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The Global ETD Search service is a free service for researchers
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Networked Digital Library of Theses and Dissertations.
Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
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Showing 61 to 70 of 80 (0.045 seconds)Spelling suggestions: "subject:"foreign market"" "subject:"aforeign market""
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Zhodnocení možností expanze vybrané společnosti na britský trh / Evaluation of Possible Expansion of the Selected Company to the British MarketFojtíčková, Michaela January 2021 (has links)
The diploma thesis aims to suggest the most suitable expansion way of a specific company into the British market. There are three main parts of the work. The theoretical part presents the issue through scholarly literature and scientific articles. The purpose of the practical part is an analysis of the external and internal environment. The research of product user satisfaction as a support for expansion and the investigation of potential partners and competitors directly abroad are included. The proposal part recommends specific ways for the company to enter the UK market through the identified factors.
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Rozvoj obchodních aktivit společnosti na zahraničním trhu / Development of Company´s Business Activities on a Foreign MarketPoláčková, Kateřina January 2021 (has links)
The thesis focuses on the development of business activities of the company TV PROBBE s.r.o on a foreign market. The bussiness activities of the company include production, wholesale and retail of pet food and pet-supplies. The theoretical part summarizes the findings which serve as a base for the other parts of the thesis. The analytical part evaluates the current situation of the company's external and internal environment. The last part contains recommendations, the implementation of which should lead to the development of the company's business activities.
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Řízení stavebních projektů v zahraničí / Construction Project Management abroadZedníček, Michal January 2015 (has links)
The diploma thesis deals with the process of management and organization It briefly describes the project and project management. It analyzes the international construction market in the Balkans states namely Slovenia, Croatia, Serbia, Montenegro, Bosnia and Herzegovin and Macedonia. In particular the construction company OHL ŽS, a.s. documentation and analyzes of the contract. It represents a construction company OHL ŽS, a.s.
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Strategie vstupu společnosti Netflix na český trh / Market Entry Strategy of Netflix in Czech RepublicDo Hai, Linh January 2015 (has links)
Tato diplomová práce kriticky zkoumá analýzu vstupní strategie společnosti Netflix, který hodlá vstoupit na český trh, s cílem navrhnout vhodná doporučení. Práce obsahuje detailní analýzu společnosti a současného stavu trhu v České Republice. Kriticky přezkoumané teoretické rámce a aplikované analýzy jsou následně použity jako základ pro argumentaci a vyhodnocení problematiky strategie. Doporučení pro expanzi jsou poskytovány na základě vyhodnocených průzkumu a analýz.
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Návrh marketingového plánu elektronického obchodu pro vstup na zahraniční trh / Marketing Plan Proposal of E-commerce for Entry into Foreign MarketRippl, Adam January 2017 (has links)
Based on a variety of analytical approaches, this paper proposes marketing plan of e-commerce for the entry into foreign market. Both external and internal environmental factors are analysed and are used for SWOT analysis. The paper also analyses different communication channels of digital marketing which the monitored business currently use. It contains proposals to improve their efficient utilisation. The outcome is the design of complex communication mix in the digital environment, along with the specification of its individual phases when entering a new market.
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Internationalization strategy choice for micro-multinationals: a development framework / Internationaliseringsstrategi för mikromultinationella företag: ett utvecklingsstrategiskt ramverkSanchez Navarro, Gines January 2018 (has links)
Micro-multinational is a relatively new term and there are still very few studies about how micro-multinationals choose their foreign entry market modes when internationalizing. This thesis attempts to add new knowledge filling the gap between the internal resources of a company and the foreign entry market mode selected for its internationalization process. Furthermore, a systematic methodology that combines internal resources with the selection of the foreign entry market mode will be developed with the goal of aligning the competitive advantages of the company along its international structure. The methodology that this research employs will show how to combine the internal resources of the case study company and its needs when internationalizing based on the characteristics of each foreign entry market mode. The first step of the methodology is determining the variables that categorize each foreign entry market mode that companies implement. Then, the application of the Resource-based View will show the possible competitive advantages of the case study company. Lastly, accounting for the requirements that the case study company has when internationalizing, the possible competitive advantages, derived from the Resource-based View, will be combined with the characteristics of each foreign entry market mode to determine effective recommendations for the case study company to implement in its internationalization strategy. The results of this research show that when a company wants to enter into a foreign market, it should evaluate that decision based on its internal resources. Only then will the company be able to exploit its competitive advantages and be successful in the new market. The decision to internationalize is influenced by requirements such as the level of control, commitment, risk and flexibility that the parent company is willing