Factors Affecting the Choice of Market Entry Modes in the African Telephony Industry

2012 ◽  
Vol 1 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Maxwell Chanakira
Keyword(s):  
Strategic Alliances ◽  
Market Entry ◽  
Selection Criteria ◽  
Survey Methodology ◽  
International Investment ◽  
Entry Modes ◽  
Market Selection ◽  
Entry Barrier ◽  
Market Strategy ◽  
Factors Affecting

This paper investigates the factors that influence the choice of market entry modes in the African mobile telephony industry - currently, a popular international investment destination. Using the survey methodology, the study focuses on six key enterprises, which account for over 60% of the cell phones in Africa. The empirical evidence suggests that market size in terms of population of the destination country and not psychic distance is the most important market selection criteria for enterprises entering Africa. The dominant entry market strategy for these enterprises is strategic alliances with a view to reduction of financial and commercial risk. Focused strategy is uncommon on the continent. More interestingly, and contrary to extant literature, political risk was not considered a market entry barrier. In any case, politically unstable countries tend to bring in higher returns. These findings are important in informing investors engaged in or with intentions to enter Africa and in enriching international literature. The Stages model and the Eclectic framework individually, are unable to explain the choice of market entry mode in Africa. The key contributions of this study are both theoretical and practical insights on the process of internationalisation.

Selection of Market Entry Strategies

2014 ◽  
pp. 33-47
Author(s):  
Maxwell Chanakira
Keyword(s):  
Mobile Phones ◽  
Strategic Alliances ◽  
Market Entry ◽  
Survey Methodology ◽  
Business Strategies ◽  
Psychic Distance ◽  
Entry Barrier ◽  
Market Strategy ◽  
Entry Strategies ◽  
Selection Of

The purpose of this chapter is to investigate the selection of market entry strategies in the African mobile telephony industry with a view to developing appropriate business strategies and identifying risk factors. Using the survey methodology, the study focuses on six key enterprises, which account for over 60% of mobile phones in Africa. The empirical evidence suggests that market size in terms of population of the destination country and not psychic distance is the most important market selection criteria for enterprises entering Africa. The dominant entry market strategy for these enterprises is strategic alliances. Focused strategy is uncommon on the continent. More interestingly, and contrary to extant literature, political risk was not considered a market entry barrier. In any case, politically unstable countries tend to bring in higher returns. These findings are critical in informing investors engaged in or with intentions to enter Africa and in enriching international literature. The Stages model and the DMP framework individually are unable to explain the choice of market entry strategy in Africa. The key contributions of this study are both theoretical and practical insights on the process of internationalisation.

scholarly journals INTERNATIONAL MARKET ENTRY STRATEGIES, ORGANIZATIONAL CHARACTERISTICS AND THE PERFORMANCE OF MANUFACTURING FIRMS IN KENYA

2017 ◽  
Vol 1 (2) ◽  
pp. 68
Author(s):  
Ken Sukali ◽  
DR R. Musyoka
Keyword(s):  
Multinational Corporations ◽  
Research Design ◽  
Market Entry ◽  
Manufacturing Sector ◽  
International Market ◽  
Unique Contribution ◽  
Sampling Frame ◽  
Entry Modes ◽  
Market Strategy ◽  
Entry Strategies

Purpose: The main purpose of this study was on the influence of international market entry strategies on the performance of manufacturing multinationals in Kenya. Methodology: The research design used in this study was descriptive research design. There are 213 Multinational Corporations in Kenya. Out of the 213 Multinational Corporations, 108 firms are in the manufacturing sector and are located in Nairobi.  The population of the study was  108 firms.  The sampling frame was retrieved from Mars Group Kenya. It is for this reason that the study considered 50% of the population. This yielded 54 firms.  The study used a questionnaire as the preferred data collection tool.  Descriptive statistics included frequencies and measures of central tendency mainly means and frequencies.  Inferential statistics included regression modeling, t-test and Analysis of Variance (ANOVA).Results: Results indicated that manufacturing multinationals used various international market strategies to venture into business. These strategies include licensing; further indicated that the firms used these market strategy entries to a large extent. Regression results indicated that market entry strategies had an influence on performance of the firm (ROA)Unique contribution to theory, practice and policy: The study recommends that the management to evaluate the factors to consider when choosing an entry strategy thoroughly so as to make sure they know the market very well and that the management to evaluate the factors influencing the choice of market entry modes. This is to ensure that they choose the best mode.

