<p>In the European Union the borders are being wiped out and this is creating new business markets for companies that before never had dreamt of going international. Today we see it as natural that companies act world-wide to gain success and increase the growth and profit. They need to do this to be competitive on the ever changing market that we have nowadays. One of the most important things to have in mind when thinking of expanding to other countries is which entry mode to choose. There are several ways of entering a market and if you do it right you might be very successful, but if you do not spend time on this decision the internationalization process can become very short and the company can lose a lot of capital. With this thesis we want to investigate how two large Scandinavian banks made their presence into the Baltic market in the mid 90’s, which kind of entry modes they went for and if one of them made a wiser choice than the other. In the thesis we have also gone in to the factors that have been of high importance when making the decision on why they chose the Baltic market and also which kind of entry mode. Our main findings after having made this thesis is that it was the profit and growth potential that was the main driving force for establishing on the Baltic market, but also the short distance and the low costs of going in on the market. The choice of entry mode differs between the two banks and that was expected since they have different strategies when going international. And even the know-how of the market in question and resources of the company have been important factors.</p>

In the European Union the borders are being wiped out and this is creating new business markets for companies that before never had dreamt of going international. Today we see it as natural that companies act world-wide to gain success and increase the growth and profit. They need to do this to be competitive on the ever changing market that we have nowadays. One of the most important things to have in mind when thinking of expanding to other countries is which entry mode to choose. There are several ways of entering a market and if you do it right you might be very successful, but if you do not spend time on this decision the internationalization process can become very short and the company can lose a lot of capital. With this thesis we want to investigate how two large Scandinavian banks made their presence into the Baltic market in the mid 90’s, which kind of entry modes they went for and if one of them made a wiser choice than the other. In the thesis we have also gone in to the factors that have been of high importance when making the decision on why they chose the Baltic market and also which kind of entry mode. Our main findings after having made this thesis is that it was the profit and growth potential that was the main driving force for establishing on the Baltic market, but also the short distance and the low costs of going in on the market. The choice of entry mode differs between the two banks and that was expected since they have different strategies when going international. And even the know-how of the market in question and resources of the company have been important factors.

<p>Background: In today’s business environment it is important to find new customers. An action that has been widely used is to enter foreign</p><p>markets. Most firms are always seeking to maximize their profits,</p><p>which can be achieved if an entry into a foreign market is performed.</p><p>Due the European Union (EU), new economies open their</p><p>borders for international trade and foreign investments. In 2004 Poland received membership. Even though Poland may be a country</p><p>with potentials, there are aspects that the firm has to take into consideration in a potential market entry. Among these are market related and firm related factors.</p><p>Purpose: The purpose of this thesis is to evaluate the important factors related to the firm and the market in order to present feasible entry mode(s) which ire can use in a potential entry into the Polish market.</p><p>Method: The authors have conducted a case study of ire Möbel AB. A qualitative method approach has been used to fulfill the purpose of the thesis. Semi-structured telephone interviews have been used for the empirical findings. The authors want to attain convincing and in</p><p>depth information in the field of interest, therefore three firm related interviews and three market related interviews have been</p><p>conducted to obtain valid and reliable empirical results.</p><p>Conclusion: The case study has led to conclusions on how ire could enter the polish market. ire’s needs and resources have been compared</p><p>to the Polish market factors and analyzed for pros and cons.</p><p>The mode that is currently used on ire’s other markets, exporting, is</p><p>working very well. Equity joint ventures have a three year tax relief</p><p>but are still considered a quite expensive mode of entry. Other entry</p><p>modes could be successful, but ire’s size and resources limits</p><p>the modes available. The thesis has come to the conclusion that</p><p>exporting and/or equity joint ventures are the modes of entry most</p><p>appropriate for ire.</p>

