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International Business
Should a multinational company use the same mode of entry into all international markets?

Introduction
This paper well examines the role of what Multinational Company is and how they enter markets with verity of entry modes. Well look at theories of market entry and Dunning’s theory that can motivate firms to enter new markets, as well using two case studies on entering the Chinese market of Coke-Cola and Foster’s to see if a company should use all the same entry modes to international markets.
Multinational Companies
Multinational Companies (MNC’s) are corporations that control interests in production/services in more than one country, operating across borders on a global scale. They usually do this by having offices and/ or factories in host countries that are low economically developed countries (LEDC’s) as they are cheap source of labour and production, and having their headquarters located in their home country. They do this to gain entry to markets, cuts cost, become more competitive and to gain economies of scales and scope. They have both negative effects of, environmental impacts, changing local policies to their needs, expiation of labour and resources and positive effects of economic development, employment and transfers of knowledge and skills (Meyer, 2004).Globalisation has been a driving force of the creation of MNC’s and their needs to conduct business internationally, as it has made the transfer of production and financial factions more efficient and productive, with the advances in technology, transport, and communication bring cheap costs and faster production and transport times, and insistent communication globally. This has bought about the MNC’s being a global company that acts local, that is it has advantages of reducing costs, devilry times, gain economies of scale, increased efficiency, and being able to serve and meet different local market needs (Buckley & Ghauri, 2004). MNC’s can use a lot of different strategies to



Bibliography: Buckley, P. & Ghauri, P. N., 2004. Globalisation, economic geography and the strategy of mutinational enterprises. Journal of International Business Studies , Issue 35. Dunning, J. H., 2000. The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review , Issue 9. Ferrell, C. J., 2005. Licensing Agreements and McDonald 's Operations in France. [Online] Available at: http://nventivesolutions.com/ChrisFerrell_Week9.pdf Fletcher R, B. L., 2008. International marketing, an Asia-pacific perspective. Frenchs Forest, NSW: Pearson. Foster 's brews up its Asain Strategy (2011). Helen Deresky, E Hill, T. W., Cronk, T. & Wickramasekera, R., 2011. Global Business Today: Asain-Pacific Edition. 2nd ed. s.l.:Mc Graw Hall. Meyer, K. E., 2004. Perspectives on multinational enterprises in energing economies. Issue 35. Miller, R., 1997. International Joint Ventures in Deveolping Contries. Finance & Development. Mok, V., Dai, X. & Yeung, G., 2002. An Internalization Approach to Joint Vebtures: The Case of Coca-Cola in China. Asain Pacific Business Review, 9(1). Pan, Y. & Tse, D. K., 2000. The Hierarchical Model of Market Entry Mode. Journal of International Business Studies , Issue 31. Tan, D., 2009. Foreign market entry strategies and post-entry growth: Acquisitions vs greenfield investments. Joirnal of International Business Studies , Issue 40. Walters, B. A., Peters, S. & Dess, G. G., 1994. Stratgic Alliances and Joint ventures: making then work-corporate collaborations. [Online] Available at: http://finarticles.com/p/mi_m1038/is_n4_v37/ai_15636442/pg_6/?tag=content;col1 Williams, L., 1993. partner selection for joint-venture agreements. s.l.:retivered form, http://www.scribd.com/doc/23233116/Partner-Selection-for-Joint-Venture-Term-Agreements.

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