Entry Strategies for Sustainable Performance of Multinational Corporations: a Case of Tecno Outlets in Kenya

Abstract

Multinational Corporations (MNC) consistently explore opportunities to attain an edge above the ever-growing size of rivals. These corporations are faced with entry challenges into certain markets at the verge of rapid development and emerging global dynamics. The need to be equipped with highly competitive entry strategies is crucial to not only penetrate but also control a large foreign market share. This study explored the market entry strategies for sustainable performance of multinational corporations entering foreign markets. It adopted a case study research design and the use of a structured interview with a closed-ended questionnaire to collect primary data. The target population consisted all the departmental heads of Tecno outlets, including Information Communication Technology, Marketing, Research and Development, Procurement, Human Resource, Finance, and Chief Executive Officer. The study was of a qualitative nature that employed the use of content analysis to analyze primary data. Based on the findings, this study concluded that Tecno Mobile company adopted the use of exporting, franchising and licensing in its entry into the Kenyan market along with additional factors like Research and Development, development of new products and attainment of state of art Technology to achieve a sustainable performance. The study recommends the use of product differentiation upon the adoption of these entry strategies to obtain customer loyalty over the early periods of entry.