Russian Restaurant with Japanese Cuisine Makes Foreign Markets' Selection: The Case of Two Sticks

2012 ◽  
Vol 16 (02) ◽  
pp. 335-346
Author(s):  
Andrei Panibratov
Keyword(s):  
Business Strategy ◽  
Foreign Market ◽  
Study Groups ◽  
Business Environment ◽  
Foreign Market Entry ◽  
Chinese Market ◽  
Expansion Strategy ◽  
Advantages And Disadvantages ◽  
Marketing Activities ◽  
Promotion Process

The case considers the problem of the expansion strategy of the Russian Japanese restaurant Dve Palochki (Two Sticks). The focus of the case is the exploration of the regional and international opportunities for the company, particularly the Chinese market. This case is recommended for discussion in study groups in an international business strategy course when considering the following issues: choosing a foreign market entry strategy; internationalization of SME; the marketing and HR policy of a firm that is in the process of initial internationalization. This case is intended for analysis of the decisions a medium-sized enterprise's management has to make regarding its foreign expansion. Students are expected to examine the problems linked to quality management, the development of marketing activities, the adjustment of the brand concept, and the organizational restructuring. The analysis can be carried out with the following aims: to evaluate the business environment of newly internationalizing firms in the Japanese restaurant sector as it exists today in the Russian market; to realize the perspectives and difficulties of working in developing and developed markets for a firm in the process of internationalization; to carry out comparative analysis of the advantages and disadvantages of foreign strategies based on strong marketing and HR policies; to examine the promotion process of the restaurant in Russia and evaluate the options for implementing its principles in new overseas locations.

With your headphones on: go global or stay local?

2017 ◽  
Vol 7 (1) ◽  
pp. 1-21
Author(s):  
Piotr Wójcik ◽  
Aleksandra Wasowska ◽  
Krzysztof Oblój ◽  
Mariola Ciszewska-Mlinaric
Keyword(s):  
Decision Making ◽  
International Business ◽  
Business Strategy ◽  
Foreign Market ◽  
Learning Outcome ◽  
Foreign Market Entry ◽  
Class Discussion ◽  
Entry Modes ◽  
Content Type ◽  
Advantages And Disadvantages

Subject area International Business, Entrepreneurship. Study level/applicability This case has been used previously in an international business strategy module on MA courses at Kozminski University, Poland. Case overview The case details Audioteka’s (a Polish audiobook company) history between 2007 and 2013, from the perspective of Marcin, one of the co-founders. The company was founded in 2008 by Marcin Beme and Blazej Kukla and internationalized soon after. Marcin was an experienced entrepreneur, while Blazej was a sound engineer. Both sought to combine their complementary skills and experience to start a business aimed at selling audio recordings. The case is divided into Parts (A) and (B) and is designed to teach international entrepreneurship, lying at the intersection of international business and entrepreneurship. Part (A) is set in 2011 and tracks the company’s evolution from the conception of an idea to establishing a start-up and developing a product. Part (B) is set in 2013 and covers early foreign expansion between 2011 and 2013. The case is focused on the challenges that Marcin faces when developing Audioteka and expanding abroad. It allows students to understand the decision-making logic of an international new venture (INV), choices made and execution while internationalizing. Students will be able to explore how a company adapts its product; how it enters foreign markets; how it overcomes the liabilities of foreignness, smallness, newness and outsidership through establishing partnerships with big companies (telecoms, automakers); and how it appreciates the risks involved in this process. Expected learning outcomes This case is the basis for a class discussion rather than for illustrating either effective or ineffective handling of a managerial situation. From this case, MA students will learn how an entrepreneurial firm makes strategic decisions and becomes international. The first learning outcome is to evaluate the concepts of liability of origin, foreignness, outsidership, smallness and newness, and to explore ways of overcoming them. Second, the expected learning outcome is to assess differences between the Uppsala model of internationalization and born-global/INV phenomenon. Third, students, by examining particular foreign market-entry modes, are expected to evaluate their advantages and disadvantages. Finally, students are expected to understand the concept of “effectuation” and apply it to the decision-making process in early internationalization. Subject code CSS 5: International Business.

