A Report on Future International Expansion of Fabindia

8/18/2019 A Report on Future International Expansion of Fabindia

1/22

A report on Future international expansion of Fabindia.

Background and Introduction

Indian handloom industry plays a vital role with a contribution of up to 24% of the total

industrial production index, earns 27% of the country’s total exports revenue and

employs almost 20 million people in country. ithin this sector, cotton weavin!

contributes to almost "0% of the total production #$oundarapandian, 2002. a. &he

export of cotton handloom is promoted and controlled by the 'andloom (xport

)romotion *ouncil which acts as a liaison a!ency between the Indian exporters and

forei!n importers #$oundarapandian, 2002. b. &he massive contribution of cotton to the

textile exports could be because of its ori!in that dates bac+ to eolithic times. $ome

archaeolo!ists believe cotton spindlin! machine to be one of the earliest forms of

mechanical e-uipment which is estimated to have been invented between 00 / and

1000 / in India #$mith and *othren, 1""". &his early evolution of technolo!y, perhaps,

accounts for India’s excellence in weavin! and fabrication of its cotton yarn and textiles

#$ar+ar and aner3ee, 2007.

abindia was founded by 5ohn issell as a home furnishin! exporter in 1"60 to mar+et

the traditional arts and crafts of India. &oday, with its capital in elhi, abindia operates

16 stores spannin! cities of India sellin! Indian handicrafts and a product ran!e that

varies extensively from home furnishin!s to apparels to cosmetics while lin+in! over

40,000 craft based merchants across the country #abindia website, 2011. a. /part from

India, it operates its stores in the capitals of Italy #8ome, epal #9athmandu and :/(

#/bu habi as well. /dditionally, it exports to over countries to wholesalers as well as

to retailers the world over with a special collection that is desi!ned twice a year and is

displayed at the Indian 'andicrafts and !ifts fair, ew elhi in sprin! and in autumn. &he


2/22

export collection is primarily based on cotton textiles and apparels. urthermore, it has

an office in :$ that wholesales home furnishin! collections across the continent

#abindia website, 2011. b. In a telephonic conversation with its director ;adhu+ar

9heda on 2th ;ay 2011, it was noted that the bi!!est overseas export mar+ets for

abindia in the year 200"man, where

maximum revenue was !enerated from *anada. 'owever, at this sta!e it may not be

very useful to conclude that *anada is the most profitable mar+et. &here may be

constraints in terms of lo!istics and the accessibility issues for customers due to lar!e

!eo!raphical area of the country. &his assi!nment discusses various other factors that

contribute to the decision ma+in! on internationali?ation of a firm. abindia is plannin!

to increase its international presence by openin! more international stores in near future

and is currently in the process of identifyin! profitable mar+ets for further expansion.

&his assi!nment as a study will be useful for it to identify and to explore future profitable

international mar+ets.

/bove discussion indicates the importance of cotton textiles and fabrics to Indian

economy and the role bein! played by abindia in privately promotin! India’s

handcrafted products in the international mar+ets. &his is the reason of choosin!

abindia as sub3ect for further discussion of profitable international expansion. 'ollensen

#2011 has identified a structured sta!e model for enterin! the forei!n mar+et as

depicted below@


3/22

Figure 1 - Five stage decision model in global marketing

abindia operates as a stron! and established brand in the home mar+et with stron!

experience and s+ills in internationali?ation. /s per $olber! #1""7, this shows the firm is

prepared for further international expansion. / firm’s behaviour or intent to

internationali?e is explained by :ppsala model #/haroni, 1"66 and is affected by

)enrose theory #)enrose, 1"". /s per theory, the internationali?ation process depends

on the complex interaction between the firm’s +nowled!e and understandin! of tar!et

mar+et and an increased resource commitment to those mar+ets #5ohanson and Aalle,

1""0. /nderson #1"", explains the current position of abindia to be on sta!e of

internationali?ation, i.e., B(stablishment of an overseas sales subsidiaryC.


4/22

Market selection process

*ontinuous international expansion has become vital for firm’s success in its industry

#;elin, 1""2. &o ma+e international expansion profitable, international mar+et selection

process plays an inte!ral part #9ay, 1""D )apadopoulos and enis, 1"EED >’arrell and

ood, 1""4. &here are multiple approaches of identifyin! attractive forei!n mar+ets. 1

/n approach of decision ma+in! by analy?in! the !iven statistical data #)apadopolous

and enis, 1"EE, 2 *hoosin! forei!n mar+ets with less psychic distance from the

country of ori!in #)apadopolous and enis, 1"EE, 8elationship method #/nderson

and uvi+, 2002, and 4 &radeoff model #)apadopoulos, et., al., 2002. &his assi!nment

uses a traditional approach of decision ma+in! by analy?in! the !iven statistical data.

