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chapter. Entering Foreign Markets . McGraw-Hill/Irwin Global Business Today, 5e. © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. 12. INTRODUCTION A firm expanding internationally must decide: which markets to enter when to enter them and on what scale

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  1. chapter Entering Foreign Markets McGraw-Hill/Irwin Global Business Today, 5e © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. 12

  2. INTRODUCTION A firm expanding internationally must decide: which markets to enter when to enter them and on what scale how to enter them (the choice of entry mode) Chapter 12: Entering Foreign Markets

  3. There are several options including: exporting licensing or franchising to host country firms setting up a joint venture with a host country firm setting up a wholly owned subsidiary in the host country to serve that market Chapter 12: Entering Foreign Markets

  4. BASIC ENTRY DECISIONS There are three basic decisions that a firm contemplating foreign expansion must make: Which Foreign Markets? Timing of Entry Scale of Entry and Strategic Commitments Summary Chapter 12: Entering Foreign Markets

  5. ENTRY MODES These are six different ways to enter a foreign market. Exporting Turnkey Projects Licensing Franchising Joint Ventures Wholly Owned Subsidiaries Chapter 12: Entering Foreign Markets

  6. SELECTING AN ENTRY MODE The optimal choice of entry mode involves trade-offs. Core Competencies and Entry Mode Pressures for Cost Reduction and Entry Mode Chapter 12: Entering Foreign Markets

  7. GREENFIELD VENTURE OR ACQUISITION? Should a firm establish a wholly owned subsidiary in a country by building a subsidiary from the ground up (greenfield strategy), or should it acquire an established enterprise in the target market (acquisition strategy)? Chapter 12: Entering Foreign Markets

  8. Pros and Cons of Acquisitions Pros and Cons of Greenfield Ventures Greenfield or Acquisition Chapter 12: Entering Foreign Markets

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