International Expansion, Diversification and Regulated Firm Nonmarket Strategy

Forecasting future supply and demand is a topical subject in the olive oil sector due to its relevance for decision making and the lack of comprehensive and consensual estimates at the global level. This study aims at overcoming this gap in research by providing a foresight of global supply and demand for olive oil for the years to come. We use the Delphi technique to estimate the expected annual growth rates in the olive oil production and consumption worldwide as well as their likely impact on Spanish exports by 2025. Another key objective of the study is to elicit expert judgements on the factors that are likely to shape the predicted changes as well as the international challenges ahead. Results suggest substantial future increases in production in new-producing countries, in parallel with a slower growth in the European traditional suppliers whose focus will increasingly be placed on quality and sustainability rather than quantity. In addition, a significant growth in the world’s demand for olive oil is expected in non-traditional markets, which will be driven by greater awareness of the positive health and sustainability attributes of this product, jointly with the changes in lifestyles and rising incomes of several consumer segments. These emerging markets offer promising prospects for the international expansion of olive oil companies. Future international challenges facing the olive oil industry include new market entry, worldwide product promotion, quality standards’ harmonization, enacting trade facilitation schemes, and dealing with the COVID-19 impacts. Findings improve market predictability and transparency, and ultimately support decision-making and strategic planning in the olive oil sector.

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Multilatinas as Sources of New Research Insights: The Learning and Escape Drivers of International Expansion

SSRN Electronic Journal ◽

10.2139/ssrn.2934754 ◽

2015 ◽

Author(s):

Alvaro Cuervo-Cazurra

Keyword(s):

International Expansion ◽

New Research

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Indian pump maker eyes international expansion

Pump Industry Analyst ◽

10.1016/s1359-6128(16)30072-6 ◽

2016 ◽

Vol 2016 (3) ◽

pp. 13

Keyword(s):

International Expansion

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The International Expansion of U.S. Franchise Systems: Status and Strategies

Journal of International Business Studies ◽

10.1057/palgrave.jibs.8490883 ◽

1976 ◽

Vol 7 (1) ◽

pp. 65-75 ◽

Cited By ~ 67

Author(s):

Donald W. Hackett

Keyword(s):

International Expansion

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From Asia to Africa: the international expansion of Hon Chuan enterprise

Emerald Emerging Markets Case Studies ◽

10.1108/eemcs-06-2017-0145 ◽

2018 ◽

Vol 8 (1) ◽

pp. 1-33

Author(s):

Caleb Huanyong Chen ◽

Allan KK Chan

Keyword(s):

Emerging Markets ◽

International Business ◽

Success Factors ◽

Corporate Strategy ◽

Mainland China ◽

Subject Area ◽

International Expansion ◽

Content Type ◽

Key Customer ◽

Beverage Packaging

Subject area International Expansion; Emerging Markets; Corporate Strategy; Strategic Management. Study level/applicability Senior undergraduate; MBA; EMBA. Case overview This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown. Expected learning outcomes This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

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