Management of Foreign Market Entry： A Study of Czech Companies

Internationalization of company activities is the necessity of the development for majority of entrepreneurial subjects in the Czech Republic. Internationalization of entrepreneurial activities becomes a tool of business competitiveness. Selecting the right foreign entry mode is an important decision, which demands a lot of resources and thorough planning. The factors influencing company＇s choice of entry mode are divided into two main groups subsuming--external and internal factors. External factors consist of determinants regarding the company＇s environment while the intemal ones are determined by the company＇s specific factors. The opening of new markets such as in the Czech Republic has created the potential for small and medium-size enterprise （SME） expansion and investment. The objective of this paper is to present an application of the entry modes of the selected Czech entrepreneurial subjects. The companies included in the study are those that have undertaken internationalization activities and are incorporated in the Czech Republic. There were a total of 297 enterprises that participated in the research. The research method was an oral questioning and the main instrument was a questionnaire. A relatively low degree of Czech companies that have undergone intemationalization has resulted in the dominance of the least advanced forms of internationalization expansion, mainly exports with a small share of more advanced forms of foreign direct investments and a very low level of forms of international cooperation. Czech companies are in decision about the choosing the foreign entry mode influenced by the many factors. The greatest influence on the choice of foreign entry mode has entry mode variables. Entry mode variables constitute variables assessment characteristics of particular entry mode.

Contract Manufacturer's Market Entry and Its Impact under Asymmetric Customer Loyalty

We study a supply chain in which an original equipment manufacturer(OEM)outsources manufacturing functions to a contract manufacturer(CM)for cost saving.In addition to accepting the OEM's order,the CM can develop self-branded products and enter the end-market.Because of the OEM's well-known brand and long-term good reputation,we take the asymmetric customer loyalty into consideration-a fraction of customers are loyal customers(LCs)who only consider buying the product from the OEM,while other customers in the market are non-loyal customers(NCs)who might switch to purchasing the CM7s product because of the lower selling price.We explore whether the CM will enter the end-market and if so,what is the impact of the market entry on the OEM and the entire supply chain.Counterintuitively,we find that there will be no market entry when the CM is relatively strong,i.e.,the CM is able to provide self-branded products with relatively high acceptance and the CM has a relatively large bargaining power.In addition,when the NC segment is an important profit source for the OEM,i.e.,the NCs7 market size is relatively large and their willingness-to-pay is relatively high,the market entry will not occur,either.The OEM's profit is always hurt by the CM's market entry unless the OEM always only sells the product to the LCs,while the supply chain sometimes can get benefit.Through numerical simulations,we reveal the relationships between the profit change of different parties and the key parameters,such as the relative willingness-to-pay and market sizes of two types of customers,the CMrs bargaining power and the acceptance of the CMrs product,when the market entry becomes an available option for the CM.The impact of production cost difference on the market entry decision and profit changes is also analyzed in the extension when producing the OEM's product is more costly for the CM than producing the self-branded product.

EXPLORING THE VARIOUS APPROACHES OF A RESEARCH INSTITUTE'S ENTRY INTO THE MARKET

To meet the demands posed by the socialist market economy, to foster the close integration of science & technology with the national economy and thus to promote the development of the forces of production are targets pursued by the current drive of restructuring China’s existing S&T system.For this,the CAS Shenyang Branch has conducted rewarding exploration by diversifying various approaches when moving into the market.As a result,it is not only boosting its own development,but also increasing the strength of the local economy.

Internationalization and the Structure of the Company＇s Marketing Strategy on International Markets Theoretical Remarks

The paper presents theoretical reflection upon international marketing strategy in the framework of internationalization and globalization of the market. It consists of four parts. The first one debates the nature and reasons for corporate internationalization. The second part shows an international marketing strategy in the concept of corporate expansion. The strategy consists of two elements： the basic dimensions of foreign market entry modes （part 3） and business presence strategies in overseas markets （part 4）. This paper proposes a theoretical framework for research conducted by Department of Marketing of the Cracow University of Economics. The research has been conducted as a part of grant received by Polish National Centre of Science.

Chinese Electric Vehicle Brands'Strategic Entry into the European Market

This article examines the entry of Chinese EV brands into the European market,emphasizing the significance of Europe's strong environmental policies and consumer demand for sustainable transport.It discusses the strategic approaches of companies like Geely,Lynk&Co,MG,and Polestar,highlighting their tailored market strategies,challenges,and opportunities amidst stringent regulations and diverse consumer behaviors.The focus is on how these brands adapt and position themselves within the competitive landscape,aiming to capitalize on Europe's shift towards electric mobility.

Chinese New Energy Vehicles Venturing into Southeast Asia: Market Challenges and Strategic Layout

This paper explores how Chinese New Energy Vehicle(NEV)enterprises can effectively enter and expand in the Southeast Asian market,analyzing the challenges faced and proposing strategies for market entry and marketing.It highlights the rapid development and technological innovation trends of China's NEV industry and its potential in the Southeast Asian market.The diversity,differentiated market demand,and complex policy environment of Southeast Asia pose major challenges.The strategies suggested include diversified market entry modes,precise product positioning,brand development,and technological differentiation,aiming to provide practical market entry strategies for Chinese NEV enterprises to enhance their global competitiveness.

Regulatory and Non Regulatory Barriers which Limit the Entry of International Telecommunication Service Companies into Asian Markets

This paper compares the development of telecom regulation and deregulation between some typical Asian countries, and analyzes the telecom regulatory systems and industrial organizations of China. This paper also investigates the approaches and strategies of Asian countries to reduce the regulation, reinforce the competition and establish efficient telecom industries. Having examined the Asian telecommunication markets, the paper attempts to apply the lessons learned from the opening of the telecoms markets of the developed economies. Finally the paper contends that if Asian economies wish to have nationally based companies, state or private enterprises, in a competitive postion, the format of the implementation of the WTO/GATS basic telecoms agreement should be carefully examined.

IP and Competitiveness of Chinese Telecom Firms

Based on the influence, this paper discusses the perspectives of IP technology. It illustrates that IP is changing the service structure of China Telecom and IP is striking traditional telecom networks and changing the competitive structure of telecom markets. IP is one of core technologies in future telecom networks and there is an opportunity for Chinese telecom firms to quicken their network innovation and improve the competitiveness for their sustainable development.