ntries can and often do make it difficult for companies interested in international expansion to repatriate profits. The degree of control over the international transfer of profits has a significant impact on whether a particular foreign market is attractive or unattractive to direct foreign investment (Keegan, 1998, 63).
W. Chan Kim and R.A. Mauborgne in Journal of Business Strategy (1988) suggest that companies like Brighton must recognize and address six major barriers to market entry. The barriers are:
1. The need for product differentiation
2. Economies of scale enjoyed by existing local competitors
3. Switching costs for customers as well as a reluctance to switch,
5. Access to local distribution channels, and
6. Cost disadvantages to the multi-national company that are independent of the scale of the operation (Kim, Mauborgne, 1998, 33).
Warren Keegan writes in Multinational Marketing Management (1980) that when a company decides to do business internationally, there are s
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