to have in the new foreign market. Hence, these requirements must be taken into consideration carefully during the entire decision process. / Micro-multinationals är en relativt ny term och det finns för tillfället få studier kring hur dessa företag ska bedriva sin utlandsexpansion när de internationaliserar verksamheten. Syftet med denna uppsats är att bidra med ny kunskap kring ämnet och medverka till att fylla kunskapsgapet som existerar i hur man kombinerar företagets interna resurser och valet av internationaliseringsstrategi. Vidare utvecklas en systematisk metodologi som kombinerar interna resurser med valet av internationaliseringsstrategi för att anpassa företagets konkurrensfördelar med dess internationaliseringsprocess. Metodologin som används i denna rapport visar hur interna resurser hos företaget i den aktuella fallstudien kan kombineras med dess behov för internationalisering baserat på egenskaperna hos varje enskild typ av utlandsexpansion. Första steget i metodologin är att avgöra vilka variabler som karaktäriserar varje enskild strategi för utlandsexpansion som företag planerar att implementera. Nästa steg är att applicera en “Resource-based View” som visar de möjliga konkurrensfördelarna för företagen i fallstudien. Slutligen kombineras kraven som företagen har ställt för sin internationalisering samt de konkurrensfördelar som de visades ha enligt “esoruce-based view” med de olika typerna av utlandsexpansion som finns tillgängliga med syftet att avgöra lämpliga rekommendationer för fallstudieföretagen rörande hur de ska gå till väga i sin internationalisering av verksamheten. Resultaten visar att när ett företag vill etablera sig på en utländsk marknad bör de evaluera beslutet med hänsyn till sina interna resurser. Först då kan företaget utnyttja sina konkurrensfördelar och bli framgångsrika på den nya marknaden. Beslutet av hur internationaliseringen ska gå till påverkas av krav som moderbolaget har för den nya marknaden såsom behov av kontroll, grad av åtagande, risk och flexibilitet. Dessa krav måste tas i noggrann beaktning under hela beslutsprocessen.
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Разработка стратегии выхода промышленного предприятия на внешний рынок : магистерская диссертация / Development of a strategy for the entry of an industrial enterprise into the foreign marketДьяченко, И. Д., Diachenko, I. D. January 2021 (has links)
Рассмотрены теоретические аспекты формирования стратегии выхода предприятия на внешний рынок; проведены анализ и оценка потенциала ПАО «ТАГМЕТ» по выходу на внешний рынок; разработаны научно-практические положения по разработке стратегии выхода ПАО «ТАГМЕТ» на внешний рынок. / The theoretical aspects of forming a strategy for entering the external market are considered; Analysis and evaluation of TAGMET's potential to enter the foreign market has been carried out; Scientific and practical provisions have been developed to develop a strategy for TAGMET's entry into the foreign market.
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International market selection-screening technique: replacing intuition with a multidimensional framework to select a short-list of countriesGould, Richard Robert, RichardGould@ozemail.com.au January 2002 (has links)
The object of this research was to develop an international market screening methodology which selects highly attractive markets, allowing for the ranges in diversity amongst organisations, countries and products. Conventional business thought is that, every two to five years, dynamic organisations which conduct business internationally should decide which additional foreign market or markets to next enter. If they are internationally inexperienced, this will be their first market; if they are experienced, it might be, say, their 100th market. How should each organisation select their next international market? One previous attempt has been made to quantitatively test which decision variables, and what weights, should be used when choosing between the 230 countries of the world. The literature indicate that a well-informed selection decision could consider over 150 variables that measure aspects of each foreign market's economic, political, legal, cultural, technical and physical environments. Additionally, attributes of the organisation have not been considered when selecting the most attractive short-list of markets. The findings presented in the dissertation are that 30 criteria accounted for 95 per cent of variance at cross-classification rates of 95 per cent. The weights of each variable, and the markets selected statistically as being the most attractive, were found to vary with the capabilities, goals and values of the organisation. This frequently means that different countries will be best for different organisations selling the same product. A
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Emerging Markets : a Case Study on Foreign Market Entry in Laos; MBA-thesis in marketingLindh, Petter January 2009 (has links)
<p><strong>Background</strong></p><p>This thesis is conducted for Husqvarna AB with the aim to map the Laotian market for them in terms of market potential for forestry power equipment. In order to provide decision material for further action I was asked to give a description of the Laotian forestry sector; research potential harvesting volumes; analyze the competitive situation; describe the general business conditions in Laos; and provide some insight as to how Husqvarna can enter the Laotian market.</p><p><strong></strong></p><p><strong>Method</strong></p><p>The method I have used for collection of information is two-fold. The empirical data has mostly been derived via interviews with forestry officials and companies involved in forestry. The theoretical review and collection of secondary data has been performed by research of books, journals, reports, newspapers and online sources. The research methodology can accordingly be labelled "the actor approach" which methodology is based on understanding social entireties. An important element in this approach is a process referred to as the hermeneutic circle - a process in which new knowledge is continuously incorporated into the understanding and used as base for further research. An important part of the method is my personal experience of Laos, from which I consider myself being able to base some conclusions.