&he selection of further international expansion and openin! of new outlets will depend

on -uantifiable factors such as 1 )er *apita Income, 2 )opulation #;ar+et si?e,

)opulation !rowth, and 4 Inflation rate. /nd since, abindia plans to venture in forei!n

mar+et with a new outlet of its own, there are additional variables such as *orruption

perceptions index will also be considered. In case of cotton fabrics mar+ets, there are

more un-uantifiable variables that are thou!ht to have come into existence li+e 1

(thnicity, 2 Indian Influence, ationalism, 4 eather, 8e!ional emo!raphics, 6

8e!ional ashion &rends, and 7 *onsumer beliefs and attitudes #orsythe and &homas,

1"E". &hese variables more often are intertwined with each other. or example, there is

evidence that despite cold weather, women from :9 prefer cotton !arments over other

artificial fabrics #irtwistle and &sim, 200. &his part of the assi!nment aims to identify

an international mar+et in a structured manner that involves an analysis of all the

mentioned -uantifiable factors in order to identify maximum potential for revenue

!eneration from abindia products. &his assi!nment also attends to the mentioned


5/22

un-uantifiable variables alon! the way. /nalysis of potential mar+ets considers the

countries where abindia received its maximum international revenue from, as indicated

by its director ;adhu+ar 9heda in the initial interview.

ollowin! table illustrates data for primary analysis of -uantifiable factors for respective

countries as mentioned by ;r. 9heda.

Table 1 - An overview of quantifiable factors in choosing a market

Source: Compiled from The Economist, 2011

$ince, all the above fi!ures are currently not relative to each other, in order to arrive on a

relative data set, 0.26 units will be treated as 1 unit and based on that, followin! relative

data comparison table can be created.

Table 2 - Quantifiable factors in terms of relative units and weighted score for each country (Taking

!2" as 1 unit figure#


6/22

&he final score is arrived upon by multiplyin! the wei!hta!e of each of the factor to the

relative scores and then addin! the positive contributin! scores #)er capita income,

population, population !rowth, residents of Indian ori!in. &he score thus received is

then subtracted to the score #;ultiplication of respective units to teh mentioned

wei!hta!e of ne!ative contributin! factors #*orruption perception index, !eo!raphic

areaF si?e of country and inflation rate.

(ach of the abovementioned criteria and their importance in terms of the wei!hta!e is

discussed below in detail for reference@

• )er *apita Income@ )er capita income of a country is a useful tool to approximate

disposable income of people. 'owever, in case of abindia, products are

affordable even to the Gower Income !roup brac+et #or (xample@ )rice of a

table covers start from :$ 1.00 #abindia online store, 2011. &hus, the

wei!hta!e for )er *apita Income is lowest.

• )opulation and population !rowth@ oth these factors indicate the si?e of the

mar+et and expected !rowth. $o, the importance is medium.

• 8esidents of Indian ori!in@ It is the most important factor since a lar!e number of

settlers from a source country will increase the influence of that country. &his also

increases the affinity and acceptability of products amon! the nationals of forei!n

country.

• *orruption perception index@ &his index shows the apparent corruption levels of

that country. $ince abindia will operate on a small scale with 3ust one outlet, it is

of relatively lower concern.


7/22

• Heo!raphic area@ &his is considered to be the most influential ne!ative factor in

this case due to the accessibility of abindia potential store. &his is also evident

from the wor+s of unnin! #1"74

• Inflation rate@ &here is evidence that inflation causes an increase in the costs of

doin! business #(xample@ Gabour, production, raw material cost, overheads

#ach and /ndo, 1"7. 'owever, since abindia does not plan to currently open

its manufacturin! facility and is plannin! to open an outlet with limited number of

staff, the effects of inflation will be very less.

&he table shows the final score for each of the countries considered as a potential

profitable mar+et. rom this analysis it is clear that =atar is the most profitable mar+et

that abindia may venture in. &his findin! is further stren!thened by the followin! model

developed by 'ollensen #2011 #b as shown below@

Figure 2 - $nternational market selection model

&he model above displays affirmative findin!s for B&he firmC and B&he new environmentC.


8/22

y openin! its outlet in =atar, abindia will have an access to the followin!

microse!ments of the mar+et@

Table % - A study of &ossible customer segments in the market

External analysis

(xternal environment !ives means of survival to an or!ani?ation #5ohnson et. al., 200E.

