreign markets. Many choices and factors affect a business choice of country to enter, and its choice of form of establishment in the new market. Therefore the thesis will examine the market entry strategy of the four Swedish businesses Lundalogik AB, Infobric AB, Funded-by-me AB, and PayEx AB in the information technology (IT) industry that have established their businesses in Norway. The authors believe that Norway is an interesting country to study as it is one of Sweden's most important ex-port markets and the IT-sector stands for approximately 13% of all Swedish exports towards the whole world. The purpose with the thesis is to explore and understand the market entry strategy used by the above mentioned four Swedish IT-businesses when entering the Norwegian market. With help of the purpose of the thesis the authors intend to answer what the underlying reasons for the four businesses were when entering the Norwegian market and its choice of form of establishment. As this is an explorative study the research method applied is an inductive approach with influences from the grounded theory. An inductive approach is when observations help to formulate a theory whereas the grounded theory is when a theory is discovered from social research. The reason why an inductive approach is better suited for the thesis is due to the flexibility in deciding which theory to choose after analyzing the primary data. After analyzing the four case studies it can be concluded that no pure internationalization strategy exists among the companies, instead a variety of customer follower and market seeker strategies are common. Moreover, the choice of form of establishment has many factors. Credibility, market knowledge, design of business and existing business relationships were the four most common factors identified by the authors affecting the case studies‟ choice of form of establishment.

Due to the rampant growth in the number and high similarity of banking activities, the competition among national banks has become vigorous in recent years. At the same time the foreign banks, with advantage of their international experience in diversified operation and management, bring in even more contesting pressure on the domestic banks. Therefore, expanding business arena overseas has become an alternative policy for domestic banks. Presently the overseas branches of our domestic banks are mainly located in the Asia-Pacific countries, such as Hong Kong, Philippines, Vietnam, Indonesia and Singapore. The current studies were thus conducted to compare operation strategies between domestic banks and foreign banks in Hong Kong, where our domestic banks have established numerous branches. A general introduction was made about the banking development in Hong Kong area in the first part of my study. Two banks were selected for case studies: Fubon Bank Hong Kong (representative of domestic bank) and CitiBank Hong Kong (representative foreign bank). The similarity/differences and respective advantages/disadvantages were summarized in the aspects of their entry and market positioning strategies. The results showed no absolute ideal entry strategy, but rather depended on the market positioning and operation policy of the enterprise. In terms of products, both cases displayed similar product line while the novelty of products became the key to success. Nevertheless, CitiBank prevailed as far as brand name is concerned. Both banks possess comparable network dimension in Hong Kong. Finally we suggest the following principles for those who intend to establish branches in Hong Kong, or destine China and other overseas territories through Hong Kong: (1) Acquire the small and medium banks in Hong Kong or create strategic alliances (2) Put equal emphasis on enterprise financing and consumer financing (3) Take advantage of local resources and fulfill local needs (4) Integrate financial information of Mainland China and Hong Kong

The car exhibition in Beijing in 2006, many multinational companies design car style for the Chinese customers. Why would the multinational company yield in the Chinese market? Why the multinational companies just enter the Chinese market after China joins the world trade organization? How the Chinese government manages these multinational automobile companies in China? How does the Chinese government draft the competition strategy of the automobile industry? What influence the multinational company will cause to the automotive industry of China? The conclusion of this paper is the multinational companies strengthen the control to the joint venture in the ownership, organization and the technique transfer. Chinese government uses protectionism; prop up the large automobile enterprise.

With increasing globalism, most firms are expanding operations into many different countries. Company operations are not single location; the plants, warehouses, and distribution centers are located in terms of the proximity of the resource base and the cost benefits derived from the most advantageous locations. Multinational enterprises were resulted because of markets of products in a specific nation were too mature to increase the sales volume. Firms could no longer gain profits from domestic markets and revenue from the domestic markets were shrinking. The development of a multinational enterprise must be relevant to its different foreign entry modes. Its selection is a complex process in that the firm must evaluate multiple factors, such as the extent of the risk of investing in a nation and how much the firm is involved in the host countries. The research aim of this thesis is to compare the cases ACER of Taiwan and Samsung Electronics co. (SEC) of Korea in terms of how each firm dealt with barriers to entry in the electronics industry and thus become strong competitors in the world. The thesis also focuses on the selection of foreign entry mode to achieve success in business expansion. This research focuses on the internationalization process of Acer, a Taiwanese firm and Samsung Electronics Co. (SEC), a Korean firm, in European markets.

Microchip¡¦s enter in 1996 pioneered the affluence of electronic firms¡¦ investments. Since then, investment environments of Taiwan pose as a luring target for foreign electronic firms, they also entered Taiwan gradually. Clustering effect is the main factor affecting Multinational Corporations¡¦ entry decision; they entered Taiwan due to this reason as well. The promising industry was thus created. Due to similarities in culture and language between Taiwan and PRC, Taiwanese firms serve PRC as the target when considering expanding strategies. Among them, electronic firms claim a large proportion. Clustering effects are also found in several coastal cities in PRC, as a consequence. It¡¦s expected that the history repeats itself in PRC as it did in Taiwan. Previous studies served situations evaluated by US electronic firms which were willing to enter Taiwan as the base, and discussed their entry modes. This thesis aims at discussing subsidiaries in Taiwan in order to understand under which circumstances of capacity or environment would result in which entry modes. This research conducted empirical studies on gathered data, and listed several measurable variables as the data used in analyses. This study categorizes entry strategy into wholly owned and partly owned, and discovered that foreign experience factor significantly affects the entry modes while other factors bear less significant explanatory powers. This research is suggesting that electronic firms could advisedly think over more factors when considering entering Taiwan or PRC, and evaluate firms and market conditions of target country in order to find the best suitable entry mode.

Abstract The number of Taiwanese businessmen who invest money in Chinese market has increased recently. There are two factors which lead to this condition. Firstly, Reform and Open Policy has carried out since 1978. This reformation has helped China to open up, in other words, the cheap labor market, land, and some preferential policies were tried to accomplish. Therefore, Magnetic Effect was emerged. Secondly, in 1978, the development of economy in Taiwan has been promoted extremely positively. Moreover, service industry, industry and commerce have become the main industries. In 1980, Taiwan has become one of the Four Asian Tigers. After that, due to the increase in expanse of land and labor, the awareness of environmental protection, and the growth of new Taiwan dollar, it was harder for export oriented Taiwanese enterprises to operate. In order to make great process, some Taiwanese enterprises have moved to China, and most of them are sole - source investment, small and medium enterprises, moreover, they are export oriented. The number of Taiwanese investors in China has raised in these years, in addition, economic development of Taiwan and China has been in a mutually beneficial relationship. Company P of Taiwan was established in 1987 and its factory in China was set up in 1992. The aim of this dissertation is to figure out the way in which this company has been managed under the changeable environment. Firstly, the background of company P will be explained. Secondly, the strategies of management, factory migration and business concepts will be discussed. Finally, some plans for this company to make it better will be investigated. Key words: Reform and Open Policy, open economy, entry strategy, Magnetic Effect