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楒档-EntryStrategyandStrategicAlliancesChapter
Entry Strategy and Strategic Alliances Chapter 14 Operating in Japan for 35 years. First foreign securities firm in Japan. Only foreign securities firm listed on the Tokyo Stock Exchange. Analysts provide research on over 300 companies. Basic Entry Decisions Which markets to enter? When to enter the markets? What scale of entry? Which Foreign Markets Favorable benefit-cost-risk-trade-off: Politically stable developed and developing nations. Free market systems No dramatic upsurge in inflation or private-sector debt. Unfavorable Politically unstable developing nations with a mixed or command economy or where speculative financial bubbles have led to excess borrowing.. Timing of Entry Advantages in early market entry: First-mover advantage. Build sales volume. Move down experience curve and achieve cost advantage. Create switching costs. Disadvantages: First mover disadvantage - pioneering costs. Changes in government policy. Scale of Entry Large scale entry Strategic Commitments - a decision that has a long-term impact and is difficult to reverse. May cause rivals to rethink market entry. May lead to indigenous competitive response. Small scale entry: Time to learn about market. Reduces exposure risk. Entry Modes Exporting Turnkey Projects Licensing Franchising Joint Ventures Wholly Owned Subsidiaries Exporting Advantages: Avoids cost of establishing manufacturing operations. May help achieve experience curve and location economies. Disadvantages: May compete with low-cost location manufacturers. Possible high transportation costs. Tariff barriers. Possible lack of control over marketing reps. Turnkey Projects Advantages: Can earn a return on knowledge asset. Less risky than conventional FDI. Disadvantages: No long-term interest in the foreign country. May create a competitor. Selling process technology may be selling competitive advantage as well. Licensing Advantages: Reduces costs and risks of establishing enterprise.
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