&he environment is se!re!ated into various layers. &he macro environment forms the

outermost layer of external environment and contains variables that can impact almost

all the or!ani?ations #5ohnson et. al., 200E. In order to analyse the macro environment,

)($& framewor+ will be used that provides a comprehensive list of drivers and +ey

drivers in )olitical, (conomic, $ocial and &echnolo!ical domains. &his part of the report

examines these external variables in detail for abindia to operate in =atar.


9/22

Political factors =atar is a princely nation with (mirate form of !overnment practicin!

civil as well as Islamic law. /mir is chief of the state that elects cabinet, head of the

!overnment #)rime minister, le!islative branch and 3udicial branch #*I/ world factboo+,

2011. &here could be implications from the unrest in ;iddle (ast and orth /frica that

has the possibility to spread out in =atar as well in near future. 'owever, on 12th /pril,

loomber! news #2011 reported a stable environment in ubai and =atar. &his was

also evident from the continued increase in share prices of companies based in these

countries #loomber! ews, 2011. &he !overnment is currently liberal to the forei!n

businesses and offers various benefits such as repatriatin! all the profits in the

business’s home country. =atar also !ives an advanta!e of 100% forei!n ownership of

the businesses operatin! in the country. 9ey benefits for operatin! a business in =atar

are 1 o income tax or social security deductions payable on wa!es and salaries, 2 o

taxation is payable on exports and customs duties start at 3ust %, orei!n investors

are permitted full repatriation of capital and profits overseas in forei!n currency, 4

*orporate tax on forei!n companies is 10% #as of 1 5an 2010, evelopin!

transportation infrastructure, 6 $tate


10/22

• H) < real !rowth rate@ 16.% #2010 est.

• H) < per capita #)))@ J17",000 #2010 est.

•

:nemployment rate@ 0.% #2010 est.

• )opulation below poverty line@ one

• Investment #!ross fixed@ % of H) #2010 est.

• Inflation rate #consumer prices@ 1.1% #2010 est.

• *ommercial ban+ prime lendin! rate@ 7.04% #1 ecember 200" est.

• Industries@ Gi-uefied natural !as, crude oil production and refinin!, ammonia,

fertili?ers, petrochemicals, steel reinforcin! bars, cement, commercial ship repair

• Industrial production !rowth rate@ 27.1% #2010 est.

• (xports@ J7.E2 billion #2010 est.

• (xports < commodities@ Gi-uefied natural !as #GH, petroleum products,

fertili?ers, steel

• (xports < partners@ 5apan 4.6E%, $outh 9orea 22.44%, $in!apore 10.0%,

India 4.E6% #200"

• Imports@ J2.E billion #2010 est.

• Imports < commodities@ machinery and transport e-uipment, food, chemicals

• Imports < partners@ :$ 1.4%, Italy E.4%, $outh 9orea E.%, 5apan E.04%,

Hermany 7.1%, rance 6.26%, :9 ."%, *hina %, :/( 4.67%, $audi /rabia

."6% #200"

https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2003https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2004https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2129https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2046https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2185https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2092https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2208https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2090https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2089https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2078https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2078https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2049https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2050https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2087https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2058https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2058https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2061https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2003https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2004https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2129https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2046https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2185https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2092https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2208https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2090https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2089https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2078https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2049https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2050https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2087https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2058https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2061


11/22

• (xchan!e rates@ =atari rials #=/8 per :$ dollar .64 #2010

#ata collated from *I/ world factboo+, 2011

/s is evident from above fi!ures, =atar economy is currently boomin! effectively

because of carbon fuel and related exports. &here could be crisis ones the demand

comes down due to more eco friendly technolo!iesD however, this is a lon! term picture.

/dditionally, the exchan!e rate of =atari 8ial has been stable since 2006 showin! a

healthy !rowth of economy and effectively stable !overnment.

Social factors =atar is a liberal country in terms of mi!rant population. >ver the

years, this has resulted into a cosmopolitan society with an emer!ence of /rabs #40%,

Indian #1E%, )a+istani #1E% and Iranian #10% as the most dominant ethnic !roups. It

is dominated by ;uslim reli!ion with 77. % of its population, thus abindia has to be

careful in advertisin! and promotional campai!ns. &his also calls in for a need of

customi?ation of products which should be in line with the traditional ;uslim cultures and

values.

