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

As affected by the massive capital into the Mainland China known as the world factory, not only the national business environment has been changed dramatically, but the outgoing trend of various industries has also been raised severely. In particular, the competitive advantage of the information sector has reflected a sign of falling behind in gradual. On the other hand, 3C electronic products on the tendency toward the flipping and short design have been promptly developed in the prevailing evolution process, along with necessity of rapid upgrade on heat-radiating technique. The heat-radiator module industry becomes the most heat as the CPU radiator plays the vital component of the information sector. Following high-tech industry and information sector shifting their production plants to mainland, however, small enterprises based on numerous satellite factories around the radiator OEM parent company encounter an instant dilemma for lack of the Taiwan¡¦s order and market. For this instance, an essential subject what they confronted and considered is to constitute the business strategy adaptable to the existence. According to the study, it was deemed that seeking for the suitable entry model and defining the feasible business strategy are the primary rules of the Taiwan firms toward the mainland investment at the initial stage. Since factors that they took into considerations overlapped and influenced one another, this research on both the basis of the relevant literatures and the demonstration of the practice business case probed into sorts of entry modes and considering elements that the upstream electronic parts suppliers of the radiator industry among small and medium enterprises migrated to the mainland. It also explored the business strategy along with its implementation and achievement through all strata of core competency, HR policy, value chain activity and so on while integrated the related factors of counterparts, as well as submitted suggestions and deliberations on the strategic aspect for the subject firm and the interesting relevant sector as a result of 5S and SWOT analyses. The object of this research was a PCB process assembly factory engaging in productions of heat-radiating fans ¡V one of the small-/mid-sizes electronic parts suppliers, basing on the case study approach by processes of the concerned records conference, research structure confirmation, interview subject affirmation and profound survey fulfillment to collect data directly. In the respect of the adaptable entry model that the ¡§A¡¨ firm got to set up in the mainland was primarily considering on the country, industry, market, itself and etc. It included political risks of the cross-strait, low, regulation and system of the mainland, infrastructures, and administration efficiency of the government for country factor, as well as industry cluster formation, strategy alliance of major downstream correspondents, and growth potential of market for industry factor. The firm itself also considered compatibility, dependency, business strategy, financial capability and core technology ability of partners. Whereas product factor, assessments were taken on the life circle, time to market and decision making. Finally, the ¡§A¡¨ firm was the venture exclusively with its own investment on the mainland after all of the aforesaid was cohered as the evaluation criterions of control strength and resource input. This research also suggested that exclusive venture is the adaptable model for satellite factories or outsourcers to penetrate into the mainland with less capital, stable order and predictable business profits. In the primary stage, the lease of local premises and installations is regarded as the rational practice to diminish the managing risks of vast investment in addition to swift mass productions and investment retrieve. With the prospective business strategy, the ¡§A¡¨ firm proceeded with the equal combination of the costs shrinkage and diversifications. Namely, competitive advantages were derived from the diversified quality products and the cheap prices underpinned by the total low costs. Aggressive engagements for the latter included foundations of critical mass facility, strict cost control, production capability and utilization rate promotion, productive efficiency improvement, and effective procurement system, along with persistent process upgrade, quality control and mass production velocity advancement. The focus on the former featured on the R&D experiences accumulations, production molder creation, process technique and quality management enforcement, strategy alliance with OEM parent firm to strengthen R&D, new technology engrossment, customer service, realistic delivery, in time to market and so on. In the alternation of miscellaneous objective conditions, this research proposed that business model as considered has to be gradually transformed from vertical integration to horizontal segmentation. Relatively, it will either blend the mainland local industry or nourish the native suppliers to compete with the Taiwan products in the mainland market. If the radiator OEM parent company shifted the said horizontal segmentation style, for instance, numerous satellite factories and outsourcers of small and medium enterprises should seek for the feasible direction to link up with the local counterparts for technique R&D promotion toward the mainland market with product application, commercialization ability and management technology. Furthermore, it has been fragile for small and medium enterprises to convert the professional knowledge into intellectual property rights while popular examples such as certain inventions missing advantages resulting from the mainland imitation have been seen everywhere. Thus, it also could be the feasible way for small and medium enterprises to positively participate in the relevant R&D alliances with logical input for intensive interests. Such intents emphasized on R&D and innovation stress, technology upgrade initiation, well knowledge management, literalizing and digitalization, and commercialization and value creation. Through the strategy consideration, the decision on transferring of technology for becoming one member of the strategy alliance or the transformation model of upstream and downstream plants has not only attained the global leverage, but also acquired benefits from technique franchises, in addition to the accomplishment of the win-win prospects for the Taiwan investors on the great China sector.