Background: In today’s business environment it is important to find new customers. An action that has been widely used is to enter foreign markets. Most firms are always seeking to maximize their profits, which can be achieved if an entry into a foreign market is performed. Due the European Union (EU), new economies open their borders for international trade and foreign investments. In 2004 Poland received membership. Even though Poland may be a country with potentials, there are aspects that the firm has to take into consideration in a potential market entry. Among these are market related and firm related factors. Purpose: The purpose of this thesis is to evaluate the important factors related to the firm and the market in order to present feasible entry mode(s) which ire can use in a potential entry into the Polish market. Method: The authors have conducted a case study of ire Möbel AB. A qualitative method approach has been used to fulfill the purpose of the thesis. Semi-structured telephone interviews have been used for the empirical findings. The authors want to attain convincing and in depth information in the field of interest, therefore three firm related interviews and three market related interviews have been conducted to obtain valid and reliable empirical results. Conclusion: The case study has led to conclusions on how ire could enter the polish market. ire’s needs and resources have been compared to the Polish market factors and analyzed for pros and cons. The mode that is currently used on ire’s other markets, exporting, is working very well. Equity joint ventures have a three year tax relief but are still considered a quite expensive mode of entry. Other entry modes could be successful, but ire’s size and resources limits the modes available. The thesis has come to the conclusion that exporting and/or equity joint ventures are the modes of entry most appropriate for ire.

Background: In today’s business environment it is important to find new customers. An action that has been widely used is to enter foreign markets. Most firms are always seeking to maximize their profits, which can be achieved if an entry into a foreign market is performed. Due the European Union (EU), new economies open their borders for international trade and foreign investments. In 2004 Poland received membership. Even though Poland may be a country with potentials, there are aspects that the firm has to take into consideration in a potential market entry. Among these are market related and firm related factors. Purpose: The purpose of this thesis is to evaluate the important factors related to the firm and the market in order to present feasible entry mode(s) which ire can use in a potential entry into the Polish market. Method: The authors have conducted a case study of ire Möbel AB. A qualitative method approach has been used to fulfill the purpose of the thesis. Semi-structured telephone interviews have been used for the empirical findings. The authors want to attain convincing and in depth information in the field of interest, therefore three firm related interviews and three market related interviews have been conducted to obtain valid and reliable empirical results. Conclusion: The case study has led to conclusions on how ire could enter the polish market. ire’s needs and resources have been compared to the Polish market factors and analyzed for pros and cons. The mode that is currently used on ire’s other markets, exporting, is working very well. Equity joint ventures have a three year tax relief but are still considered a quite expensive mode of entry. Other entry modes could be successful, but ire’s size and resources limits the modes available. The thesis has come to the conclusion that exporting and/or equity joint ventures are the modes of entry most appropriate for ire.

A widely respected consultancy firm predicts that the amount of FDI (Foreign Direct Investment) into the petrochemical sector in China will reach USD 30 billion between 2000 and 2005. If we consider the huge investments in China announced by several renowned petrochemical MNCs (multinationals) such as BP, Exxon Mobil and Shell, we can quickly conclude that the chemical market in China has become one of the most attractive for investments. In a similar way, Company X has also followed this trend and increased its investment more than 250 Million USD in China. An interesting question arises, namely, why is China able to attract such huge investments from so many well-known MNCs including Company X ? What kind of operation risks are entailed when entering this attractive market still under communist rule? Further, why by contrast, is there so much less investment by this multinational company X in Taiwan ? My research has two objectives which can be summarized as follows : • To verify if the entry mode chosen by Company X accords with the academic theory about which I have learned in the IEMBA course. • To provide some clues about the entry modes for new entrants who are interested in investing in the chemical market either in Taiwan or in China. In principle, companies who want to go international can choose from a wide range of alternatives when deciding how to participate markets in the world. Firms use basically six different modes to enter foreign markets: (1) exporting, (2) turnkey projects, (3) licensing, (4) franchising, (5) establishing joint ventures with a host country firm and (6) setting up a whole owned subsidiary in the host country. Each entry mode is accompanied with respective advantages and disadvantages of which has to be evaluated by the concerned company to meet its needs in a specific business/ market environment. Traditionally, it has been usually the core competence and the extent of market openness for MNCs to drive the choices of entry mode into a new market. Key words: Entry Modes, Multinationals, Foreign Direct Investment

