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

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

The purpose of this thesis is to acquire knowledge of how Swedish SMEs could use Jugaad as an advantage when internationalizing towards India and as a tool for innovation. The phenomena has been identified and analyzed in relation to innovation theories and internationalization. The research has been done following a qualitative research method, resulting in a deeper understanding of how the phenomenon works and impacts Swedish SMEs. A deductive approach towards the research has been used, due to limited empirical studies of the research phenomena.   Furthermore the literature review includes theories from internationalization, international knowledge, innovation and the phenomena Jugaad. Based upon the literature review a conceptual framework where created, visualizing the relations between the theories. The conceptual framework has further been used when studying the empirical data, collected from four different sources.   The analysis addresses the similarities differences between the theory and empirical findings, based upon the structure of the conceptual framework. The last chapter is conclusion, where the results based upon the analyze, are presented. Furthermore the implications, limitations and what we suggest for further research is presented. The main theoretical implications this thesis has created an understanding of how a Jugaad mindset can enhance innovation and create new market opportunities for companies using a frugal and flexible approach. The practical implications of this thesis resulted in that the phenomena Jugaad were unknown by the respondents. However did the respondents recognize patterns that could be aligned with the phenomena Jugaad, and agreed on the fact that innovation is key to continued success?

Background: The increasing presence of globalization in our everyday life makes it apparent that internationalization is no longer a topic relevant only for a few multinational companies, but for essentially every company that wishes to expand or even survive in their domestic market as well as in foreign markets. In light of this, research on how firm chooses FMEM has surged, and it is evident that it is an important topic. Numerous theories and factors have been examined in order to explain what motivates the choice of FMEM, but there is notable absence in connecting the business model to the FMEM. Despite the increasing attention and prominence of the business model, to date, there is little research that looks at FMEM decisions through a business model perspective.   Purpose: The purpose of this study is to answer the calls for new aspects and theories on the FMEM research field by exploring the role that the business model has on the choice of FMEM. This study will be executed through mapping a company’s business model and FMEM choice by collecting qualitative data through interviews to find links between the business model and the entry mode.   Method: This research is conducted through a qualitative single case study, using in-depth interviews for primary data collection.   Conclusion: The results of the analysis that was based on the empirical findings derived from the data collection, led to several conclusions being drawn. Firstly, the business model of the case company has had a great impact on the choice of FMEM of that company. Secondly, apart from influencing the choice of FMEM, the company’s business model has also contributed to the company further committing to their existing FMEM. Thirdly, as long as the case company intends to operate the same business model, with the same value drivers, it is likely to continue its commitment towards its existing FMEM.

Background: Now-a-days, the forces of globalization derive firms to go to international market. When a firm thinks to expand its business outside of the home market, it needs to explore the form of operation through which it will enter into the foreign market. International entry mode research deals with this matter. (Brouthers et.al.2007). Selection of an optimal entry mode strategy is very important because it is very difficult to change or correct and have a long-term impact on the firm’s foreign operation (Pedersen, Petersen, & Benito, 2002). Actually, it is very difficult for a firm to serve in the market on a permanent basis without a well formulated entry strategy. (Pehrsson A. 2008). Market entry mode strategies are influenced by both firm and country level factors and a firm must take into consideration these factors in choosing an appropriate entry mode. Purpose: The basic purpose is to gain a deep knowledge about the critical factors in selecting an optimal international market entry mode strategy to enter into an emerging market. The minor purpose is to justify the suitability of the target market. Methodology: Due to the dependency on subjective interpretation of text or other visual material and small sample was used to investigate the specific phenomena, qualitative method has been practised in this research process. Secondary data has been mainly collected from e-sources, and primary data has been collected through phone interview with the three foreign mobile telecom companies in Bangladesh. Findings: Bangladesh mobile telecommunication market is still attractive for the foreign entrants and the optimal entry mode strategy is joint venture to enter into the moderately attractive industry. Implications: The study has showed that international entry mode strategy is affected by various organizational, economical, Institutional, and sociological factors (categorized as country and firm level factors). This research has also provided relevant information to the potential foreign firms about which country and firm level factors should consider in formulating a well entry mode strategy in perspective of an emerging market.

