An exploration study to find important factors in market entrance: A case study of truck industry

Abstract: This paper presents an empirical investigation to find important factors influencing market penetration in truck industry. The proposed study designs a questionnaire in Likert scale consists of 51 questions, distributes it among 300 people who worked for different truck industry related units and collects 262 filled ones. Cronbach alpha is calculated as 0.89. In addition, Kaiser-Meyer-Olkin Measure of Sampling Adequacy and Approx. Chi-Square are 0.845 and 3067.443, respectively. The study has implemented principal component analysis and the results have indicated that there were eight factors influencing entering truck making industry including adaptation strategies, new ideas, cost competitiveness, product capabilities, market characteristics, competition threats from external market environment and export accelerators.

How to cite this paper

 Khodamoradi, Z., Azad, N & Aliakbar, S. (2013). An exploration study to find important factors in market entrance: A case study of truck industry.Management Science Letters , 3(9), 2455-2460.

Refrences

Chang, Y. C., Kao, M. S., Kuo, A., & Chiu, C. F. (2012). How cultural distance influences entry mode choice: The contingent role of host country & apos; s governance quality. Journal of Business Research, 65(8), 1160-1170.

Chen, M. Y., & Chang, J. Y. (2011). The choice of foreign market entry mode: An analysis of the dynamic probit model. Economic Modelling, 28(1), 439-450.

Czinkota, M. R., Grossman, D. A., Javalgi, R. R. G., & Nugent, N. (2009). Foreign market entry mode of service firms: The case of US MBA programs. Journal of World Business, 44(3), 274-286.

Ellis, P. D. (2007). Paths to foreign markets: does distance to market affect firm internationalisation?. International Business Review, 16(5), 573-593.

Javalgi, R. R. G., Deligonul, S., Dixit, A., & Cavusgil, S. T. (2011). International market reentry: A review and research framework. International Business Review, 20(4), 377-393.

Malhotra, S., Sivakumar, K., & Zhu, P. (2011). A comparative analysis of the role of national culture on foreign market acquisitions by US firms and firms from emerging countries. Journal of Business Research, 64(7), 714-722.

Morschett, D., Schramm-Klein, H., & Swoboda, B. (2010). Decades of research on market entry modes: what do we really know about external antecedents of entry mode choice?. Journal of International Management, 16(1), 60-77.

Otto, P. (2008). A system dynamics model as a decision aid in evaluating and communicating complex market entry strategies. Journal of Business Research, 61(11), 1173-1181.

Pehrsson, A. (2008). Strategy antecedents of modes of entry into foreign markets. Journal of Business Research, 61(2), 132-140.

Quer, D., Claver, E., & Andreu, R. (2007). Foreign market entry mode in the hotel industry: The impact of country-and firm-specific factors. International Business Review, 16(3), 362-376.

Rodr?guez-Pinto, J., Carbonell, P., & Rodr?guez-Escudero, A. I. (2011). Speed or quality? How the order of market entry influences the relationship between market orientation and new product performance. International Journal of Research in Marketing, 28(2), 145-154.

Shieh, B. L., & Wu, T. C. (2012). Equity-based entry modes of the Greater Chinese Economic Area & apos; s foreign direct investments in Vietnam. International Business Review, 21(3), 508-517.

Slangen, A. H., & van Tulder, R. J. (2009). Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research. International Business Review, 18(3), 276-291.

Xie, Y. H., Zhao, H. J., Xie, Q. J., & Arnold, M. (2011). On the determinants of post-entry strategic positioning of foreign firms in a host market: A “strategy tripod” perspective. International Business Review, 20(4), 477-490.

Zhou, L. (2007). The effects of entrepreneurial proclivity and foreign market knowledge on early internationalization. Journal of World Business, 42(3), 281-293.