Foreign Market Entry

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Foreign Market Entry

1.0 Objectives

The author’s objective in this article is to discuss on the effective modes of entry for businesses that is planning to venture into international market. The entry modes methods discussed are aimed to help businesses to formulate an effective international business strategy and to position themselves to be successfully established in the global market.

2.0 Central Theory

The central theory introduced in this article is developed based on a comprehensive framework of the entry modes choices. These modes of choices would determine the success factor of the international business strategy, and to choose these choices there are several important factors to be considered. These factors include situational firm factors, foreign environment review, and moderating factors that would directly influence the firm’s desired mode of choice.

Referring to Appendix A is the mode choice of framework by Driscoll that depicts the whole concept discussed. To briefly illustrate, the firm would need to evaluate the two situational factors that would directly affect its desired level of different modes of characteristics. Subsequent from the selected desired modes, the firm would also need to determine the potential moderating influences, which would affect the desired mode. Thus, reassessment based on the moderators would take place to determine the most effective modes of entry. By selecting the right mode of entry, the firm would incorporate an effective business strategy for its international business plans.

3.0 Arguments

The article written by Driscoll is set to present an argument for the development of a comprehensive framework for understanding the mode of entry choices. In the article, she illustrated about the different modes of entry to international markets, analyzed on the different characteristics of the entry modes, discussed on the number of situational influences and moderating factors, and presented a comprehensive model of understanding with remarks on managerial implications.

Some of her arguments include the three broad grouping of the foreign entry modes that should not have any other classification, unless it has similar meanings such that quoted by some reference; and the five key characteristics of the entry modes that is similarly supported by other authors such as Agarwal and Ramaswami 1992;...

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...ended on the accuracy of handling these factors. Her categorization and literature evidence on these factors are also precise and comprehensive which covers many aspects of the dynamic foreign situational analysis.

As compare to one of the research source by a Taiwanese author Aihwa Chang (1998) in Appendix C [Please check the date and put the article in attachment Appendix C], the author related 5 different modes of entry; namely choice according to industry traditions, random choice, pre-determined choice and contingent choice [you may or may not need to add more write-up] which does not covers a board aspect of the whole actual environment. Then, as the author associated several factors such as economic efficiency, financial commitment, control, flexibility and experience, which has some similarity with Driscoll, however the substance discussed does not fully review the success factor of the entry selection.

Finally, Driscoll’s concluding remark recommended that firms should be flexible and adaptable to the situational changes of its entry mode choices from time to time as this would bear a high chances of success and sustainability in the international global business.

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