scholarly journals Determinants of the choice of combined modes for foreign market entry: the case of Korean firms entering into Uzbekistan

2020 ◽  
Vol 7 (1) ◽  
pp. 83-94
Author(s):  
Wonchan Ra
Keyword(s):  
Market Entry ◽  
Entry Mode ◽  
Single Mode ◽  
Foreign Market ◽  
Manufacturing Firms ◽  
Foreign Market Entry ◽  
Entry Modes ◽  
Factors Affecting ◽  
Foreign Operations ◽  
Combined Mode

The choice of an entry mode is one of the most critical decisions for firms expanding abroad. There are a variety of foreign market entry modes such as exporting, licensing, and foreign direct investment. While many firms use only one single mode, others frequently employ multiple different combined modes for a foreign entry in a package. Mode combination can be an effective way to achieve better performance in foreign operations because of the different modes in a combination package complement each other. The topic of mode combination, however, has not yet been extensively studied theoretically and empirically. In this paper, we examine factors affecting firms’ choice between a single-mode and a combined mode by establishing hypotheses and testing them using questionnaire survey data on Korean manufacturing firms’ recent entry into Uzbekistan.

Market entry modes in a multipolar world: Untangling the moderating effect of the political environment

2015 ◽  
Vol 24 (3) ◽  
pp. 419-429 ◽  
Author(s):  
Maria A. De Villa ◽  
Tazeeb Rajwani ◽  
Thomas Lawton
Keyword(s):  
Market Entry ◽  
Moderating Effect ◽  
The Political ◽  
Political Environment ◽  
Entry Modes

scholarly journals Toward A Concept Of Territorial Retailing Strategy

2011 ◽  
Vol 6 (1) ◽  
pp. 51
Author(s):  
E. K. Valentin
Keyword(s):  
Selection Criteria ◽  
Retail Market ◽  
Strategic Decisions ◽  
Market Selection

Conventional geographic retail market selection criteria are potentially misleading and speciously isolated from interrelated strategic decisions. In fact, current concepts of territorial retailing strategy are superficial at best. The framework developed in this article provides a start toward mitigating the noted shortcomings.

scholarly journals MOBILITAS KARIR DALAM ORGANISASI: IMPLIKASI DARI SISTEM KARIR DAN PERAN LEADERSHIP

2003 ◽  
Vol 2 (2) ◽  
Author(s):  
Imronudin .
Keyword(s):  
Career Choice ◽  
Selection Criteria ◽  
Organizational Context ◽  
Career Mobility ◽  
Training And Development ◽  
Leadership Role ◽  
Family Influence ◽  
Self Concept ◽  
Factors Affecting ◽  
And Training

Career development in organization is an issue that getting more and more attention, both from academicians and practitioners. Career mobility in organization can't be separated from leadership role within, Moreover, career system applied in organization also has effect toward career mobility. Career mobility in an organization can be viewed either in individual context or organizational context. In an individual context, there are several factors affecting career mobility, such as social class; education and training; self-concept regarding career; career choice; family influence; age; gender; and race. At the same time, career mobility in an organizational context is affected by factors such as internal tabor market; career ladder; promotion; training and development; selection criteria and method; and internal competition.

scholarly journals Social dimensions of distance postgraduate education in Greece

2017 ◽  
Vol 15 (14) ◽  
pp. 7472-7485
Author(s):  
ANDREAS KARAOULANIS
Keyword(s):  
Distance Learning ◽  
Survey Methodology ◽  
Postgraduate Education ◽  
Social Dimensions ◽  
Factors Affecting ◽  
Postgraduate Studies ◽  
Job Prospects

Although distance learning has no less effectiveness than on campus education (Young J, 2000), is still unclear why Greek students adopt the HOU for their postgraduate studies. This research addresses the following questions: “What makes the Greek students to decide to pursue their postgraduate degree via the HOU instead of the on campus one? Which are the factors affecting their decision? Which are the most important of them?” This research followed the survey methodology with the use of email questionnaires which followed the snow ball technique, while the results were analysed by the Dedoose software. The findings indicated that reasons like financial needs, time, flexibility and job prospects are influencing students towards their decision, while factors like family and friends are the catalysts in that direction. Our analysis suggests that the results can help HOU understand that need to help students overcome their contemporary societal barriers towards a better future.

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