<p>Background: In today’s business environment it is important to find new customers. An action that has been widely used is to enter foreign markets. Most firms are always seeking to maximize their profits, which can be achieved if an entry into a foreign market is performed. Due the European Union (EU), new economies open their borders for international trade and foreign investments. In 2004 Poland received membership. Even though Poland may be a country with potentials, there are aspects that the firm has to take into consideration in a potential market entry. Among these are market related and firm related factors.</p><p>Purpose: The purpose of this thesis is to evaluate the important factors related to the firm and the market in order to present feasible entry mode(s) which ire can use in a potential entry into the Polish market.</p><p>Method: The authors have conducted a case study of ire Möbel AB. A qualitative method approach has been used to fulfill the purpose of the thesis. Semi-structured telephone interviews have been used for the empirical findings. The authors want to attain convincing and in depth information in the field of interest, therefore three firm related interviews and three market related interviews have been conducted to obtain valid and reliable empirical results.</p><p>Conclusion: The case study has led to conclusions on how ire could enter the polish market. ire’s needs and resources have been compared to the Polish market factors and analyzed for pros and cons. The mode that is currently used on ire’s other markets, exporting, is working very well. Equity joint ventures have a three year tax relief but are still considered a quite expensive mode of entry. Other entry modes could be successful, but ire’s size and resources limits the modes available. The thesis has come to the conclusion that exporting and/or equity joint ventures are the modes of entry most appropriate for ire.</p>

No description available.

A firm can deploy a variety of arrangements (entry modes) like wholly owned subsidiaries, joint ventures, contracts, and export modes to implement its product market strategies in foreign countries. Each of these arrangements entails decisions about the location of production facilities and/or marketing operations, and the type of ownership of these operations. The choice of an entry mode is of strategic importance to a firm because it can involve investment of substantial amount of resources and has a strong bearing on the firm's marketing mix. Due to its strategic importance, the entry mode choice phenomenon has been extensively researched. In the past, seven major theories have been proposed but none is able to explain the choice from the complete set of entry modes. Thus, there exists a gap between the theory and practice of entry mode choice. This study provides breakthrough on two fronts. First, it develops a new theory of entry mode choice grounded in the resource-based perspective of the firm. The theory posits that the decision to locate its production and/or marketing operations in a country is related to the actualizability of the firm's competitive advantage in that country. However, the ownership decision is related to the sustainability of that advantage. Second, based on this theory, a model is developed which explains entry mode choices from the complete set of entry modes. Mail survey responses of Presidents/CEOs of 163 American firms with international operations support the model. The proposed framework is an effort to fill the gap between theory and practice of entry mode choice. It is expected to make a substantial contribution toward developing a sound theory of international operations of the firm. The framework is broader in scope than the extant theories because it transcends across industries and nationalities of firms.

<p>Under de senaste årtionden har Ryssland genomgått en rad reformer som har bidragit till att landet har gjort enorma ekonomiska framsteg. Den stora marknaden med hög vinstpotential lockar många utländska investerare. Syftet med denna studie är därmed att undersöka Swedbanks och Handelsbankens etableringsprocess på den ryska marknaden. Mer specifikt har en rad faktorer, motiv och val av strategi studerats som har kunnat påverka bankernas etablering i Ryssland.</p><p>Utifrån en rad teoretiska forskningsstudier har en sammanfattande modell utvecklats. För att därefter få svar på syftets frågor och testa teorin har en kvalitativ undersökning genomförts i form av intervjuer med två respondenter: en från ZAO Svenska Handelsbanken i Ryssland och en från Swedbank.</p><p>Uppsatsens slutsatser påvisar att bankernas historiska erfarenhet har varit den främsta faktorn som underlättat etableringen medan regleringar har utgjort ett hinder. Det främsta motivet för bankernas etablering i Ryssland var kunder som redan hade etablerat sig i landet och som efterfrågade bankernas internationella tjänster. För att kunna bedriva fullständig bankverksamhet var bankerna tvungna att öppna dotterbolag med tanke på den rådande lagstiftningen.</p>