Background and problem: There are strong incentives for Swedish retail companies to establish their business in Japan. With its 128 million inhabitants the country accounts for 40 percent of the total world consumption of luxury goods and is the world’s largest importer of foreign fashion. Moreover, Japan is the second largest retail market in the world. However, as a company in a foreign market there are many obstacles to overcome. A Swedish retail company aiming to enter the Japanese market does not have the same insight and knowledge into the formal and informal institutions in the country as a domestic company might have. Furthermore, Japan is experiencing complaints from both business organisations and foreign politicians regarding the trade practices in the country arguing that the Japanese market is not receptive enough to Western products. A company that moreover aims to enter markets where both the cultural and actual distance is far away from the business’ home country shall preferably realize the complexity of such a decision and be as prepared as possible. Purpose: The purpose of the study is that “through a literary study identify and provide a deeper understanding of the major entry barriers a Swedish retail company may encounter when entering the Japanese market”. The following research questions were developed in order to reach the purpose: “What are the main industry and institution-based barriers a Swedish retail company may encounter when establishing its business in Japan?” and “What are the main cultural barriers a Swedish retail company may encounter when establishing its business in Japan?”Methodology: When conducting the study, a descriptive research approach has been used. The study is of a qualitative nature and the design of the study is a descriptive literary study. Performing a literary study involves the collection of data from already published scientific articles, journals and dissertations. The data used for this study consist of eight scientific articles and journals and one dissertation. Conclusions: The analysis was based on the theories, which explains a company’s decisions of where, when and how to enter a foreign market as well as theories that explains a nation’s cultural impact on an organisation. Based on the findings the results were divided into two sections. The study reached the conclusion that among the industry and institution-based barriers the high level of rivalry among firms, the high level of bargaining power of suppliers, the high standards regarding quality and service, regulatory risks, trade barriers and institutional norms were the most important barriers to market entry for foreign companies in Japan. The most important cultural barriers to market entry in Japan were the high level of collectivism, power distance, uncertainty avoidance and masculinity in the country. / Program: Master in Fashion Management with specialisation in Fashion Marketing and Retailing

In 2001 the Gas Exporting Countries Forum (GECF) was created by some of the world’s leading natural gas producing and exporting countries in order to promote their mutual interests through cooperation, in particular with regard to extracting the maximum value from their natural gas exports. My core research question is: Does cooperation among GECF member countries explain those exporters’ market power in highly import-dependent natural gas consuming countries? To determine the influence of the GECF’s cooperative actions and policies, I study the GECF’s cooperative behaviour and measure the role of (collusive) producer conduct in terms of its contribution to achieving the main GECF objective: attaining gas prices that are measurably above the cost of production and hence help producers earn significant economic rents. I employ a variety of methods from the international relations literature on cooperation and cartelisation, collective action theory and an economic measurement model in three case studies. I find that cooperation among GECF members partly explains their market power in a number of import-dependent gas markets. This is so despite the GECF’s weak degree of institutionalisation. The reasons for the GECF’s influence on effective cooperative results are: first, conducive structural conditions in many gas importing markets favouring cartelisation; second, GECF members use methods such as artificial market entry barriers (e.g. long-term term contracts negotiated in a non-transparent way) to secure their market power and third, the GECF faces less severe internal procedural challenges that plague other cartels such as collective action problems, especially cheating. Cooperation among GECF exporters hence contributes to high(er) prices of natural gas. This causes economic inefficiencies and a transfer of wealth—and political power—from gas consumers to producers. It also hinders climate change mitigation as cleanerburning gas remains too expensive to replace ‘dirty’ coal in power generation.

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