Strategic Management of MNCs’ Entry Into Foreign Markets:Experience of Israel in the 1990s
论文作者:AVI FIEGENBAUM DOVEV LAVIE论文属性:硕士毕业论文 thesis登出时间:2009-02-04编辑:点击率:2803
论文字数:20316论文编号:org200902041118395598语种:英语 English地区:中国价格:$ 132
关键词:five-step frameworkargumentmultinationalsstrategic capabilitiesbases
The article develops a five-step framework for dealing with the strategic issues of multinationals’ entry into foreign markets. First, it assists multinationals in identifying their superior strategic capabilities. Second, it focuses on forming a basis for competitive advantage. Third, it focuses on identifying
multinationals’ relative marketing positioning.Fourth, it describes the mechanisms by which competitive advantage can be gained via the marketing mix. Finally, the framework suggests continuous reassessment of multinationals’ competitive positioning in foreign markets.The major argument is that multinationals should concentrate not only on the entry decision but also on adapting the proper
strategy for winning the game. This can be done by simultaneously
developing strategic capabilities, being responsive to stakeholders and customers’ needs and anticipating the moves of competitors.
The article bases its conclusions on the latest theories of strategic management such as the Strategic
Reference Points Theory (SRP) and uses the ascending experience of the invaded Israeli market during the mid-1990s. ã 2000 Elsevier
Science Ltd. All rights reserved
Introduction
How should a multinational corporation (MNC) design and implement its entry strategy into foreign markets? Unfortunately, most companies seem to ignore the long-term perspectives of this question and concentrate mainly on the entry decision itself. However, some MNCs such as Microsoft and Unilever have recently realized that decision models for suggesting whether and how to enter a new foreign market are not satisfactory, in the sense that they do not provide comprehensive and long-term perspectives of strategic management. Therefore, this article develops a new strategic management framework to assist MNCs in their entry decision into foreign markets.The first section describes the Israeli experience during he mid-1990s through two complementary methodologies:in-depth case study analyses and statistical analyses of 400 respondents representing 104 domestic and their counterpart foreign companies in Israel. An early study by Fiegenbaum et al. (1996) explored the Middle East region from the entrant’s (US companies) point of view. Basically, the idea of
the authors was to identify the competitive profile of US MNCs that had entered the risky area of the Middle East previous to the peace process period of the 1990s after the Persian Gulf war. The current
study emphasizes the customers’ perspectives, in contrast to MNCs’ headquarters, regarding their perception about local and foreign companies......................
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