Use of supplier-customer relationships by SMEs to enter foreign markets

Bradley, Frank; Meyer, Ralf; Gao, Yuhui

doi:10.1016/j.indmarman.2005.05.005

Cited by 65 publications

(49 citation statements)

References 40 publications

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“…5;2015 correctly, (3) academic institutions should assist local enterprises in designing products and packaging without costs, (4) entrepreneurs should use raw materials that are easily found in the local area of production, (5) entrepreneurs should reduce the costs of production, and (6) entrepreneurs should use information technology such as the internet and create their own website for marketing channels. In addition, Bradley, Meyer, and Gao (2006) suggested that local entrepreneurs export to international markets by collaborating with large entrepreneurs to seek new target markets in foreign countries. Prayukvong (2005) suggested the key success factor in community enterprises is good decision-making by members of community enterprises and how to use the local wisdom of leaders and group members in their thinking process.…”

Section: Literature Reviews and Conceptual Frameworkmentioning

confidence: 99%

The Guidelines for Management of Community Enterprises: A Case Study of Don Chang Sub-district, Khon Kaen Province, Thailand

Somswasdi¹,

Thongsukhowong²,

Nakapaksin³

2015

ASS

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The objectives of this study are to study the strengths, weaknesses, opportunities and threats facing community enterprises and to study the guidelines for management of community enterprises. In this study we used a qualitative method with in-depth interviews with 48 members of community enterprises, invited 15 people to participate in a focus group, and used content analysis and descriptive analysis to analyze the data. The results of this study found that community enterprises have several problems, such as internal management within their organization and a lack of knowledge of all aspects of management. For the development of community enterprises, a training program is important to improve their knowledge and skill; however, government agencies should act as a host to set up a free training program and enable the members of community enterprises to gain more knowledge and skill to develop their organization.

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Section: Literature Reviews and Conceptual Frameworkmentioning

confidence: 99%

The Guidelines for Management of Community Enterprises: A Case Study of Don Chang Sub-district, Khon Kaen Province, Thailand

Somswasdi¹,

Thongsukhowong²,

Nakapaksin³

2015

ASS

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“…Hollenstein (2005) has explained that the internationalization process of SMEs involves limitations of resources in form of finance, information, and management capacity to a much higher extent for multinational cooperation's. On the other hand, Bradley, Meyer, and Gao (2006) have argued that many SMEs are forced to internationalize, particularly high technology companies, due to the focus on niche markets, shorter product life cycles and frequently, the small size of their domestic markets relative to the potential that exists abroad. Because of the specifics of SMEs, it is unclear whether large company mode choice theories can be applied.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Management of Foreign Market Entry: A Study of Czech Companies

Sairka¹,

Zapletalova²

2014

CBR

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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 internal 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 internationalization 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.

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“…On the other hand, firms tend to regard FDI as a way to access desirable external capabilities and resources, such as logistics support, market information, and technical assistance (Johanson and Mattson 1988). For small firms, network relationships between customers and suppliers or between producers and distributors typically play important roles in their activities in host countries, either in sales or production (Bradley et al 2006;Fujita 1995). SMEs are often more dependent on network linkages because of the risks and managerial complexity associated with FDI.…”

Section: Introductionmentioning

confidence: 99%

Network and Institutional Effects on SMEs’ Entry Strategies

Chiao

2016

Manag Int Rev

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Building on the network and institutional environment perspectives, this study examines the foreign market entry strategies of 851 small and medium-sized enterprises (SMEs) based in Taiwan, a newly industrialized economy. From the network perspective, our findings show that SMEs prefer to enter new markets in two distinct ways: (1) through wholly-owned subsidiaries when they are following their customers into a host country, or when the operations in a host country have more internal network linkages; and (2) through joint ventures when they have stronger supplier relationships. From the institutional environment perspective, SMEs set up wholly-owned subsidiaries when they perceive differences in the macro-economic and industrial-policy environment in a host country; however, they will choose to enter into joint ventures if they perceive a significant degree of socio-cultural difference in a host country. As SMEs decide on entry strategies, they must carefully consider not only the different types of network resource, but also the influence of institutional factors in host countries.

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Use of supplier-customer relationships by SMEs to enter foreign markets

Cited by 65 publications

References 40 publications

The Guidelines for Management of Community Enterprises: A Case Study of Don Chang Sub-district, Khon Kaen Province, Thailand

The Guidelines for Management of Community Enterprises: A Case Study of Don Chang Sub-district, Khon Kaen Province, Thailand

Management of Foreign Market Entry: A Study of Czech Companies

Network and Institutional Effects on SMEs’ Entry Strategies

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