</p><p><strong></strong></p><p><strong>Theoretical Review</strong></p><p>Foreign market entry can generally be made in four modes: Exporting, licensing, joint ventures, or sole ventures. Foreign market entry strategies may involve adapting the marketing strategy. It may also necessitate product adaption.</p><p> </p><p>Market entry in developing countries will most likely mean being exposed to unfamiliar environments. The general business conditions might be very different from the home market and constitute higher levels of trade barriers and sociocultural distance may be difficult to deal with.</p><p><strong></strong></p><p><strong>Case Study, Conclusions and Reflections</strong></p><p>The highlights from these two chapters include:</p><ul type="disc"><li>Laos offers foreign investors to use any of the four market entry modes.</li><li>Doing business in Laos receives a low international rating, especially in terms of labor restrictions. It also has rather high trade barriers.</li><li>Laos is developing its commercial tree plantation sector and estimates suggest that the harvesting volumes will be increasing rapidly in the coming 10-15 years.</li><li>Importing and selling forestry power equipment is restricted. Laos does not yet have any authorized dealer for chainsaws. This provides for interesting opportunities.</li><li>The market is flooded with cheap, illegally imported, Chinese chainsaws, but it is questionable whether this actually constitutes any competition to Husqvarna, being a high quality brand. The Chinese chainsaws might however soon increase in terms of quality and be more competitive.</li><li>Obtaining an import and sales license for outdoor power products may be a rather lengthy procedure but once in place would mean being the first authorized dealer - which might be advantageous.</li></ul><p> </p><p><strong>Recommendation</strong></p><p>Due to Laos making efforts to increase the commercial tree plantation area, the harvesting volumes will increase rapidly the coming years. The sales potential for forestry equipment will hence increase in the years to come.</p><p> </p><p>My recommendation to Husqvarna, if they have resources, is therefore to locate a dealer and enter the Laotian market. Plantations are however still mostly in the development phase. It is therefore doubtful that early entry is profitable enough to be motivated if there are other markets with higher potential that Husqvarna wants to enter.</p><p> </p>
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Emerging Markets : a Case Study on Foreign Market Entry in Laos; MBA-thesis in marketingLindh, Petter January 2009 (has links)
Background This thesis is conducted for Husqvarna AB with the aim to map the Laotian market for them in terms of market potential for forestry power equipment. In order to provide decision material for further action I was asked to give a description of the Laotian forestry sector; research potential harvesting volumes; analyze the competitive situation; describe the general business conditions in Laos; and provide some insight as to how Husqvarna can enter the Laotian market. Method The method I have used for collection of information is two-fold. The empirical data has mostly been derived via interviews with forestry officials and companies involved in forestry. The theoretical review and collection of secondary data has been performed by research of books, journals, reports, newspapers and online sources. The research methodology can accordingly be labelled "the actor approach" which methodology is based on understanding social entireties. An important element in this approach is a process referred to as the hermeneutic circle - a process in which new knowledge is continuously incorporated into the understanding and used as base for further research. An important part of the method is my personal experience of Laos, from which I consider myself being able to base some conclusions. Theoretical Review Foreign market entry can generally be made in four modes: Exporting, licensing, joint ventures, or sole ventures. Foreign market entry strategies may involve adapting the marketing strategy. It may also necessitate product adaption. Market entry in developing countries will most likely mean being exposed to unfamiliar environments. The general business conditions might be very different from the home market and constitute higher levels of trade barriers and sociocultural distance may be difficult to deal with. Case Study, Conclusions and Reflections The highlights from these two chapters include: <ul type="disc">Laos offers foreign investors to use any of the four market entry modes. Doing business in Laos receives a low international rating, especially in terms of labor restrictions. It also has rather high trade barriers. Laos is developing its commercial tree plantation sector and estimates suggest that the harvesting volumes will be increasing rapidly in the coming 10-15 years. Importing and selling forestry power equipment is restricted. Laos does not yet have any authorized dealer for chainsaws. This provides for interesting opportunities. The market is flooded with cheap, illegally imported, Chinese chainsaws, but it is questionable whether this actually constitutes any competition to Husqvarna, being a high quality brand. The Chinese chainsaws might however soon increase in terms of quality and be more competitive. Obtaining an import and sales license for outdoor power products may be a rather lengthy procedure but once in place would mean being the first authorized dealer - which might be advantageous. Recommendation Due to Laos making efforts to increase the commercial tree plantation area, the harvesting volumes will increase rapidly the coming years. The sales potential for forestry equipment will hence increase in the years to come. My recommendation to Husqvarna, if they have resources, is therefore to locate a dealer and enter the Laotian market. Plantations are however still mostly in the development phase. It is therefore doubtful that early entry is profitable enough to be motivated if there are other markets with higher potential that Husqvarna wants to enter.
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