Organizations that operate in international markets need to make the most important decisions in order to select a best mode of entry into foreign markets. This paper attempts to clarify some of the issues arising in international market selection. A firm must assess before entering a particular market the motives and  potential factors that play a significant role during the process of decision making for market selection. An overview of the current methodologies for market selection based on the literature on international marketing is provided. Therefore, the main objective of the paper is to outline and discuss the relevant issues and challenges from a theoretical viewpoint related with the possible entry modes into international and global markets. This paper concentrates on secondary sources of research regarding the internationalisation of businesses.  According to the previous literature, scholars have already found out some of determinants influencing the efficiency of foreign entry, such as: economic factors, political risk, legal factors, cultural factor, international experience, etc.

A model can be outlined from the theoretical viewpoints about the advantages and disadvantage of each foreign market entry strategy discussed. One of the fundamental steps that need to be taken prior to beginning international marketing is the environmental analysis. There are uncontrollable forces which are external forces upon which the management has no direct control, although it can exert an influence. Internal forces are controllable forces upon which the management administers to adapt to changes in the uncontrollable forces. The conclusion will provide a short summary of identified key elements that need to be considered by management in choosing international markets and their foreign market entry modes.


Internationalization, Entry Modes, Factors.


Czinkota, M.,Ronkainen,I. (1995) International Marketing, The Dryden Press, Sydney.

Westhead, P., Wright, M. and Ucbasaran, D. (2002) ‘International market selection strategies selected by “micro” and “small” firms’, Omega The International Journal of Management Science.

Charles W.L.Hill, Peter Hwang and W.Chan Kim (1990) An Eclectic Theory of the Choice of International Entry Mode, Strategic Management Journal. Wiley, USA.

Root, R.F. (1994), Entry Strategies for International Markets. Jossey-Bass, Inc., Publishers, San Francisco, California.

Wood, V. R. & Robertson, K. J. (2000) Evaluating international markets. International Marketing Review..

Cateora, P. R. & Graham, J. L. (2002) International Marketing. 11th ed. New York, McGraw Hill Companies.

Keegan, W. J. & Schlegelmilch, B. B. (2001) Global Marketing Management - A European Perspective. Harlow, Pearson Education Limited.

Johansson, J. K. (1997) Global Marketing: Foreign Entry, Local Marketing and Global Management. New York, Times Mirror Books.

Hollensen, S. (1998) Global Marketing - Market-Respective Approach. Hertfordshire, Prentice Hall Retrieved May 02, 2011, from website:

Sharma, A. (1998). Mode of Entry and Ex-Post Performance. Strategic Management Journal.

Shama, A. (2000). Determinants of Entry Strategies of U.S. Companies into Russia, the Czech Republic, Hungary, Poland, and Romania. Thunderbird International Business Review.

Taylor C. R., Zou, S., Osland, G. E. (2000) Foreign market Entry Strategies of Japanese MNCs. International Marketing Review, Vol. 17, No. 2, 146-163.

Pan Y. & Tse, D.K. (2000). The Hierarchical Model of market Entry Modes. Journal of International Business Studies.

Zekiri J., Nedelea A., Strategies for Achieving Competitive Advantage, The Annals of the "¬Stefan cel Mare" University of Suceava. Fascicle of The Faculty of Economics and Public Administration, Volume 11, 2011, P: 63-73

Zekiri J., The Motivating factors for entering into Foreign Markets- The case of Republic of Macedonia, The Annals of the "¬Stefan cel Mare" University of Suceava. Fascicle of The Faculty of Economics and Public Administration, Volume 5, 2016, P: 182-191.

Full Text: PDF

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.