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Strategic Market Entry Factors and Market Share Achievement in Japan

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  • Adrian B Ryans

    (University of Western Ontario)

Abstract

In developing entry marketing strategies for new product markets companies might be advised to target product markets where significant market shares are likely to be achieved. The literature on market share change is reviewed to identify situational and marketing strategy factors associated with market share achievement. Certain hypotheses suggested by this and related literatures were then tested using a database of products introduced into the Japanese market. The results of this analysis indicate that a few key situational and marketing strategy variables account for a large proportion of the variation in achieved market share in Japan.© 1988 JIBS. Journal of International Business Studies (1988) 19, 389–409

Suggested Citation

  • Adrian B Ryans, 1988. "Strategic Market Entry Factors and Market Share Achievement in Japan," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 19(3), pages 389-409, September.
    • Handle: RePEc:pal:jintbs:v:19:y:1988:i:3:p:389-409
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    Cited by:

    1. Kotabe, Masaaki & Wheiler, Kent W., 1998. "Perceptions of anticompetitive practices in Japan and the market performance of foreign firms," Journal of International Management, Elsevier, vol. 4(3), pages 173-200, November.
    2. Seyoum, Belay, 2007. "Trade liberalization and patterns of strategic adjustment in the US textiles and clothing industry," International Business Review, Elsevier, vol. 16(1), pages 109-135, February.
    3. Chen, Homin, 1999. "International performance of multinationals: a hybrid model," Journal of World Business, Elsevier, vol. 34(2), pages 157-170, July.

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