An evaluation of joint venture as a mode of entry. The example of "Volkswagen"

Term Paper , 2014 , 21 Pages , Grade: 2,0

Business economics - Business Management, Corporate Governance

In the last years the globalisation has increased the competition amongst the companies and forced them to enter foreign markets. The development of a market entry strategy is very complex and has long-term concerns for a company. Therefore choosing an adequate market entry strategy is of great significance. This term paper is concerned with the evaluation of joint venture as a mode of entry for the German car manufacturer Volkswagen entering the Chinese market.

Therefore I will give a theoretical introduc-tion into international market entry strategies and clarify advantages and disadvantages in chapter two. In the next chapter the emergence of possible market entry strategy for the Chinese market is checked. Therefore, the importance of the Chinese market will be shown at the beginning. Then the when and where will be explained. The fourth chapter shows Volkswagen´s way for entering the Chinese market.

TABLE OF CONTENT

List of tables

List of figures

List of abbreviations

1 Introduction

2 Basics of international market entry strategies
2.1 Market entry strategies in general
2.2 Motives for companies to go international

3 Strategies to enter the Chinese market
3.1 Significance of the Chinese market for car manufactures
3.2 Timing of market entry: When to enter?
3.3 Location of market entry: Which market to enter?
3.4 How to enter: Chinese Joint Venture

4 Volkswagen Case
4.1 Volkswagen in detail
4.2 Volkswagen´s Chinese market entry

5 Conclusion

Bibliography

Internet sources

• College: University of Applied Sciences Essen
• Grade: 2,0
• Author: Lars Steilmann (Author)
• Publication Year: 2014
• Pages: 21
• Catalog Number: V378169
• ISBN (eBook): 9783668560376
• ISBN (Book): 9783668560383
• Language: English
• Tags: Joint Venture, VW, Marketeintritt, mode of entry, evalutaion of joint venture, example VW, Volkswagen, Strategisches Management, Eintrittsbarrieren, market entry, China