<a onClick="window.open('/olcweb/cgi/pluginpop.cgi?it=jpg::::/sites/dl/free/0073102555/324680/globe.jpg','popWin', 'width=NaN,height=NaN,resizable,scrollbars');" href="#"><img valign="absmiddle" height="16" width="16" border="0" src="/olcweb/styles/shared/linkicons/image.gif"> (1.0K)</a>CHAPTER 14

Opening Case
Tesco Goes Global

Introduction

Basic Entry Decisions
     Which Foreign Markets?
     Timing of Entry

Management Focus
International Expansion at ING Group
     Scale of Entry and Strategic Commitments
     Summary

Management Focus
The Jollibee Phenomenon—A Philippine Multinational

Entry Modes
     Exporting
     Turnkey Projects
     Licensing
     Franchising
     Joint Ventures
     Wholly Owned Subsidiaries

Selecting an Entry Mode
     Core Competencies and Entry Mode
     Pressures for Cost Reductions and Entry Mode

Greenfield Venture or Acquisition?
     Pros and Cons of Acquisitions
     Pros and Cons of Greenfield Ventures
     Greenfield or Acquisition?

Strategic Alliances
     The Advantages of Strategic Alliances

Management Focus
MG Rover’s Desperate Search for a Partner
     The Disadvantages of Strategic Alliances
     Making Alliances Work

Chapter Summary

Critical Thinking and Discussion Questions

Research Task

Closing Case
Diebold