STRATEGIC GATEWAYS TO INTERNATIONAL MARKETS: A CONTEXTUAL APPROACH TO ENTRY MODE SELECTION

This thesis investigates the strategic considerations multinational companies must evaluate when entering foreign markets, focusing on the five primary modes of entry identified by Hill and Hult (2021). It explores the theoretical foundations, benefits, and limitations associated with each mode, offering a comprehensive analysis of the internal and external factors that influence the effectiveness of international market entry strategies. External determinants - such as competitive advantage and cross-national distance - are distinguished from internal factors, which include the inherent characteristics of the selected entry mode. While external factors, including economic conditions, political stability, and cultural differences, lie beyond managerial control and require adaptive strategies, internal factors can be actively managed to align with organizational goals. In addition to this theoretical framework, the thesis presents a case study of the company BILANCIAI, analysing its international expansion strategies and comparing them with existing academic models. The empirical findings aim to bridge theory and practice, providing insights into the complex process of selecting and managing foreign market entry strategies.