India-the ancient civilized nation of BRICs is rising gradually with its unlimited amazing potential and explosive force. According to the GDP computation from the World Bank 2005 report, Indian¡¦s economical scale amounts to 692 billion US dollars. This has ranked India the 10th biggest economy in the world. Toward the international enterprises, India is filled with the infinite business opportunities and has already become the spotlight in the global economy. In the past, Taiwan enterprises often put their focus on mainland China, and directly neglected this emerging market, India. On the contrary, the enterprises from Europe, America, Japan, Korea, and even China have entered India and also planned their layout positively one after another. However, Taiwan enterprise¡¦s footsteps are relatively slower. Although the economic interaction between Taiwan and India is not as much as other countries, India government has recognized that Taiwanese enterprises had played a great catalytic and accelerated role in the economic development process of mainland China. Moreover, the technical advantages and the market experiences from Taiwanese economy development are corresponding to the necessity of the economic development of India nowadays. Therefore, the cooperation between Taiwanese enterprises and India could achieve the complementary effect and the mutual benefit in India economy development. Also, Taiwan government has already established a Taiwan-India Cooperation Council in 2006.This platform would be an integrator for the bilateral interactions between India and Taiwan. Right now, under Taiwan government and NGO assistances, Taiwanese enterprises could fully elaborate the core competitions, the technical advantage and market experiences, and contend for the international stage. This research is based on exploring the study of international trade theories, international investment theories and international market entry strategies, then matching with the observation and the business visit of current India market. The following points of view are the conclusion from this research: 1. Further understanding of the economic development of India market. 2. Further understanding of the development of India states and industries. 3. Finding out the business opportunities for Taiwanese enterprises during India¡¦s economy development. 4. Finding out the available entry strategies for Taiwanese enterprises in India markets. Key words: Taiwanese enterprises, India market, entry strategies.

<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>

Development in infrastructure limits the communication gap, speedy travel and low cost tariff barriers as well other drivers of globalization have made overseas markets easier to get small firms and gave more opportunities to SME´s internationalize. The market entry mode choice or selections have strong effect the success or failure of the company. For instance an insufficient or wrong entry mode selection can decrease opportunities and limit important choice for the firm and could lead to high financial loss as well as lose control on overseas market. The purpose of research study is to provide a deep and better understanding of the factors those effecting SME´s selection of market entry mode. Research question how can the influence of internal and external factors on the selection of market entry mode. A frame of reference led to the building of summary which in turn became the basis for data collection. Two qualitative case studies for Pakistani SME´s namely socks knitter Pakistan and RK International were undertaken. The main findings shows the clear link between the theories claim to be internal and external factors influencing market entry mode choice between SME´s. / C/O Kamran Anjum Norrekaer 14. 7 Tv 2610 Rodovre Denmark

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Purpose: The purpose of this paper is to study the cultural barriers faced by Small and Medium Enterprises (SMEs) in entering Japanese market and to see how the successful companies have overcome the barriers. Design/methodology/approach: An exploratory case study with qualitative research through semi-structured interviews (telephonic and Skype) with foreign SMEs in Japan. 17 interviews could be conducted in 12 companies out of 76 companies contacted.  Theoretical framework: The theoretical framework encompasses barriers studied by Namiki (1998) for classification of the entry barriers and applied the same on SMEs. The cultural aspect has been deployed in accordance to theory of House et al. (2004), Trompenaars &amp; Hampden-Turner (2012) and on the cultural dimensional framework of Hofstede et al. (2010). It further includes language in intercultural communication and barriers related to it.  Findings: The study identifies that the business culture perceived by foreign SMEs in Japan is almost similar to the national culture identified by Hofstede et al. (2010), but only three out of five cultural dimensions studied and the language have emerged as barriers for the foreign SMEs to do business in Japan. It was also found that to adapt to the Japanese business culture in general, engage in business relationship and to use senior bi-lingual Japanese staff, was keys to success for the foreign SMEs. Managerial implications: It is recommended that managers should study previous literature on cultural barriers as it most likely also applies to SMEs. It is also recommended to use Japanese bi-lingual staff and to establish relationships with Japanese companies as soon as possible. Limitations: The study was conducted with interviews of only twelve SMEs in Japan. The study was confined to qualitative method and a quantitative study with larger number of companies could have fetched more quantifiable results. Originality/value: This paper is one of the first to analyse the cultural barriers exclusively for the foreign SMEs in Japan with interviewing firms doing business in Japan. Keywords: Entry barriers, cultural barriers, SMEs, Japan market. Classification: Exploratory, qualitative study.

