<p>Background: For Small and Medium Sized Enterprises (SME), international expansion is important strategy for growth. However, considering the facts that SMEs often are characterized by limited personal and financial resources, and that new international markets pose challenges in terms of differences in for instance culture, language and political systems, international expansion is a risky business. We argue that there might be an easier way for SMEs to enter challenging markets and regions through establishing in a springboard country. Such a country is characterized by a possibility to in a westernized context accumulate learning about countries in the rest of the region and also to develop and utilize networks. At the moment, Asia is a rapid developing region and is expected to contribute with two thirds of the world’s GDP in 2050. Hence, the Asian region provides immense opportunities for companies, however particularly for SMEs, also severe challenges. We argue that Swedish SMEs could learn how to overcome these challenges establishing in the westernized Singapore, hence finding an easier way when entering more difficult Asian countries.</p><p>Purpose: The purpose of this thesis is to explore the phenomenon of SMEs expanding their international activities via a springboard country. This will be done by studying how Swedish SMEs perceive that their establishment in Singapore has affected (1) the development of their networks with other actors in the Asian region, and (2) their accumulation of knowledge and experience regarding doing business in Asia.</p><p>Method: In order to fulfil the purpose, we have conducted a qualitative multiple case study including seven Swedish SMEs that are established in Singapore. We have primarily used semistructured telephone interviews for our data collection.</p><p>Conclusion: We found that there is support for the existence of the Springboarding phenomena. We can conclude that Swedish SMEs, by being established in Singapore, can develop and utilize their networks as well as gaining general market knowledge of other countries in the Asian region. We can also see tendencies regarding how these benefits associated with the Singapore establishment can decrease the perceived uncertainties of doing business in other more difficult Asian counties.</p>

Participation and success of small and medium-sized enterprises (SME) in global markets is of strategic interest to business and public policy makers. Despite empirical evidence that generally demonstrates that performance improves with the level of internationalization mode, there is an identified problem in getting SME decision-makers to make a significant commitment to more advanced modes of internationalization. A review of international business, entrepreneurship and organizational behavior research demonstrated that the attitudes of the SME decision-maker significantly impact the decision-making process to commit to advanced modes of internationalization. Further, the factors that influence and contribute to these attitudes are not well understood. The explicit objective of this research is to determine the important factors that affect a SME decision-maker’s attitude and how they influence the decision to commit to a more advanced foreign market entry mode of internationalization. A quantitative online survey directed at 3117 Canadian manufacturing SME decision-makers who are in advanced and non-advanced modes of internationalization was undertaken. The responses from 224 participants were used for both hypothesis testing and to extend current theory that only marginally acknowledges the effect of attitude on the decision-making process. This research has demonstrated support for attitudinal factors being a differentiator between advanced and non-advanced internationalization modes; and hence these factors are supported as influencers in the complex SME decision-making process. In addition, there is full statistical support for two constructs (Knowledge of culture, Perceived benefits) and moderate support for an additional two constructs (International experience, International commitment). Cross validation further validated the results and provided confidence for the conclusions generated. This research’s conceptual framework and empirical results should make valuable additions to the literature on international business activities, specifically in the context that relates to the importance of attitudes in the decision-making process of mode choice. The research has reinforced some elements of existing international business theories and cast some doubt on the influence of other elements contained within these theories. The empirical results of this study also contribute to business practices and governmental agencies by identifying areas of improvements in internationalization support programs. / 2013/10

Purpose - The purpose of this research is to investigate market entry modes selection of Swedish SMEs concerning their entry in Chinese market. The information we extracted from various Swedish SMEs may to some extent functional to other Swedish SMEs as well while seeking to enter in the foreign market. Design/methodology/approach -The authors employ multiple case studies. The data was collected with telephone interviews with managers and directors. Findings - The study indicates that numerous internal and external factors are driving the SMEs to choose a specific entry mode while internationalizing their business in a foreign market. Research limitations/implications - The study and the findings are based on four cases. Therefore the results can only be considered tentative. Additionally, the retrospective nature of the research design is challenging, as it puts weight on the respondents’ memory and ability to identify change. Practical implications –The information can be utilized for managers in SMEs to understand the factors that influence them while they are choosing an appropriate entry mode. Original/value – In contrast with previous research we focused on how the internal and external factors drive the firms to choose a specific entry mode in a foreign market. This information will may have some functional for other SMEs while entering in foreign markets.

