本篇内容是当企业进入选择模式，可以看出，进入模式的决策受到内外因素的制约。这些都是组织进入模式选择困难的因素(O’cass, 2012)。企业选择进入模式时，应确保支持与企业现有的技能、能力和资源相一致。企业层面的各种因素决定着企业进入模式的决定，如企业规模、企业技能和资源、企业产品特点、企业快速建立的愿望，甚至是企业国际层面的经验。企业规模的大小、生产资源的可获得性的增强以及全球范围内更丰富的经验都与股权进入模式的采用有关(Nielsen和Sabina, 2011)。本篇代写论文文章由英国论文人EducationRen教育网整理，供大家参考阅读。
It can be viewed that decisions of entry modes are conditioned through various factors at the internal and external level. These are the factors which make entry modes selection difficult for organizations (O’Cass, 2012). Firms choose their modes of entry in a way that they should ensure support in alignment with skills, capabilities and resources already existing with a firm. Various factors at the level of firm dictate the decision of entry mode such as size of the firm, skills of the firm and resources, firm product features, desire of the firm for getting established rapidly and even experience at the international level of a firm. Major size of a firm, enhanced productive resource access and greater experience worldwide all have association with the equity entry mode adoption (Nielsen and Sabina, 2011).
The influences of various external factors on the equity and non-equity modes of entry in turn make it difficult or advantageous for firms to operate in the tough competitive environment. These have been discretely evaluated from the perspective of this paper through several examples such as Apple, Google and Starbucks. This is to further conclude that choosing the right entry mode from the already available ones is an essential decision that an organization makes considerably.
It is found from the discussion of the merits of both foreign entry strategies, equity and non-equity mode, that each has its own benefits surrounding the contribution in foreign entry for organizations. It is found that certain options provide faster and seamless advantage over another (Holtbrügge and Baron, 2013). As evident from the case of Starbucks, it can be considered that the joint venture was chosen due to obtaining knowledge of the foreign market through the entity that is already operating within it (Samiee, 2013). Furthermore, Starbucks was enabled, not only to gain the competitive advantage but also such investment allowed it to share the profits as well adding directly to the organizational bottom line (Hohenthal et al., 2014). Upon considering the case of Apple wherein the export option is chosen over the joint venture, the benefit is apparent. It is beneficial as it benefits by lowering risk and less lengthy process of entering in the newer market (Teece, 2014). This option has allowed the organization to capture the market share before any of the rivals could speculate the opportunities and obtained relaxation over the regulations and removal of barriers to trade (Hoskisson et al., 2013). It is useful especially when the organization of large scale attempts to grow rapidly with increased profits target. It has also proved to deliver increased investment return than the alternatives.
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