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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.

Export is an important strategy for firms to grow, yet researchers tend to ignore how firms can exploit and develop their resource-based capabilities to improve export performance. Building on the Organizational Capability (OC) perspective, this study develops a novel approach on ways to improve export performance. Cross-sectional empirical data regarding Swedish firms were collected and analyzed in a number of ways, including application of multi-variate techniques. The study identifies associations between mode of entering a foreign market and the firm’s level of market orientation (MO) capabilities and entrepreneurial orientation (EO) capabilities. Entry modes include wholly-owned subsidiaries and collaborations with other firms. Also, the study shows that the associations are contingent on the institutional distance between the home market and the host market. Problems due to endogeneity are avoided as an association is established between a mode that is aligned with the capabilities and performance. The study found that firms possessing extensive MO and EO capabilities select a wholly-owned subsidiary. The analysis also shows that the institutional distance between Sweden and the export market moderates this association; greater distance favors collaboration with local partners. Moreover, aligning the selection of entry mode with firm-level MO and EO capabilities and institutional distance yields higher post-entry performance.

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.

Call number: LD2668 .T4 1942 R52 / Master of Science

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Thesis (Ph.D.)--University of Missouri-Columbia, 2006. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (March 1, 2007) Vita. Includes bibliographical references.

ABSTRACT Date:       June 4th, 2010 Title:       The Marketing Entry Strategies of Sandvik Mining in Serbia and Macedonia Course:    Business Administration Program: Bachelor Thesis in Business Administration Authors:  Enock Ofori-Mensah, Sarkaut Karimi & Magdi Elhadi Supervisor: Prafulla Acharya Examiner:  Ole Liljefors Introduction:  Sandvik AB was founded in 1862 by Göran Fredrik Göransson who is the first person in the world to use the Bessemer method in steel industry. Sandvik Group is considered to be a world-leading company which produces high-technology products and has achieved a global business status in more than 130 countries throughout the world. The company sales as at 2009 was 72 billion SEK and boost of 44 000 employees. As a result of the close integration of the production, administration and distribution systems, approximately 70% of the Sandvik Group’s sales are delivered to customers within a week from order. To ensure maximum customer value, R&D at Sandvik involves leading state-of-the-art technology, dynamic patent activities and extensive added value. During the last few years, couples of companies have been finding it difficult to gain a competitive position in foreign markets due to the intense competition from suppliers and competitors and also their failure to conform their marketing strategies to the countries they enter and as a result fail drastically. Companies face a lot of dilemma on which entry mode strategies to adopt when entering new foreign markets. Some pay much attention to their resources whilst others also evaluate the total cost involved in entering the market against the level of profit they will achieve in that markets. For these reasons, the main aim of this research work is to try to identify and describe some of the entry strategies models companies should consider in their internationalization process. Problem: How has Sandvik Mining Industry entered into Serbia and Macedonia? Sub questions; -          What difficulties had Sandvik faced in implementing their entry strategies in these two countries? -           How and whether participants/interviewees perceive the entry strategies as successful or not? Purpose: The main objective of this research is to identify, describe and analyze the Marketing entry strategies of Sandvik Mining in Serbia and Macedonia. Method: In this research work, both qualitative and quantitative research methods were used but most of this research work was based on qualitative research method. The qualitative research was in the form of primary data based on interviews, questionnaire and personal contacts with the sales/marketing manager, Mr. Johan Dotzauer. On the quantitative method, we used secondary data such as Journals, books and the financial information of Sandvik Mining to analyze Sandvik Mining international process as well as in evaluating the success of their internationalization process in Serbia and Macedonia markets.           Conclusions: In conclusion of this work, we found out that the exclusiveness and the technicality of Sandvik´s products and their thirst for having a strong competitive advantage drives them more and more towards the resource based theory and also partially the network approach in their foreign market entry process. That’s Sandvik Mining adopted two or more entry strategies in its internationalization Process to Serbia and Macedonia Markets. In addition, Sandvik competitive advantage over its rivals Caterpillar and Atlas was due to its resources in the form of infrastructure, hi-tech products and high scaled sales force team. The success of Sandvik Mining entries to Serbia and Macedonia as at now cannot be concluded as successful by us. This is due to the unavailability of the 2010 financial statements for these two markets. Keywords: Resource Based Theory, Uppsala Internationalization Model, Network Approach and Eclectic/Transaction Cost Approach. / Market entry strategies