• Korean System Dynamics Review
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• v.13 no.3
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• pp.67-98
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• 2012

This study suggests a set of Causal Loop Diagram (CLD) of Causality Mechanism which integrates the matter of characteristics of emerging market and its expansion strategies. In order to make CLD more objective, all causalities are articulated from recent 55 studies (2000~2012) of SSCI Top Journals. This approach is valuable in that it is a first try to draw all the causalities from rigorous literature review regarding emerging market strategy. The 5 CLDs will show and clarify the strategies of how to expand into emerging market for MNCs. In sum, political activity and institutional void is a critical factor related to characteristics of emerging market, and CSV and cultural distance should be considered as a leverage point. For all this study's contribution to clarify the causality of emerging market strategies with abundant literature review, the study has its limits in integrating and testing CLD.

• Asia Marketing Journal
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• v.11 no.2
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• pp.21-35
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• 2009

In December 5, 2006, "The Economic Times", India's the most famous economy daily newspaper, reported Korea Lotte Mart is planning to enter into India's market. Lotte group, marking number 7^th in Korea's list of conglomerates, established VRIC(Vietnam, Russia, India, China)'s strategy. This strategy is targeted to enter into emerging markets such as Vietnam, Russia, India, China and etc. As of 2007, Lotte Group aggressively is placing its subsidiaries such as Lotte Department Store in Russia and China, Lotte Mart in Vietnam and China and Lotte Confectionery in China and India, into emerging markets. From this case, Based on the assumption of Lotte Mart's India market entry scenario, this study considers various decision-making factors such as market attractiveness evaluation, timing of entry, entry mode, location, scale, positioning, operation strategy, and others, while developing an overseas market entry strategy. This case study also provides India's distribution market environment that Korean companies can utilize when entering into the Indian market in the near future.

• Journal of Global Scholars of Marketing Science
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• v.3
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• pp.235-251
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• 1999

This research deals with the basic ideas and implementation used for developing competitive advantage in the market they serve. The market to which a company belongs is continuously evolving, not static. Therefore, the company is required to adopt a suitable strategy in the market it serves. Marketing strategy establishment requires continual adjustment in the strategy content and redirection in organizational actions to address emerging market problems and opportunities. Much of the strategic implementation is characterized by firefights aimed at solving emerging, unforeseen problems. The concept of strategy was originally introduced to provide companies with a rational means of coping with environmental changes. An old Oriental proverb said that "knowing myself and then understanding others is the best way to success". In line with the proverb, the starting point of marketing strategy establishment for the competitive advantage is to understand the activities of a company wholly. After analyzing the scope of its activities, a company has to understand the market structure, to review competitive environments, to formulate the base of the competitive strategy and to adopt differentiation strategies for obtaining the competitive advantage.

• Journal of East Asia Management
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• v.3 no.2
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• pp.1-19
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• 2022

This study suggests an integrated theoretical framework for the relationship between political risk and multinational corporation (MNC) subsidiary's performance in the emerging market. The political risk would have a negative impact on MNC subsidiary's performance in the emerging countries that are developing in Asia, the Commonwealth of Independent States, Africa, and South America. The major reason is that political risks could generate a loss of benefit or a loss of control for MNC's subsidiary. In this study, I suggest that corporate social responsibility (CSR) strategy would be a solution to overcome various political risks. Specifically, the affiliated firms with diversified industries or greater financial resources could mitigate the negative impact of political risk than unaffiliated firms. Because they can use their tangible or nontangible asset such as information, technology, and construction in order to gain legitimacy and trust from local government, local community, and local firms in the emerging market. Finally, I claimed the costs of the affiliated firms would exceed the benefits at the initial stages, while the benefits of affiliated firms would exceed the costs over time when political risks become higher. The reason is that the trust gained from local stakeholders accumulates over time and the impact of CSR strategy would become an important solution to overcome the risks in and unstable context.

• Journal of Distribution Science
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• v.12 no.10
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• pp.37-45
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• 2014

Purpose - This study aims to analyze the relationship between trends in innovative EU industries and market distribution in smaller emerging markets under an open economy. Research design, data, and methodology - Although innovation was well-distributed, due to socio-economic factors following European integration, CEE had not achieved sustainable economic growth. However, this paper analyzes the differences among changes in CEE innovation for smaller emerging markets dominated since 2000. Market distribution has facilitated new markets for innovative industries, according to EU surveys and economic indicators. Results - The dominance of the local industrial market distribution has deterred innovation investment the survey shows that innovation investment has been shrinking, despite the EU's open innovation policy for CEE employment and R&D. For the CEE case, there were expectation gaps and uncertainty about whether to use the new distribution dominance or TNCs' innovation in smaller emerging countries without local industrial innovation. Conclusions - Innovation generates market growth and distribution power however, small growth requires stimulation, and creativity and innovative edge need further focus in local public and corporate strategy.

