Nowadays, with the big background of economic globalization, economic isolation became impossible, therefore,internationalization is necessary for development of enterprise. IKEA is a Swedish multinational group which wasfounded in 1943. Under the big background of economic globalization, IKEA sizes every opportunity to entryforeign markets And nowadays IKEA had already become the world wide largest furniture retailer since 2008.IKEA actually has already entered into Chinese market as early as 1998 .The success of IKEA in Chinese marketis very outstanding. But it’s not difficult to find on IKEA strategy map of China that the most retail stores areconcentrate distributed in the first-tier cities, such as Beijing, Shanghai, Guangdong. And there are very less retailstores in Chinese inland cities and some of areas are still the market vacancy. China as a country who has themost population on the world is never lack of purchasing power. Therefore, a reasonable marketing strategyshould be analyzed to help the expansion of IKEA in Chinese market.The research purpose of this thesis is to analyze a reasonable marketing entry strategy of IKEA for the furtherexpansion in Chinese market. This research would follow the classical foreign market entry strategies analysiswith three steps. And the research focus on answering these three questions: Where should be selected as newtarget market location of IKEA in China? Which entry mode of IKEA should be applied in the future Chinesemarket? Which factors would influence IKEA timing of entry in Chinese market? Which is through the multiresearch method.Summarizing IKEA marketing entry strategy in China is a gradual process. IKEA should firstly select the marketlocation in the areas with lower cultural distance and high level of GDP and GDP per capital, and then graduallyexpand in to the areas with relatively higher cultural distance and relatively lower level of GDP and GDP percapital. And in general, this process also could be viewed as the expansion from the eastern costal area to theinland cities of China. And the gradual “internationalization” of IKEA in Chinese market also reflected on theentry mode choice. From the “joint venture” run to the coexisting of “joint venture” and “wholly ownedsubsidiary”, and finally run to the “wholly owned subsidiary” as the only entry mode of IKEA in Chinese market.Finally, as for the timing of entry, IKEA should catch the “window of opportunity”, accumulate “near marketknowledge” and pay attention to “world-of-mouth” to remain the good reputation of IKEA in China to completethe earlier entry as a gradual process with the “stepwise internationalization” into Chinese new target market.

This thesis inquires marketing strategy of a new beverage brand in the Czech market. By reviewing a relevant literature and reports it helps to understand theoretical concept of creating a marketing plan and its steps. The core of the theoretical part is external and internal situational analysis of the market, customers and a marketing mix. This theory is later applied at the specific case of KOH Coconut brand and its potential launch in the Czech Republic. KOH Coconut is a Taiwanese coconut brand featuring coconut water beverages and other coconut products.

This thesis focuses on the comparison and evaluation of two entry strategies of international pharmaceutical company Fagron on the Czech and Brazilian market. In the theoretical part the internationalization of companies and possible approaches to international business is summarized. I closely describe the most significant forms of entering foreing markets with emphasis on selected impacts of FDI to the receiving economy. Then I describe the basic analyses required to enter foreing market together with specifics of B2B markets and the specific scope of business of the company -- pharmaceutical compounding. After the introduction of company Fagron and its expansion strategy Buy-and-Build I proceed with the analyses of particular entry strategies on the selected markets with the emphasis on their strategic goals, specific impacts and meeting the goals. This part draws from carried out in-depth analyses of the selected markets, which were moved to the appendices due to the limited scope of work. In the last chapter the above-mentioned market entries are compared, with the focus on the most important similarities and differences, and subsequently evaluated.

This thesis deals with the internationalisation strategies of Chinese car manufacturers towards the European car market in the period 2012-2025. It starts by introducing the internationalisation framework on a theoretical level with special regards to the automotive industry. In the second part then the major characteristics of the Chinese and European car markets are identified. The conclusions from this analysis then create the base for a subsequent analysis of capabilities of Chinese car manufacturers with respect to the target European market. In the last part of the paper the identified information is used for coming up with potential entry strategies of Chinese carmakers in Europe in the specified time period as well as identifying the most probable consequences of this market entry for the current market players.

The global market place is becoming ever more accessible. Internet and communication technologies are opening up new opportunities for firms of all configurations. Based on that, this research will focus on Born Global business-to-business (B2B small, medium enterprises (SME) entering in the German market. The aim is to answer the following two research questions: ‘What does a Born Global B2B SME’s internationalization process look like?’ and ‘Which adaptations should a Born Global B2B SME make to acquire customers in the German market?’ A review of internationalization literature, complemented by company participation and interviews furthers the body of academic research in this subject area. Qualitative research is applied through a company case study and primary interviews are conducted. A case study is employed to further understand and practically apply adaptations a firm can make to increase its chance of success in a foreign market environment, once internationalizing. The conclusions drawn that a Born Global B2B SME entering a foreign market should make adaptations in its online presence to cater to the new market. Specifically, language adaptations are required to the native tongue. This research concludes with both practical and theoretical suggestions. The key findings from the interviews show that the Born Global B2B SME’s studied have taken an ‘accidental’ internationalization process.

The thesis demonstrates the entry strategy of a fundamentally new product - the magazine-catalogue of business books through the publishing house - to the B2B Belarusian book market. This product will help companies to make a better choice in the market of business literature. Customers will enjoy an overview and easy access to the titles, will have a quick reference about the content and prices, and will be able to place purchase orders online. The central issue is the optimization of courier service in the capital city Minsk and the surrounding area based on the customer demand. Therefore there is a need to introduce a new product, which will help to order books through catalogue and having them delivered by post, saving both, time and energy. The thesis is based on actual experience and its conclusions can be used in business practice.

