Foreign market entry strategies of Japanese MNCs.

While much prior research has focused on Japanese multi-national corporations' (MNC) 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, 8 factors are identified in the study. The findings indicate that 5 of the 8 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 MNC's entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.

Main Author: Taylor, Charles.
Other Authors: Zou, Shaoming., Osland, Gregory.
Language: English
Published: 1999
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dc_source_str_mv International Marketing Review 17(2), 2000, 146-163.
author Taylor, Charles.
author_s Taylor, Charles.
spellingShingle Taylor, Charles.
Foreign market entry strategies of Japanese MNCs.
author-letter Taylor, Charles.
author_sort_str Taylor, Charles.
author2 Zou, Shaoming.
Osland, Gregory.
author2Str Zou, Shaoming.
Osland, Gregory.
dc_title_str Foreign market entry strategies of Japanese MNCs.
title Foreign market entry strategies of Japanese MNCs.
title_short Foreign market entry strategies of Japanese MNCs.
title_full Foreign market entry strategies of Japanese MNCs.
title_fullStr Foreign market entry strategies of Japanese MNCs.
title_full_unstemmed Foreign market entry strategies of Japanese MNCs.
collection_title_sort_str foreign market entry strategies of japanese mncs.
title_sort foreign market entry strategies of japanese mncs.
description While much prior research has focused on Japanese multi-national corporations' (MNC) 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, 8 factors are identified in the study. The findings indicate that 5 of the 8 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 MNC's entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.
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dc.title Foreign market entry strategies of Japanese MNCs.
dc.creator Taylor, Charles.
Zou, Shaoming.
Osland, Gregory.
dc.description While much prior research has focused on Japanese multi-national corporations' (MNC) 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, 8 factors are identified in the study. The findings indicate that 5 of the 8 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 MNC's entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.
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