A Strategic Model for Entering African Markets

A Strategic Model for Entering African Markets

DOI: 10.4018/978-1-4666-4570-7.ch007
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Abstract

This chapter looks at managerial mind-set and cultural orientations as major dimensions to be considered in global business. Furthermore, the chapter elucidates sites and market entry evaluation criterion, including identification and discussion of foreign markets’ entry modes and synergies created by various modes. It further analyzes the global and African markets’ specific entry strategies to do business in Africa. It also examines appropriate timing in market entry including risks and challenges in entering foreign markets—particularly African markets—to do business.
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2. Basic Company Orientations In Choosing An Entry Strategy

The selection of possible markets to enter does not only depend on external factors. It also depends on the internal factors and the cultural orientation of the company itself. This orientation has significant influence on a company’s international operations such as recruitment and deployment of employees and managers and strategy formulation and implementation. Scholars (Wild et al., 2008; Lymbersky, 2008) have suggested four types of management approaches and/or cultural orientations that can influence firms when entering foreign markets. They include the following major classifications:

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