A systematic approach to international market selection: measuring the attractiveness of emerging economies in the case of the timber industry

Using the Diebold and Yilmaz (2012) spillover method, this study attempts to evaluate the strength and direction of cross-country interactions of macroeconomic activity across US, Japan, Germany, China, India and Russia. Apart from a base model, it frames two alternative models; one is based on principal component analysis (PCA) incorporating important macroeconomic variables from each country and another model is based on industrial production index; both evaluate the robustness of our empirical findings. It finds that 62% of variations in growth rates of all six countries are due to their mutual interdependence among them and it also reflects that the emerging economies like China and Russia take the lead in influencing foreign economic activities. It suggests that the concrete policy action is required to diversify the international market interdependency of a domestic economy as it may jeopardise the macroeconomic stability when uncertainty is generated in foreign economies. The empirical analysis is found to be robust.

Download Full-text

A hybrid approach to international market selection: The case of impact investing organizations

International Business Review ◽

10.1016/j.ibusrev.2019.101624 ◽

2020 ◽

Vol 29 (1) ◽

pp. 101624

Author(s):

Roy Mersland ◽

Samuel Anokye Nyarko ◽

Amila Buddhika Sirisena

Keyword(s):

Hybrid Approach ◽

International Market ◽

Market Selection ◽

Impact Investing

Download Full-text

Entry Strategy and Export Marketing in Emerging Markets: A Small Player Case

Asian Journal of Management Cases ◽

10.1177/0972820119827358 ◽

2019 ◽

Vol 16 (1) ◽

pp. 76-85

Author(s):

Peachayanant Lorvoralak ◽

Winai Wongsurawat

Keyword(s):

Environmental Factors ◽

International Business ◽

Emerging Economies ◽

Construction Material ◽

International Market ◽

Export Marketing ◽

Academic Researchers ◽

Entry Strategy ◽

Industry Leader

The internationalization of dominant market leaders such as Haier (China), Tata Group (India) and CEMEX (Mexico) in emerging economies has attracted immense amounts of interest among academic researchers. A less-explored area is how non-dominant, second-movers venture into the international market. How do small players connect with foreign customers while operating in the shadows of the industry leader? What decisions are serendipitous and what actions are deliberate? What are the key environmental factors and internal decisions that propel a secondary player to place more chips in the international market? This case study addresses these questions using an example of a construction material manufacturer from Southeast Asia. It is suitable as a discussion starter in an international business class, especially for topics such as entry strategy, export marketing and the organization of international business.

Download Full-text