International Management: Market Entry
Introduction If an industry has decided to conquer the international market, there are many choices that will be opened. These options may include the cost, risk and the degree of control that the company will encounter ( 2001). In entering an international business, it is important that the management of the company should be able to choose a marketing entry strategy so as to make the company be more competitive ( 1986). Primarily, the purpose of this paper is to provide an analysis of the marketing entry mode that British Petroleum may use to enter the Hong Kong Special Administrative Region (SAR) market. In this manner, the discussion of the current situation of Hong Kong will be analyse as well as the international management approach that can be used by the company to sustain competitiveness within the international market. Overview of the Company British Petroleum known today as BP Amoco is a petroleum industry based in London. It is recognized as one of the top four oil and petroleum companies throughout the world. The company started in 1901when William Knox D’Arcy was given the permission by the Shah of Persia to explore the land for oil and founded one in May 1908. Because of this discovery, the Anglo-Persian Oil Company was established so as to expose these findings. The company has grown gradually because of this as World War I is happening; the British Government shows intense interest to the company which became the source of fuel oil of Royal Navy during WWI. In 1917, the war gives permission to the British Government to have full control of the company and named it British Petroleum ( 2006).
The company has continued to become one of the largest oil companies in Europe and because the company wanted to expand its market, BP merged wit the American Oil Company (AMOCO). The strategies used by the management have been the major factors for the company’s success. In addition, the ability to include international
The company has continued to become one of the largest oil companies in Europe and because the company wanted to expand its market, BP merged wit the American Oil Company (AMOCO). The strategies used by the management have been the major factors for the company’s success. In addition, the ability to include international