The nature and role of workplace literacy and numeracy are the subject of considerable debate (Baker, 1998; Castleton, 2002; Gee & Lankshear, 1997; Hull, 1997; Jackson, 2000; Marr & Hagston, 2007). The debate in New Zealand, (as in many other countries), is taking place amid concerns about the adequacy of the skills of its workforce and the latter’s ability to meet future demands of everyday work and life (Tertiary Education Commission, 2008). These concerns have resulted in major investment at a national level in a Skills Strategy (New Zealand Government, 2008) with particular emphasis on improving adult literacy and numeracy levels. However, Castleton (2002) suggests that conceptualising literacy as a skill ignores the reality of workplaces which, she suggests, consist of communities of workers who engage in purposeful communication and who possess and use different skills and knowledge in complementary ways, while Hull (1997) believes that too great an emphasis is placed on literacy, particularly in low skilled work. I teach on a programme for students with limited English literacy and numeracy proficiency. A common entry point into the workforce for current and past learners from the programme is entry-level supermarket work. However there is limited information available about the literacy and numeracy pre-requisites for this type of work or the literacy and numeracy demands placed on those in employment. In seeking to contribute to the body of knowledge about low skilled work in general and entry-level supermarket work in particular, research was carried out in a large, busy, suburban supermarket. The study was underpinned by the belief that both literacy and numeracy are social practices which cannot be separated from the contexts in which they occur. It adopted an ethnographic approach and was conducted through semi-structured interviews with supermarket managers and entry-level workers/supermarket assistants; observation of assistants during induction and at work; and analysis of some significant supermarket documentation. Findings indicate that, while literacy and numeracy are generally not considered to be important pre-requisites for entry-level supermarket work, supermarket assistants are exposed to highly context-specific literacy texts and ‘embedded’ and invisible numeracy demands at induction and during parts of their working day. The findings have significance for the teaching of literacy and numeracy in vocational training programmes. They indicate that off-site programmes have an important role to play in providing a learning foundation but also point to the importance of, and need for, workplace-specific, on-the-job literacy and numeracy training.

The nature and role of workplace literacy and numeracy are the subject of considerable debate (Baker, 1998; Castleton, 2002; Gee & Lankshear, 1997; Hull, 1997; Jackson, 2000; Marr & Hagston, 2007). The debate in New Zealand, (as in many other countries), is taking place amid concerns about the adequacy of the skills of its workforce and the latter’s ability to meet future demands of everyday work and life (Tertiary Education Commission, 2008). These concerns have resulted in major investment at a national level in a Skills Strategy (New Zealand Government, 2008) with particular emphasis on improving adult literacy and numeracy levels. However, Castleton (2002) suggests that conceptualising literacy as a skill ignores the reality of workplaces which, she suggests, consist of communities of workers who engage in purposeful communication and who possess and use different skills and knowledge in complementary ways, while Hull (1997) believes that too great an emphasis is placed on literacy, particularly in low skilled work. I teach on a programme for students with limited English literacy and numeracy proficiency. A common entry point into the workforce for current and past learners from the programme is entry-level supermarket work. However there is limited information available about the literacy and numeracy pre-requisites for this type of work or the literacy and numeracy demands placed on those in employment. In seeking to contribute to the body of knowledge about low skilled work in general and entry-level supermarket work in particular, research was carried out in a large, busy, suburban supermarket. The study was underpinned by the belief that both literacy and numeracy are social practices which cannot be separated from the contexts in which they occur. It adopted an ethnographic approach and was conducted through semi-structured interviews with supermarket managers and entry-level workers/supermarket assistants; observation of assistants during induction and at work; and analysis of some significant supermarket documentation. Findings indicate that, while literacy and numeracy are generally not considered to be important pre-requisites for entry-level supermarket work, supermarket assistants are exposed to highly context-specific literacy texts and ‘embedded’ and invisible numeracy demands at induction and during parts of their working day. The findings have significance for the teaching of literacy and numeracy in vocational training programmes. They indicate that off-site programmes have an important role to play in providing a learning foundation but also point to the importance of, and need for, workplace-specific, on-the-job literacy and numeracy training.