Abstract Title: Emerging Markets – A Case Study in Foreign Market Entry toBangladesh Keywords: emerging market, entry strategy, market entry, factors behind entry choice, entry mode, entry node, entry timing Background: Internationalism and international marketing are hot topics among the strategy discussions of the companies and as a result companies continuously look for new, unreached sales potential to their products and services as well as better use of their resources. Purpose: To find the most efficient international market entry strategy for companies moving from developed/transition economy to an emerging market. Theoretical framework: The base for the start of internationalisation process is company’s inner motives and resources. Motives and resources combined with the cultural distance, competition and general external environment of host country form potential company-specific risks for the entry to foreign market. Potential customers in combination with company resources shows how big is the match between market demand and what company can offer and therefore determines the potential reward. Risks and reward are both input to the decision making process where the potential benefits and drawbacks are analysed against each other. The output of this decision making is the entry strategy. Methodology: Internet was mainly used to collect secondary data about company resources, cultural distance and external environment. Interviews with 150 retailers inBangladesh were conducted to collect primary data about the competition and consumer behaviours in the hosiery market ofBangladesh. Then comparative analysis was made based on the model developed by the authors to reach to the decision. Conclusion: The most effective entry strategy for the entry to emerging markets is indirect exporting through an agent in case there is high location risk, moderately high competition risk, medium country risk and moderately low demand risk, the company has no surplus finances for big investments and no prior experience in doing business in an emerging market.

Today’s market environment is increasingly growing due to the economical globalization; with international trade, financial transfers and foreign direct investments the economy is becoming highly interconnected. The advances in communication and transportation technology combined with free-market ideology, have given products and services remarkable mobility. Nowadays, international companies are focusing on opening the world markets to their goods especially in emerging markets in order to take advantage of these markets opportunities and be part of its developing and growing infrastructure. In order for international companies to enter foreign markets, there are a variety of factors to consider while planning a strategic approach to reach new customers and differentiate their products and services from national and international competitors within the chosen market. This thesis will focus on featuring the significant factors that could affect companies entering new markets; the study is a qualitative single case study of IKEA, it will specifically investigate IKEA’s franchising in the Moroccan market and forms of internal and external factors that could affect IKEA’s entry into the market as well as it will highlight the main concepts that managers should consider when planning to enter the Moroccan market. The study was based on theoretical framework combined with empirical findings that were collected from secondary data such as annually reports and trade documents as well as through conducting in-depth interviews with IKEA’s managers to increase the study reliability and validity. According to the study findings and analytical results, the conclusion is that IKEA will not face major internal and external obstacles that would affect their operations significantly. There are few factors that could arise while entering the Moroccan market but from a holistic view this minor interferences can be overcame through IKEA’s full awareness of the market and their application of a vigorous, flexible and convenient strategic approach.

It is important that Queensland horticultural producers develop export capacity. Production is increasing and Australia has a relatively small domestic market. Export also provides a means to diversify as a risk management strategy and to arrest the income decline from existing markets. This research provides Queensland horticultural producers with a practical example of how the principles of supply chain management and relationship marketing may be applied to successfully access a new export market – the Japanese consumer co-operatives. The thesis examines the theories of relationship marketing and supply chain management and proposes that these constructs provide a suitable format for the development of trading relationships between Queensland producers and Japanese consumer co-operatives. Based on surveys of the co-operatives, the thesis outlines the specific philosophical and operational issues for the co-operatives which impact on their use of imported fruit and vegetables, and identifies direct supply from producers to consumers (sanchoku) as a potential strategy for gaining market entry. Key success factors are developed from the survey data and applied to a case study of a Queensland asparagus company and a mid-sized Japanese co-operative. The development of the business relationship and supply chain is chronicled for the case study firms. The dissertation concludes with observations from the case study and the co-operative survey, providing valuable insights into the strategies required by Queensland firms to build lasting relationships and profitable supply chains into Japanese consumer co-operatives.

Submitted by Maximilian Schlechtriem (maxschlechtriem@gmail.com) on 2016-03-08T13:21:35Z No. of bitstreams: 1 Master_Thesis_Maximilian_Schlechtriem.pdf: 1583113 bytes, checksum: bc7e488f36ce3dcbf9258334e963ef4d (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-03-11T14:03:08Z (GMT) No. of bitstreams: 1 Master_Thesis_Maximilian_Schlechtriem.pdf: 1583113 bytes, checksum: bc7e488f36ce3dcbf9258334e963ef4d (MD5) / Approved for entry into archive by Maria Almeida (maria.socorro@fgv.br) on 2016-03-14T17:07:15Z (GMT) No. of bitstreams: 1 Master_Thesis_Maximilian_Schlechtriem.pdf: 1583113 bytes, checksum: bc7e488f36ce3dcbf9258334e963ef4d (MD5) / Made available in DSpace on 2016-03-14T17:07:26Z (GMT). No. of bitstreams: 1 Master_Thesis_Maximilian_Schlechtriem.pdf: 1583113 bytes, checksum: bc7e488f36ce3dcbf9258334e963ef4d (MD5) Previous issue date: 2016-01-28 / Moving into a new and foreign market can be challenging, especially when such market has a different culture and working environment in comparison to the home market. Thus, it is of utter importance to adjust a company’s strategy to the new market conditions. Currently, there are no concrete guidelines of what aspects are most important when moving from a developing market such as Brazil into a more sophisticated market like Europe, or vice versa. The present study will examine two companies from the same industry, but with different cultural backgrounds and its strategic similarities and differences for operating in multiple international markets. The data was collected via semi-structured interviews with the Chief Executive Officers (CEOs’) from both companies, using an interview guideline that is based on three different theoretical frameworks. The aim is to give recommendations to these two industries of how to efficiently use existing theoretical frameworks and which aspects are most significant when moving into a new market while keeping in mind a company’s size and background.