The External and Internal Factors That Influence the Choice of Foreign Entry Modes at Wuhan Iron and Steel Corporation

Ravelomanana, Fidelys; Liang, Yan; Mahazomanana, Christophe; Miarisoa, Leoncine Paul

doi:10.4236/ojbm.2015.31003

Cited by 3 publications

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References 4 publications

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“…Second, expert knowledge is engaged to adjust and validate the results. We are fully aware of the fact that scientific research could not be managed in a black box and we need to take both internal and external factors into consideration (Ravelomanana and Yan et al, 2015), and feedback from various stakeholders can be one of the most important inputs. As an example, in this paper we consulted technical experts to identify the core technologies, we communicated with the senior managers of related firms to understand Tech M&A strategies, we invited governmental officers and policy makers to help consider strategic technologies, and we involved the voices of the customers to evaluate the M&A candidates.…”

Section: Technical Significance Of the Hybrid Methodologymentioning

confidence: 99%

Text mining to gain technical intelligence for acquired target selection: A case study for China's computer numerical control machine tools industry

Zhang

Huang

et al. 2017

Technological Forecasting and Social Change

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Technology strategy plays an increasingly important role in today's Mergers and Acquisitions (M&A) activities. Informing that strategy with empirical intelligence offers great potential value to R&D managers and technology policy makers, this paper proposes a methodology, based on patent analysis, to extract technical intelligence to identify technology M&A target technologies and evaluate relevant target companies to facilitate M&A target selection. We apply the term clumping process and a trend analysis together with policy and market information to profile present R&D status and capture future development signals and trends in order to grasp a range of significant domain-based technologies. Furthermore, a comparison between a selected acquirer and leading players is used to identify significant technologies and sub-technologies for specific strategy-oriented technology M&A activities. Finally, aiming to recommend appropriate M&A target companies, we set up an index-based system to evaluate the acquired target candidates from both firms-side perspective and target firm-side perspective and differentially weigh for specific M&A situations. We provide an empirical study in the field of computer numerical control machine tools (CNCMT) in China to identify technology M&A targets for an emerging Chinese CNCMT company-Estun Automation under different M&A strategies.

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Section: Technical Significance Of the Hybrid Methodologymentioning

confidence: 99%

Text mining to gain technical intelligence for acquired target selection: A case study for China's computer numerical control machine tools industry

Zhang

Huang

et al. 2017

Technological Forecasting and Social Change

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Key Reasons Why Organizations Enter Foreign Markets

et al. 2018

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Research interests: economics, strategic management, economic competitiveness at both micro-and macrolevels; human capital development; HR management; knowledge economy; knowledge management; project management; management in the education sector. This article focuses on the reasons why organizations expand their businesses onto foreign markets as well as different ways in which organizations can enter foreign markets along with the factorsKEY REASONS OF ORGANIZATION'S ENTRY 8 assisting organizations in making this entry successful. Emphasis is made on the importance of globalization and on how globalization has changed the course of doing business in the 21st century.

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International Market Entry Strategies

Divrik

2023

Origin and Branding in International Market Entry Processes

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Entry mode selection is one of the most strategic aspects of international business. The selection of international market entry strategy is an institutional decision that comprises the choice of target market, entry mode, marketing plan, and control system. The right entry mode decision enables companies all assets to enter the targeted foreign markets. The entry modes can be grouped into three categories; export-based methods, non-equity methods (contractual entry), and equity methods (investment entry). The export-based methods can be either indirect export or direct export. The main forms of non-equity methods (contractual entry) are licensing and franchising, and equity methods (investment entry) are foreign direct investment, joint venture and acquisitions, and mergers. In this chapter, the internal and external factors of the target and home country will be analyzed in detail. The main features of entry mode are discussed in detail, and in the last part, factors that have a strategic importance are mentioned.

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The External and Internal Factors That Influence the Choice of Foreign Entry Modes at Wuhan Iron and Steel Corporation

Cited by 3 publications

References 4 publications

Text mining to gain technical intelligence for acquired target selection: A case study for China's computer numerical control machine tools industry

Text mining to gain technical intelligence for acquired target selection: A case study for China's computer numerical control machine tools industry

Key Reasons Why Organizations Enter Foreign Markets

International Market Entry Strategies

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