Today’s business environment is growing at an increasing pace, pushing firms to internationalize. Foreign market entry has thereafter been a well-researched field by scholars. International market selection and entry mode choice are key strategic decisions a company must deal with when entering a foreign market and members of management team are entrusted with the responsibility of these complex decisions that will set the direction for the company. There have been many studies showing that internationalization is a sequential and gradual process leading companies to spread their activities to more markets that are geographically and culturally distant. These processes are involving riskier and more committed modes of entry. However, research concerning strategic decision making has shown that decisions made by management were not always rational and are influenced by external and internal factors which in turn influence the choices managers make. Market entry strategy fits into a broader theoretical subject which is the one of “strategy” and decisions. Following the principle that realized strategies are the result of planned and unplanned decisions, this research investigates how strategy related to foreign market entry emerge in a multinational company, with a specific interest in the decision-making process. A case study was conducted at a multinational company in a B2B context and the research is based on a qualitative approach, with empirical data collected from 10 in-depth interviews. After the empirical data was analysed it was concluded that strategy is not to be seen as a linear and sequential process nor as a set of objectives set in time. Foreign market entry strategy is the result of decisions involving market selection, entry mode choice, and product portfolio, and is subject to adjustments since it is affected by its internal and external environments.

This paper examines the effect on incumbent firms of industries which Amazon.com, Inc. enters. Using event study methodology, this paper tests the returns for incumbent firms on the day Amazon announces entrance into their industry. The paper studies the effects on two portfolios for each industry, a market capitalization weighted and an equally weighted. Each portfolio’s expected return is computed using the market model and then compared to actual returns to find the abnormal return. The results are mixed. Five industry portfolios have significant 1 – day abnormal returns and 2 – day CAR while the six other industries show no significance in either metric. The results prompt a discussion and logic? behind the markets response to Amazon entering new markets. The leading explanation of the industries that saw effects is the time in which Amazon entered.

Dans les trois essais de ma thèse, je prends une perspective processuelle sur la décision organisationnelle d'entrée sur le marché. Le regard processuel est très pertinent pour les entreprises dans les industries à forte intensité scientifique. Dans ce contexte empirique, une entrée sur le marché avec un produit est précédée de tentatives, parfois multiples, en recherche et développement (R & D), qui sont à la fois couteuses et empreintes d’incertitudes. Les tentatives par R&D d'avoir un produit sur un marché non seulement précèdent mais aussi sont plus fréquentes qu'une entrée réussie avec un produit. Pendant la période de tentatives d’entrée, une firme prend de multiples décisions stratégiques tel que, choix d’un marché et d'un collaborateur en R&D, choix d’abandonner R&D sur un marché mais remettre cette décision à plus tard et entrer le marché à nouveau. Ces types de décisions et ses effets sont des thèmes que j’étudie dans ma thèse. / In the three essays of my dissertation, I take a process perspective of market entry and study the drivers and outcomes of strategic decisions that firms make in their efforts towards an eventual product entry. The process perspective is highly pertinent for firms in science-based industries, such as, the biopharmaceutical. In this empirical context, actual product entry is preceded by multiple and frequent attempts in R&D that is not only costly but fraught with uncertainty. In the first chapter, I study the drivers of a firm’s decision to collaborate with a market incumbent upon new market entry. In the second chapter, I investigate the antecedents of a firm’s decision to re-enter a previously exited market. In the last chapter of my dissertation, I study the market-level drivers of a re-entering firm’s eventual R&D project performance in the market.

La transición de estudiante a profesional es un proceso que inicia con la culminación de la etapa universitaria. Por ello, esta etapa es considerada clave para la preparación de los estudiantes frente al mercado laboral. Sin embargo, se considera que la formación académica es, muchas veces, muy teórica y no prepara a los estudiantes para ejercer profesionalmente. Los estudiantes deberían estar listos para poder enfrentarse a los nuevos retos que supone la vida profesional como traductores e intérpretes, no obstante, muchas veces esta no es la realidad. A pesar de ello, existe un número limitado de investigaciones relacionadas con la inserción laboral de los estudiantes de traducción e interpretación. Por este motivo, en esta investigación analizamos la formación académica de los egresados de programas universitarios en Lima Perú, en específico de la Universidad Peruana de Ciencias Aplicadas y la Universidad César Vallejo, a partir de componentes de sus diseños curriculares en relación con el mercado laboral. Además, se busca conocer las estrategias que los egresados utilizaron para insertarse al mercado laboral, es decir, de qué manera ingresaron al mercado de la traducción e interpretación en Lima. Por lo tanto, el aporte principal de esta investigación consiste en brindar una visión más clara de los componentes existentes y los que necesitan ser desarrollados en el diseño curricular de ambos programas. / The transition from being a student to being a professional is a process that begins with the completion of the university stage. Therefore, this stage is considered key for the preparation of students for the labor market. However, it is considered that academic training is often very theoretical and does not prepare students for professional practice. Students should be ready to face the new challenges of professional life as translators and interpreters, but this is often not the case. Despite this, there is a limited amount of research related to the employment of translation and interpretation students. For this reason, in this research we analyze the academic training of graduates from university programs in Lima, Peru, specifically from the Universidad Peruana de Ciencias Aplicadas and the Universidad César Vallejo, based on certain components of their curricula in relation to the labor market. In addition, we seek to learn about the strategies that the graduates used to enter the labor market, in other words, how they entered the translation and interpretation market in Lima. Therefore, the main contribution of this research is to provide a clearer picture of the existing components and those that need to be developed in the curricula of both programs. / Trabajo de investigación

