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Strategic management of MNCs' entry into foreign markets: experience of Israel in the 1990s

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  • Fiegenbaum, Avi
  • Lavie, Dovev

Abstract

The article develops a five-step framework for dealing with the strategic issues of multinationals' entry into foreign markets. First, it assists multinationals in identifying their superior strategic capabilities. Second, it focuses on forming a basis for competitive advantage. Third, it focuses on identifying multinationals' relative marketing positioning. Fourth, it describes the mechanisms by which competitive advantage can be gained via the marketing mix. Finally, the framework suggests continuous reassessment of multinationals' competitive positioning in foreign markets. The major argument is that multinationals should concentrate not only on the entry decision but also on adapting the proper strategy for winning the game. This can be done by simultaneously developing strategic capabilities, being responsive to stakeholders and customers' needs and anticipating the moves of competitors. The article bases its conclusions on the latest theories of strategic management such as the Strategic Reference Points Theory (SRP) and uses the ascending experience of the invaded Israeli market during the mid-1990s.

Suggested Citation

  • Fiegenbaum, Avi & Lavie, Dovev, 2000. "Strategic management of MNCs' entry into foreign markets: experience of Israel in the 1990s," European Management Journal, Elsevier, vol. 18(1), pages 93-105, February.
    • Handle: RePEc:eee:eurman:v:18:y:2000:i:1:p:93-105
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    Cited by:

    1. Pawan Budhwar & Vijay Pereira & Kamel Mellahi & Sanjay Kumar Singh, 2019. "The state of HRM in the Middle East: Challenges and future research agenda," Asia Pacific Journal of Management, Springer, vol. 36(4), pages 905-933, December.

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