Analysis and Evaluation of Market Entry Modes into the Asia-Pacific Region

Table of Contents

1. Part 1: General Introduction and Theoretical Context

1.1 Chapter I: The Discussed Topic

1.2 Chapter II: The Framework of the Thesis

1.2.1 Methodical Approach

1.2.2 Content Structure

1.2.3 The Boundaries of this Discourse

1.3 Chapter III: Introduction to the Case Study and the Writer’s Motivation

2. Part 2: Introduction to International Marketing

2.1 Chapter IV: The Trend Towards Internationalisation

2.1.1 Internationalisation of SMEs – Key Players in a Global Economy?

2.2 Chapter V: The Definition of International Marketing

2.3 Chapter VI: The Process of International Marketing

2.3.1 Market Entry Strategies - The Focus of this Thesis

2.3.2 International Marketing and its Link to International Strategy

3. Part 3: International Strategy - Market Entry Modes

3.1 Chapter VII: Incentives to Go Global

3.1.1 Company Internal Factors

3.1.2 Company External Factors

3.2 Chapter VIII: International Corporate-Level Strategy and its Correlation to Market Entry Strategy

3.2.1 Multidomestic Strategy

3.2.2 Global Strategy

3.2.3 Transnational Strategy

3.3 Chapter IX: International Market Entry – Overview

3.3.1 Key Decision 1: Where? – Country Choice

3.3.2 Key Decision 2: When? – Timing Strategy

3.3.3 Key Decision 3: How? – Market Entry Mode

3.4 Chapter X: Three Chosen Focuses

3.4.1 Geographical Focus: The Asia-Pacific Region

3.4.2 Focus on Company Characteristics: SMEs

3.4.3 Focus on the Business Type: Industrial Goods Business

4. Part 4: Feasibility Study of the Market Entry Modes

4.1 Chapter XI: Introduction to the Feasibility Study

4.2 Chapter XII: Feasibility Study of the Market Entry Modes in Consideration of the Three Chosen Focuses

4.2.1 Exporting

4.2.2 Licensing

4.2.3 Franchising

4.2.4 Foreign Contract Manufacturing Agreements

4.2.5 Strategic Alliances

4.2.6 Joint Ventures

4.2.7 Acquisitions

4.2.8 Greenfield Operations

4.3 Chapter XIII: The Result of the Feasibility Study

4.3.1 The Answer to Sub-Question 1 of the Research Problem

4.3.2 Additional Interpretation and Conclusion of the Feasibility Study

5. Part 5: The Asia-Pacific Market Entry of a German SME

5.1 Chapter XIV: The AdPhos Plc.

5.1.1 Corporate History

5.1.2 Company Profile

5.2 Chapter XV: The Asian Coil-Coating Market – A Short Digression

5.2.1 Introduction to the Coil-Coating Industry

5.2.2 Comparison of the Global Coil Coating Markets

5.2.3 Conclusion

5.3 Chapter XVI: AdPhos’ Market Entry Into the Asia-Pacific Region

5.3.1 Incentives to Enter the Asia-Pacific Region

5.3.2 Chronology of the Asia-Pacific Market Entry

5.3.3 Analysis of AdPhos’ Market Entry Strategy

5.4 Chapter XVII: The AdPhos Plc. and Serwik Co., Ltd. in Bangkok, Thailand – A Strategic Alliance

5.4.1 Introduction

5.4.2 Characteristics of the Strategic Alliance

6. Part 6: Outlook, Evaluation and Resume

6.1 Chapter XVIII: Outlook

6.1.1 Future Market Trends in the Asia-Pacific

6.1.2 Future Developments of the Strategic Alliance

6.2 Chapter XIX: Evaluation of AdPhos’ Market Entry Mode Decision

6.2.1 Introduction to the Evaluation Model

6.2.2 The Result of the Scoring Model – Quantified Evaluation

6.2.3 The Answer to Sub-Question 2 of the Research Problem

6.2.4 Additional Interpretation

6.2.5 Derived Recommendations

6.3 Chapter XX: Resume – Final Statement

Objectives and Core Topics

This thesis aims to establish a structured guideline for Small and Medium-sized Enterprises (SMEs) in the industrial goods sector to evaluate appropriate market entry modes for the Asia-Pacific region. The core research question addresses which entry modes are feasible for such companies and how they can be evaluated within a specific situational context using a scoring model.

• International market entry strategies for SMEs
• Economic and structural characteristics of the Asia-Pacific region
• Industrial goods and project business marketing requirements
• Feasibility assessment of various market entry modes (exporting, licensing, strategic alliances, etc.)
• Quantified decision-making models for market entry evaluation

Excerpt from the Book

Summary of Chapters

Part 1: General Introduction and Theoretical Context: Provides an introduction to the research topic, defines the framework and research question, and introduces the case study of AdPhos Plc.

Part 2: Introduction to International Marketing: Examines global trends in internationalisation and defines the core principles and processes of international marketing.

Part 3: International Strategy - Market Entry Modes: Discusses the incentives for globalization, international corporate strategies, and provides a systematic overview of market entry modes.

Part 4: Feasibility Study of the Market Entry Modes: Implements a detailed feasibility study evaluating different entry modes based on the three identified focuses: Asia-Pacific region, SMEs, and industrial goods business.

Part 5: The Asia-Pacific Market Entry of a German SME: Applies the theoretical and feasibility findings to the practical case study of AdPhos Plc. and its strategic alliance with Serwik Co., Ltd. in Thailand.

Part 6: Outlook, Evaluation and Resume: Concludes the thesis by evaluating AdPhos' entry decision using a scoring model and providing recommendations for future development.

Keywords

International Marketing, Market Entry Modes, Asia-Pacific Region, SMEs, Industrial Goods Business, Feasibility Study, Strategic Alliances, Joint Ventures, Greenfield Operations, Scoring Model, Exporting, International Strategy, AdPhos Plc., Market Entry Barriers, Coil-Coating Industry

Frequently Asked Questions

What is the primary focus of this thesis?

The thesis focuses on evaluating appropriate market entry strategies for German Small and Medium-sized Enterprises (SMEs) within the industrial goods sector that intend to enter the Asia-Pacific region.

What are the core research questions?

The research is guided by two sub-questions: which market entry modes are feasible for SMEs in the industrial goods business entering the Asia-Pacific region, and how can these modes be evaluated within a specific situational context?

Which scientific methodology is applied?

The author uses a structured, step-by-step approach: first, a general theoretical analysis of market entry modes, followed by a feasibility study filtering these modes against three specific focus areas, and finally a case-based evaluation using a scoring model.

What defines the industrial goods business in this context?

The thesis defines industrial goods as products purchased by organizations to produce further products which are not distributed directly to end consumers, characterized by complex purchasing processes and high-technology needs.

Why are SMEs the primary focus?

SMEs are identified as key players in national economies that often face specific challenges in internationalization, such as limited financial resources and a lack of market knowledge, necessitating a more focused, step-by-step approach to market entry.

Which case study is utilized?

The study centers on the German SME "AdPhos Plc.," a high-tech specialist in infrared technologies, and its strategic alliance with the Thai company "Serwik Co., Ltd."

What are the key results of the feasibility study?

The study concludes that strategic alliances are highly compatible, while indirect export modes or licensing are often less feasible for the specific requirements of the industrial project business in the Asia-Pacific region.

How does the evaluation model work?

It uses a scoring model where various objectives (e.g., control, flexibility, risk minimization) are weighted by the company’s management and applied to different market entry modes to determine the most suitable strategy for their specific situation.