This paper explored the requirements and subsequent competencies needed for an emerging market SME to operate in the developed markets on design, development and manufacturing projects. This was analysed by first exploring the differences in the requirements of the two markets and then determining what competencies a typical SA company would have to acquire to be competitive in the DM. The case was explored through a study of an SA SME operating in the design and development market, who was in the process of internationalising into the US and European markets. Data was gathered through a desk analysis of specifications from each market as well as in-depth interviews with the firm’s key decision makers and customers from each market. The first outcome was that there was a difference in the requirements of the two markets, namely the level of detail and sophistication of the DM specifications, the greater need for a competitive product in the DMs, both in pricing and functionality, the requirement for socially ethical practices and that EMF products need to overcome the negative COO effects. The final outcome was that EM SME’s needed to improve on their current competency set, namely an adaptation of the development process, sourcing practices and improvement in technical competencies. The firm also developed a method of introducing their product to the DM, such that the COO effect was reduced. This was done through the use of SA OEM’s and DM MNE’s supplying SA. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This case is intended to be used in an International Business or Strategic Management course to introduce the topic of entry strategy development and evaluation. Victor Yang, founder and Senior Vice President of Strategy and Business Development at Enter Active Media International (EAM), must decide whether or not EAM should enter the China market and if so, work with the executive team to develop an entry strategy. EAM is a privately held company, headquartered in Singapore, which develops and distributes interactive solutions aimed at mobile phone service providers (SP). EAM’s solution, called “Genie” consists of in-store kiosks that are located in every SP’s retail outlet and provide information about service plans and handsets to customers without having to talk to a customer service representative (CSR). On the back end, Genie provides detailed usage and demographic statistics to SPs. Even though EAM has operated successfully in several countries in South East Asia, the Chinese market presents unique challenges. Telecommunications sectors in most South East Asian countries have evolved in a similar way, with government owned monopolies being opened to competition from the private sector. China’s telecommunications sector, however, has evolved in a different way. In China, Provincial Post and Telecommunication Authorities (PTA) independently operate telecommunication networks in every city, which means EAM has to negotiate individual contracts in every city. Intellectual Property (IP) protection is another source of concern for EAM. It is not clear when or even whether China will develop a world-class IP protection system. Several experts believe China will follow the same path as countries such as Japan, Korea and Taiwan, which developed solid IP protection systems as they started producing IP worth protecting. On the other hand, some experts argue that this will never happen, since most R&D efforts in China are aimed at creating derivative technologies in order to avoid paying royalties, not true innovation requiring protection. It is also unclear whether or not there is a demand for EAM’s services in China. Finally, Dr. Thomas Chou, Victor’s partner, had suggested that EAM provide its services as a website and find ways to generate revenue through online advertisement instead of using EAM’s current business model. Victor and the rest of the executive team agree that EAM will enter the China market at one point, but questions remain about the right business model and whether this is the right time. India, Latin America and Eastern Europe seem like safer bets for the time being. Should EAM enter the China market now? If so, what should be their strategy? These are the questions Victor is trying to answer during his trip to Taiwan to finalize a contract with Vibo Telecom, one of the Island’s 3G mobile service provider

Diplomová práce se zabývá analýzou forem vstupu na zahraniční trh v odvětví dřevostaveb zaměřenou na konkrétní firmu D.E.E.D. a.s., a její případný vstup na Ukrajinský trh. Využití metodologie forem vstupu na zahraniční trh pro střední firmu by měla následně ukázat, zda na trh vstoupit či ne, a jakou formu zvolit. Výsledky budou dále také srovnávány s podobným trhem, kde firma již působí. Na tomto základě bude navrženo efektivní využití a postup do budoucna.