No description available.

The food and beverage industry in Taiwan is becoming increasingly competitive. Companies have therefore been trying to expand their operations abroad to different countries, both emerging and developed economies. How the companies expand and operate abroad is a challenging issue faced by every company that tries to enter foreign countries. This research starts out from the practitioners’ perspectives, and addresses critical management issues. The problems of international expansion are dynamic and fairly complicated due to the fast-changing business environment, which means practical decision rules are valuable. The study tackles this issue by attempting to offer decision rules on three research questions. They include the influence factors on the selection of foreign market entry mode, the mechanism of capturing growth and avoid huge losses and business model innovation in foreign markets. This research discovers entry mode choice should be accompanied by considering the joint effect of influence factors. And at point of entry, adopting real option perspective leads to better performance in the foreign market because it captures growth opportunities. Furthermore, adjusting the key processes in the business model helps companies realize more efficient operations and in some case, leads to better subsequent performance after entering the foreign country.

台灣和馬來西亞的經濟文化關係可以追溯到1960年代。雖然在官方關係上曾經斷交，但是非官方的交易來往並不受影響。本研究即將探討兩個國家的企業在進入彼此的國家發展的進入策略以及在該國的行銷手法之差異。本研究探討四方對象，有馬來西亞的M公司，台灣統創代理商，台灣六角國際（日出茶太）和馬來西亞日出茶太代理商，但是本研究以針對母國，也就是M公司和六角國際（日出茶太）為主要採訪企業，從母國的角度探討企業經營環境、國際化動機、市場進入模式與母國和地主國的行銷組合。另外，其中一個小節也針對台灣和馬來西亞的國家經濟環境和發展、人口、氣候、人文因素進行比較以辨別出兩國的差異。其研究結果一方面可提供國內的業者參考未來的國際化佈局策略，另一方面也有助於對於馬來西亞和台灣市場的了解。 本研究主要研究對象，M公司，生產馬來西亞風味方便麵和六角國際（日出茶太），直營和授權台灣手搖茶飲，這兩家不同國家和不同產業的公司進行接近兩小時的採訪，和在地主國的代理商之次級資料進行交叉比對，研究結果發現：1、兩家的國際化動機沒有顯著差異。2、因為兩家的產品性質不一和不同的經營環境和經驗背景，兩家的國際市場進入模式有著顯著地不同。3、兩個國家的國家大小、氣候、文化背景、習俗、基本建設影響母國和地主國的行銷組合之設計。 / The economic and cultural relations between Taiwan and Malaysia can be traced back to 1960. Although Malaysia has formally ended diplomatic relations with Taiwan, informal relations between Malaysia and Taiwan is still ongoing and maintaining. This study discussed the market entry mode and marketing mix in both countries of two different companies. This study targets four companies, which are Malaysia M Company, Taiwan Tongjih, Taiwan Lakaffa (Chatime) and lastly Malaysia (Chatime) but mainly interview only two founded companies, the M Company from Malaysia and Lakaffa from Taiwan. This research studies from the view of the mother land. It discusses both companies’ operating environment, the motive of globalization, market entry mode and the differences of marketing mix between the home country and host country. Beside of that, one of the chapters extends in comparing country environment and development, population, weather and culture factor between Malaysia and Taiwan. This study result aims to provide a reference in globalization strategy and improve a great knowledge about Malaysia and Taiwan market to the audience. Supported by M company, a manufacturer of Malaysia flavor instant noodle (Penang White Curry Mee) and Lakaffa, franchiser of Taiwanese beverages (Bubble Tea),two hours interview session, the comparison is showed as below: 1. There are no differences between the motives of globalization between these two companies. 2. Differences in product type, different operating environment and experience background affect the choice of market entry mode. 3. The differences of county size, weather, culture, custom and infrastructure affect the design of marketing mix in Malaysia and Taiwan market.

<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>

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.