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Book Review: Entry Strategies for International Markets

Entry Strategies for International Markets is a book for many audiences. For the manager considering entering international markets for the first time, the book provides a roadmap for making such an important decision. For the manager with international marketing experience, the book offers a wealth of checklists, step-by-step processes, and assessments of pros and cons of the entry alternatives. Experienced managers can incorporate these many factors in their own decision process. The academician can benefit from the well-written chapters on international entry alternatives, which provide excellent summaries useful for presentations and research. The policymaker may find this book helpful in improving understanding of the factors that may affect decisions made by companies subject to government policies. The book is concise and the author uses a direct style in addressing complex entry decisions and topics. A large body of knowledge is presented in eight chapters. This conciseness makes the book suitable for executive development training. Moreover, the concepts and ideas expressed in the second edition have been tested and used by the author in executive training programs. The first chapter is an integration of the many decisions involved in international market entry. The chapter identifies the major environmental, market, and production factors that affect the entry decision. Alternative entry decisions are listed and classified in three categories: export, contractual, and investment entry modes. The evolution of entry decisions over time also is discussed. The first chapter offers an excellent preview of the numerous topics and decisions examined in the following chapters. The author is very effective in presenting an overall framework of the entry decision and stressing the importance of a good decision process. The second chapter is on the product-country market selection. The international product life cycle introduces the dynamics of product evolution in international markets. However, the author fails to link the product life cycle to entry decisions. Such integration is necessary to highlight the need to adjust the international entry decision according to the product stage of a given country. This link could have provided an excellent transition to the discussion of the dynamics of the entry decisions over time. Considerations of product adaptation to international market requirements follow the discussion of the product life cycle. The author presents the virtues and