The intellectual core and structure of international business strategies (IBS)

2019 ◽  
Vol 29 (3) ◽  
pp. 180-206 ◽  
Author(s):  
Som Sekhar Bhattacharyya ◽  
Surabhi Verma
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Foreign Market ◽  
Two Dimensions ◽  
Growth Strategy ◽  
Foreign Market Entry ◽  
Intellectual Structure ◽  
Business Strategies ◽  
Content Type ◽  
And Cluster Analysis

Purpose International Business Strategies (IBS) literature deliberated on the strategic planning and strategy implementation of home country firms in foreign markets. IBS had become a very potent growth strategy for firms. IBS as a body of knowledge had become substantial in the last few decades of research. To this end, and as a complex field of study, this paper aims to conceptually map this IBS literature. Hence, the purpose of this paper is to present a visual mapping of intellectual structure in two dimensions and to identify the subfields of IBS through co-citation analysis. Design/methodology/approach All the citation documents were included in the Web of Knowledge (WoK) database between the years 1993 and 2018. For the multivariate analysis, this study applied a sequence of statistical analyses including factor analysis, multidimensional scaling and cluster analysis. Through these techniques, this research study tried to summarize the condition and status of IBS research by classifying the IBS literature into four categories. Findings IBS literature has been classified into four categories, namely, evolutionary aspects of IBS; firm strategic objectives and IBS; institutional theory and IBS in emerging economies; and foreign market entry strategies for internationalization. Research limitations/implications Based upon the basis of the analysis of extant research in IBS, the current and future extension research topics have been presented. This would help future researchers to understand the white spots for undertaking research in future. Originality/value This was one of the very first studies that mapped the International Business Strategy literature and categorized IBS literature.

Battle of the glitters in the United Arab Emirates

2020 ◽  
Vol 10 (2) ◽  
pp. 1-19
Author(s):  
Mana Khalifa Almheiri ◽  
Syed Zamberi Ahmad ◽  
Abdul Rahim Abu Bakar
Keyword(s):  
United Arab Emirates ◽  
Business Strategy ◽  
Market Failure ◽  
Poor Performance ◽  
Business Environment ◽  
Customer Segmentation ◽  
Content Type ◽  
Trading Company ◽  
Advantages And Disadvantages ◽  
Academic Level

Learning outcomes Expected learning objectives students will be able to examine the possible reasons for a company’s poor performance using relevant business tools. Students will be able to critically assess the role of technology and social media in the gem and jewellery industry in Dubai. Students will be able to analyse the customer segmentation approach used by five diamonds and to critically analyse its advantages and disadvantages. Students will be able to use the SWOT framework to identify the key weaknesses of and threats to five diamonds and identify the strengths and opportunities that the company needed to capitalize on, to be more competitive in the industry and generate high profitability. Students will be able to critically analyse the fit between the firm’s current business strategy and its business environment and develop a “turnaround” strategy. Case overview/synopsis Five diamonds were a trading company that dealt in gems and jewellery, natural pearls and branded watches. The company had been founded by Mustafa Al Fardan in 2003 and was currently run by his son Mohammed Al Fardan who held the position of General Manager. The company was based in Dubai, United Arab Emirates (UAE) with two local branches and eight international branches in China, France, India, Switzerland, Hong Kong and the UK. The branches were located in Palm Strip Jumeirah and in the Jumeirah Al Naseem Hotel, in the Umm Sequim area. The Palm Strip Jumeirah region is one of the largest and crowded areas in Dubai with world-class facilities such as hotels, clinics, restaurants, beaches and clubs, making it a perfect location for tourists. The Umm Sequim region is in the same area where the iconic seven-star hotel, Burj Al Arab, is located. The place is also a “must be” place for tourists and has recorded a significant increase in traffic at different times of the year. Despite their strong presence locally and internationally, the firm was facing fierce competition from the hostile business environment. Industry trends and the business environment were changing the local and global gems and jewellery industry landscape. These changes had offset five diamonds’ business strategy and its long-held business tradition. As a result, the company yearly profit had started to plummet. The company needed to revise its existing business strategy and the way it operated in the market. Failure to do so would have resulted in the firm missing the huge growth opportunity and also put itself into jeopardy. Complexity academic level This case is useful for undergraduate and postgraduate students majoring in marketing, business management and/or strategic management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

scholarly journals ECONOMIC PRINCIPLES OF EFFECTIVE MARKETING ACTIVITY OF A MANUFACTURING ENTERPRISE

2021 ◽  
Author(s):  
Polina Sokol ◽  
Maryna Ihnatova ◽  
Olga Pivovarova
Keyword(s):  
Business Environment ◽  
Point Of View ◽  
Competitive Advantages ◽  
Structural Elements ◽  
Marketing Activity ◽  
Marketing Environment ◽  
Advantages And Disadvantages ◽  
Theoretical Approaches ◽  
Marketing Activities ◽  
A Company

