International Marketing

Backhaus, Klaus; Büschken, Joachim; Voeth, Markus

doi:10.1007/978-0-230-21446-0

Cited by 20 publications

(12 citation statements)

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“…The transferability of findings and replicability of studies is therefore difficult to achieve, given these differences. In addition, much of the existing theory today is still dominated by early conceptualisations, with many textbooks continuing to promote the use of these frameworks as an aid to understanding internationalisation of the firm several decades after the initial work was carried out [25,26], although Hollensen [27] provides a useful comparison of several more contemporary approaches.…”

Section: Internationalisation and Firm Sizementioning

confidence: 99%

The Internationalisation Process of the Smaller Firm: An Examination of the Craft Microenterprise

Fillis¹

2008

TOBJ

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Abstract:This work involves an examination of the internationalisation process of the smaller firm, focusing on the craft enterprise in the United Kingdom and the Republic of Ireland. Craft sector analysis was carried out in order to determine historical precedents as well as to assist in the identification of industry and firm level factors impinging upon domestic and export market behaviour. A range of internationalisation theories are discussed, with the conclusion that the majority of these frameworks fail to readily explain smaller firm exporting behaviour. More recent developments such as the born global firm, the instant international and networking for internationalisation are deemed more appropriate fits for smaller firm internationalisation research. Quantitative results identify the majority of craft firms as microenterprises with almost one half operating as a single person business. Qualitative analysis enabled profiling of craft firm types to be carried out. Four orientations are uncovered: the entrepreneur, the idealist, the lifestyler and the latecomer. A composite framework of the factors uncovered in the analysis is constructed in order to better explain the process of smaller firm internationalisation.

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Section: Internationalisation and Firm Sizementioning

confidence: 99%

The Internationalisation Process of the Smaller Firm: An Examination of the Craft Microenterprise

Fillis¹

2008

TOBJ

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“…Internationalization strategy can be divided up into three major pillars: target market selection, mode of market entry or cultivation and timing strategy (Welge & Holtbrügge, 2006). Target market selection especially is dependent on the two dimensions market attractiveness and market barriers (Meckl, 2010;Backhaus, Büschken, & Voeth, 2003). Market attractiveness and market barriers are not only key determinants of the target market selection decision.…”

Section: Definition Of Internationalization Strategymentioning

confidence: 99%

“…The two factors influence the appropriate level of resource commitment and level of control (Agarwal & Ramaswami, 1992;Hill, Hwang, & Kim, 1990;Malhotra, Agarwal, & Ulgado, 2003). Based on the two dimensions Backhaus, Büschken, and Voeth (2003) defined four simplistic market types shown in Table 1. The illustration is static, but markets can evolve from one type into another.…”

Section: Market Attractiveness and Market Barriers As Determinants Ofmentioning

confidence: 99%

“…Core markets offer the chance for high market penetration by FDI with high resource commitment and high level of control (Backhaus, Büschken, & Voeth, 2003;Meckl, 2010). Occasional markets do not bear high risks, though the low market attractiveness might not be substantial enough to break even with entry modes like FDI which tie up much capital.…”

Section: Market Attractiveness and Market Barriers As Determinants Ofmentioning

confidence: 99%

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Internationalization of Renewable Energy Companies: In Search of Gestalts

Koch¹,

Meckl²

2014

IBR

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Internationalization is an essential component of corporate strategy. The present study, which focuses on the renewable energy sector, is an empirical investigation into the prognostic strength of the Gestalt Approach of International Business Strategies (GAINS approach) for the identification of potentially successful strategies for internationalization, focusing on the mode of market entry.The results show that (1) the GAINS approach has a high prognostic potential for successful internationalization strategies, since (a) FIT configurations represent Gestalts, i.e. they show significantly higher success of internationalization than other configurations, (b) consistent configurations show significantly higher success than congruent configurations and (c) MISFIT configurations prove to be the least successful configuration. (2) Although FIT configurations promise the highest success of internationalization, the results indicate that many companies do not enter into fit configurations. Yet, it was proven, that (3) CONSISTENT configurations are preferred compared to CONGRUENT configurations and (4) MISFIT configurations are significantly being avoided.

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“…A contemporary approach to corporate missions stresses the market-related aspect of core activities: Customers and their needs, a selected target market and the ways in which customer needs are satisfied. Mission statements formulated by transnational companies place an increasing emphasis on the international character of their business operations (Backhaus, Büschken, & Voeth 2001;Cardona & Rey, 2009;Czubała, 2012). The company's strategy reflects the ways in which it considers its future activities-development trends as well as mid-and long-term functioning principles.…”

Section: An International Marketing Strategy In the Concept Of Corpormentioning

confidence: 99%

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

2014

CBR

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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).

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International Marketing

Cited by 20 publications

References 0 publications

The Internationalisation Process of the Smaller Firm: An Examination of the Craft Microenterprise

The Internationalisation Process of the Smaller Firm: An Examination of the Craft Microenterprise

Internationalization of Renewable Energy Companies: In Search of Gestalts

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

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