Foreign Market Entry Strategies of Japanese MNCs

Charles R. Taylor; Shaoming Zou; Gregory E. Osland

doi:10.1108/02651330010322624

Foreign Market Entry Strategies of Japanese MNCs

Charles R. Taylor, Shaoming Zou, Gregory E. Osland

Research output: Contribution to journal › Article › peer-review

Abstract

<p> While much prior research has focused on Japanese multi&hyphen;national corporations’ (MNCs) marketing strategies, little is known about the factors that influence Japanese MNCs’ foreign market entry mode choice. In this study, a survey of Japanese MNCs is conducted in order to assess the factors that are the most influential in the foreign market entry decisions of Japanese MNCs. Using bargaining power theory, eight factors are identified in the study. The findings indicate that five of the eight factors (stake of the host country, need for local contribution, riskiness of the host country, resource commitment, and host government restrictions) are significant predictors of Japanese MNCs’ entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.</p>

Original language	American English
Journal	Scholarship and Professional Work - Business
Volume	17
Issue number	2
DOIs	https://doi.org/10.1108/02651330010322624
State	Published - Jan 1 2000

Keywords

International marketing
Market entry
Marketing strategy
Multinationals

Disciplines

Business
Business Administration, Management, and Operations
International Business
Marketing

Access to Document

10.1108/02651330010322624License: Unspecified

Foreign Market Entry Strategies of Japanese MNCsFinal published version, 830 KBLicense: Unspecified

Cite this

@article{dd8442a433944a519578b82e9466bcd4,

title = "Foreign Market Entry Strategies of Japanese MNCs",

abstract = " While much prior research has focused on Japanese multi&hyphen;national corporations’ (MNCs) marketing strategies, little is known about the factors that influence Japanese MNCs’ foreign market entry mode choice. In this study, a survey of Japanese MNCs is conducted in order to assess the factors that are the most influential in the foreign market entry decisions of Japanese MNCs. Using bargaining power theory, eight factors are identified in the study. The findings indicate that five of the eight factors (stake of the host country, need for local contribution, riskiness of the host country, resource commitment, and host government restrictions) are significant predictors of Japanese MNCs’ entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.",

keywords = "International marketing, Market entry, Marketing strategy, Multinationals",

author = "Taylor, {Charles R.} and Shaoming Zou and Osland, {Gregory E.}",

year = "2000",

month = jan,

day = "1",

doi = "10.1108/02651330010322624",

language = "American English",

volume = "17",

journal = "Scholarship and Professional Work - Business",

number = "2",

}

TY - JOUR

T1 - Foreign Market Entry Strategies of Japanese MNCs

AU - Taylor, Charles R.

AU - Zou, Shaoming

AU - Osland, Gregory E.

PY - 2000/1/1

Y1 - 2000/1/1

N2 - While much prior research has focused on Japanese multi&hyphen;national corporations’ (MNCs) marketing strategies, little is known about the factors that influence Japanese MNCs’ foreign market entry mode choice. In this study, a survey of Japanese MNCs is conducted in order to assess the factors that are the most influential in the foreign market entry decisions of Japanese MNCs. Using bargaining power theory, eight factors are identified in the study. The findings indicate that five of the eight factors (stake of the host country, need for local contribution, riskiness of the host country, resource commitment, and host government restrictions) are significant predictors of Japanese MNCs’ entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.

AB - While much prior research has focused on Japanese multi&hyphen;national corporations’ (MNCs) marketing strategies, little is known about the factors that influence Japanese MNCs’ foreign market entry mode choice. In this study, a survey of Japanese MNCs is conducted in order to assess the factors that are the most influential in the foreign market entry decisions of Japanese MNCs. Using bargaining power theory, eight factors are identified in the study. The findings indicate that five of the eight factors (stake of the host country, need for local contribution, riskiness of the host country, resource commitment, and host government restrictions) are significant predictors of Japanese MNCs’ entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.

KW - International marketing

KW - Market entry

KW - Marketing strategy

KW - Multinationals

UR - https://digitalcommons.butler.edu/cob_papers/243

U2 - 10.1108/02651330010322624

DO - 10.1108/02651330010322624

M3 - Article

VL - 17

JO - Scholarship and Professional Work - Business

JF - Scholarship and Professional Work - Business

IS - 2

ER -

Foreign Market Entry Strategies of Japanese MNCs

Abstract

Keywords

Disciplines

Access to Document

Other files and links

Cite this