The article outlines the main directions of marketing activities of the production enterprise. The effectiveness of marketing activity of a business entity from the point of view of economic indicators is investigated. Finds that the formation of a set of indicators is the basis for the analysis of efficiency, which allows a phased evaluation of strategy implementation and helps to find answers about further actions in a competitive environment. The analysis of recent researches and publications has been carried out and it has been discovered that today there is a lask of unified approach and appropriate methods for assessing the effectiveness of both marketing activity in general and its individual structural elements. Theoretical approaches to the category of "efficiency" of marketing, which characterizes the competitiveness of the production enterprise, are considered. It is proved that marketing activity is characterized not only by the ratio of the obtained financial results but also the other factors of internal and external marketing environment that may have an impact on the end results (for example, sales volume, revenue, profitability, ets.). Features of marketing communications of the enterprise are considered. Competitive advantages and disadvantages of the presented real enterprise are determined. The process of determining the effectiveness of marketing activity is substantiated, revealing the main indicators that influence its level. The economic position of the production enterprise in a competitive business environment is justified. The directions and measures to improve the marketing activities of the production enterprise are proposed. The conclusion is made that the calculation of a complex indicator of the effectiveness of marketing activities of a company is a significant direction in assessing the state and level of development of the marketing complex at the enterprise. The indicator allows it to quickly detect and eliminate deviations in the achievement of goals and tasks, which, accordingly, affects the overall efficiency of the enterprise's production and economic activity.

scholarly journals Systematic Analysis of Literature on the Marketing of Healthcare Systems. Challenges for Russian and Romanian Healthcare Systems

Healthcare ◽  
2021 ◽  
Vol 9 (6) ◽  
pp. 656
Author(s):  
Vladimir Bulatnikov ◽  
Cristinel Petrişor Constantin
Keyword(s):  
Quality Of Healthcare ◽  
Healthcare Systems ◽  
Business Environment ◽  
Competitive Advantages ◽  
Systematic Analysis ◽  
Scientific Databases ◽  
Advantages And Disadvantages ◽  
Funds Allocation ◽  
New Perspective

This paper aims at finding the most dominant ideas about the marketing of healthcare systems highlighted in the mainstream literature, with a focus on Russia and Romania. To reach this goal, a systematic analysis of literature was conducted and various competitive advantages and disadvantages of the medical models that require special attention from the governments are considered. In this respect we examined 106 papers published during 2006 to 2020 found on four scientific databases. They were selected using inclusion and exclusion criteria according to PRISMA methodology. The main findings of the research consist of the opportunity to use marketing tools in order to improve the quality of healthcare systems in the named countries. Thus, using market orientation, the managers of healthcare systems could stimulate the innovation, the efficiency of funds allocation and the quality of medical services. The results will lead to a better quality of population life and to an increasing of life expectancy. As this paper reviews some articles from Russian literature, it can add a new perspective to the topic. These outcomes have implications for government, business environment, and academia, which should cooperate in order to develop the healthcare system using marketing strategies.

Management of foreign market entry

1992 ◽  
Vol 1 (3) ◽  
pp. 2 ◽  
Author(s):  
Jan Johanson ◽  
Jan-Erik Vahlne
Keyword(s):  
Market Entry ◽  
Foreign Market ◽  
Foreign Market Entry

Understanding legitimacy in the foreign market entry process

2009 ◽  
Vol 2 (4) ◽  
pp. 453 ◽  
Author(s):  
Sabine Gebert Persson ◽  
Eniko Kaptalan Nagy
Keyword(s):  
Market Entry ◽  
Foreign Market ◽  
Foreign Market Entry

Overcoming economic liminality: internationalization of B2B SME’s from a small emerging economy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Barney G. Pacheco ◽  
Syed Akhter
Keyword(s):  
Emerging Market ◽  
Foreign Market ◽  
Emerging Economy ◽  
Foreign Market Entry ◽  
Valuable Insight ◽  
Content Type ◽  
Qualitative Research Design ◽  
Theoretical Perspectives ◽  
Internationalization Strategies ◽  
The Impact

Purpose Current research on small to medium enterprise (SME) internationalization has generated valuable insight but continues to overlook the activities of business-to-business (B2B) SMEs located in small emerging economies. This study aims to fill this gap by testing the applicability of the ownership, location and internalization (OLI) framework to understand the internationalization strategies of small B2B firms in Trinidad and Tobago, a small emerging Caribbean economy. Design/methodology/approach The study used a qualitative research design, which involved in-depth interviews with senior executives of three firms in the B2B sector who were knowledgeable about their firm’s internationalization process. Thematic analysis was then used to understand the motivations and strategies underpinning the internationalization approach adopted by each firm. Findings Contrary to the stereotype of SMEs in emerging markets as fragile enterprises, there is evidence that firms exploited the development of innovative products and processes to facilitate foreign market entry and expansion. Additionally, firms overcame resource limitations by relying on governmental ties and leveraging networking opportunities. The findings also call attention to the impact of organizational learning and the role of knowledge as a dynamic capability. Originality/value Both the context of the study and the application of the OLI framework contributes to the extant literature by yielding substantive insights into the internationalization strategies of B2B firms in a small emerging economy. The findings further highlight how the OLI framework can be supplemented by other theoretical perspectives to better understand internationalization by emerging market SMEs.

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