• East Asian Journal of Business Economics (EAJBE)
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• v.10 no.4
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• pp.39-45
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• 2022

Purpose - This short paper reviews the debate dealing with the relationship between strategy and traditional strategy approach on the one hand, and business models and new business model approach on the other hand and tries to offer useful direction to be more helpful to theoretical discussions. Research design, data, and methodology - This paper makes a theoretical analysis to explain the confusion surrounding the debate, reviewing mainly literature survey papers and finds theoretical conjecture and its limitations in order to present useful direction to the future theoretical work. Result - In order to comprise its diversity, business model studies should consider the characteristics of each firm, sector, and market. Adding further elements which are related to each sector or market, theoretical studies can capture the diverse phenomena related to business model and business model innovation. Conclusion - The traditional strategy perspective can be utilized to the Business model phenomenon in the case of incumbent firms and non-digital sector and existing markets. Meanwhile the new business model perspective can be utilized to business model phenomena in case of start-ups and digital sector and emerging markets. Reconciling two perspectives, the studies dealing with the business model should focus on the characteristics of firms, markets, and knowledge from the perspective of business model innovation.

• Asia Marketing Journal
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• v.15 no.2
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• pp.29-47
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• 2013

Distribution channel decisions involve long-term commitments with other firms that are very difficult to change or replace. In particular, marketing channel decisions in emerging markets are much more complicated due to unfamiliar conditions and problems such as lack of market data and distribution systems. Therefore, when a company considers changing or introducing a marketing channel in an area, it is much more difficult to judge its effectiveness in an emerging market than in a developed market. In this study, we investigate the development process of a new direct marketing channel of Hongfu Fertilizer Company (hereafter Hongfu), a medium-sized Chinese fertilizer manufacturer, and propose an approach to test the feasibility of this new marketing channel in the Chinese rural market. We measure the effectiveness of Hongfu's new marketing channel from two perspectives: i) from customers' perspective through direct responses of farmers, which showed that a new channel can increase the convenience and lower the purchasing costs for the farmers, and ii) from the company's perspective, by calculating the incremental profit of the company using the expansion factor (T/Q) method, which suggested that the execution of Hongfu's strategy to expand a new marketing channel will result in an increase in profits. The results of this study contribute to the development of a methodology to test the feasibility of a new direct marketing channel in the emerging markets such as the Chinese rural market. Traditional and indirect distribution channels in emerging markets are generally not very efficient and difficult to change. Especially, in emerging markets, like the Chinese rural market, the methods of testing channel feasibility must be different from that of developed markets. Considering market situations, market experiments can be more effective then systematic market surveys in testing channel feasibility in emerging markets. This study implies that managers must learn to cope with a transition from the traditional marketing channels in emerging markets. With the development in farmers' understanding of marketing concept, the transition from traditional marketing channel is unavoidable for all firms. Farmers in China are generally very conservative, however, their buying behaviors are changing. Therefore, fertilizer companies should try to adjust in accordance with farmers' demand characteristics that the efforts to meet the economic needs of farmers with new marketing channels as well as trust building are critical in the near future.

• International Commerce and Information Review
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• v.13 no.2
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• pp.51-73
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• 2011

Because of the slowdown in economic growth of developed countries, emerging countries are appearing as the new global market. Each country is paying attention to the BOP market of emerging countries to substitute for the markets of import demand of advanced countries due to the global financial crisis. Europe and Japanese corporations are set on taking over the BOP markets, highly appreciating the potential of BOP market. Now it is high time that Korea should recognize the possibility of BOP market and analyze emerging countries and set up strategic planning to react to them. China and India have the highest latent ability as emerging countries in Asia. Korea is well positioned within the market thanks to the conclusion of CEPA with India. Therefore, the government and leading conglomerates need to establish an effective model with which to advance their existing market entry strategy to approach the BOP market of India in the mid to long term. That is, they have to set up a TMB model which fits India such as marketing competence, an on-site adaptability, quick decision making, and constructing a close and customized strategy for all the social stratum of India's population. Establishing a TMB model in India will be the bridgehead to advancing the BOP market to neighboring countries which will allow us to extend our reach to other countries in South Asia and the world BOP market hereafter.

• Journal of Contemporary Eastern Asia
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• v.19 no.1
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• pp.97-122
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• 2020

This paper examines the existence of herd behaviour in fifteen (15) global stock markets, which consist of Developed Markets (Canada, Hong Kong, Japan, Singapore and the United Kingdom), Advanced Emerging Markets (Brazil, Malaysia, Mexico, Poland and South Africa) and Secondary Emerging Markets (Chile, China, Indonesia, the Philippines and Russia) by using Cross Sectional Absolute Deviation (CSAD) method of Chiang and Zheng (2010). It also seeks to explore the impact of social factors such as prosperity, education, ageing society, industry orientation and gender on the existence of market-wide herding. The findings of this paper indicate that herd behaviour exists in Singapore (Developed Market), Mexico, Poland and South Africa (Advanced Emerging Markets) and China and the Philippines (Secondary Emerging Markets). No evidence of herding is observed for Canada, Hong Kong, Japan, United Kingdom, Brazil, Malaysia, Chile, Indonesia and Russia. Ageing society is also found to have significant impact on the existence of herd behaviour. Nonetheless, prosperity, education, industry orientation and gender are found to be insignificant to herding. This study sheds some light on whether social factors determine herding behaviour in the 15 selected stock markets.

• Journal of Korean Society of Environmental Engineers
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• v.32 no.5
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• pp.407-416
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• 2010