Tecnological Factors $ince the retail store mana!ement technolo!y available in

=atar is more complicated then what is available in India, more trainin! may be re-uired

before venturin! into the pro3ect. $ystems li+e self chec+ out tills and plastic money

handlin! services will be re-uired.

https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2076https://www.cia.gov/library/publications/the-world-factbook/docs/notesanddefs.html?countryName=Qatar&countryCode=qa&regionCode=me#2076


12/22

!ecommended entry Strategy

ecision on recommended entry strate!y depends on 1 Internal factors such as firm

si?e, international experience, product #*omplexityF differentiation, 2 (xternal factors

such as country ris+, psychic distance, intensity of competition, availability of

intermediaries, mar+et si?e, mar+et !rowth and direct and indirect trade barriers,

esired mode characteristics such as ris+ averseness, extent of control, flexibility, and 4

&ransaction specific factors such as +now how #'ollensen, 2011. c. &his can be

depicted by the followin! dia!ram@

Figure % - 'elationshi& between various factors and firms international e&ansion

&he entry mode to a forei!n mar+et depends on the extent of these factors in

accordance to 1 Hlobal concentration, 2 Hlobal syner!ies, and Hlobal strate!ic

motivations.


13/22

ased on above dia!ram, followin! analysis can be drawn upon for each of the

mentioned factors@

FA"T#! E$TE%T #F "#%T!IB&TI#%

IMPA"T #%

FI%A'

(E"ISI#%

International

experience

abindia already possesses the s+ills necessary

for international expansion by way of previous

experience of openin! its outlets in epal, Italy,

:/( and :$/.

)ositive

irm $i?e abindia is the bi!!est or!ani?ation in its field in

India

)ositive

)roduct

*omplexity

abindia products are not easy to replicate

because most of the printin! and stitchin! is

done by hand in traditional style in small villa!es

of India.

)ositive

)roduct

differentiation

'andcraftin! the products in traditional style

ma+es them differentiated in the mar+et. It

attaches a value of !oodwill as well since it acts

as a source of re!ular income for people livin!

below poverty line.

)ositive

)sychic istance

and cultural

differences

=atar is located closer to India as compared to

many other developed nations. / heavy

presence of Indian community increases the

awareness and appeal of India as a country.

/lso, because of a lar!e ethnic Indian

)ositive


14/22

community their are less differences in terms of

culture and social systems.

emand

uncertainty,

;ar+et si?e and

mar+et !rowth.

Hovernment of =atar is currently liberal to

immi!rants from India due to hi!h s+ill levels

and low income expectations. ue to this, the

chances of re!ulations to restrict the immi!rants

will be very less in near future. /s lon! as the

ethnic community is present and a cultural

influence is maintained, the demand for the

abindia products will be there.

)ositive

irect and indirect

trade barriers

/s discussed earlier, =atar offers a welcomin!

business environment to the forei!n firms.

)ositive

*ompetition $ince, there are no authentic firms available in

the mar+et that could compete with same or

similar product, abindia will face a heavy

competition from the alternatives li+e factory

made !arments.

e!ative

Gess export

intermediaries

abindia has been exportin! to =atar till now

and has well nurtured relationship with

intermediaries.

e!ative

&acit +now how abindia has a hi!h +nowled!e and s+ills of

tactical or!ani?ation of production by people

stayin! below poverty line in villa!es of India. It

has or!ani?ed several self help !roup across

different re!ions of the country in order to

achieve this +nowled!e and understandin!.

)ositive

>pportunistic abindia’s opportunistic behaviour can be )ositive


15/22

behaviour and

transaction costs

observed from its strate!y thus far. Its strate!y is

to achieve a !lobal scale of sales operations. It

is also evident from its willin!ness to ta+e

international orders from its website and to

export to retailers and wholesellers.

8is+ averse or all the businesses, international expansion

involves element of ris+. abindia is also not

excluded from this variable and will be averse of

the ris+ li+e all businesses. 'owever, in recent

past, none of its international venture has

suffered. / well planned and coordinated

expansion will be useful to come out of this

dilemma for abindia.

e!ative

*ontrol It is evident that abindia tries to control its

resources, capabilities and sale. abindia

overseas )vt Gtd #abindia’s subsidiary

or!ani?ation is the foundin! firm of /ll India

/rtisans and *raftwor+ers elfare /ssociation

#/I/*/ and performs the function of

controllin! its overseas assets and orders.

)ositive

lexibility ue to production process of abindia, it

becomes difficult to be more flexible on the

product front. &his is due to the fact that

production is done by hand by the craftsmen

who are not employees of or!ani?ation.

e!ative


16/22

rom the above analysis of each of the factors, it is noticeable that abindia has a

potential to internationali?e in hierarchical mode. In hierarchical mode, the firm has

complete control and ownership of its internationali?ation process #'ollensen, 2011. c..

Internationali?ation in a hierarchical mode is also +nown as formin! a wholly owned

subsidiary #9im and 'wan!, 1""2. or a wholly owned subsidiary, it can either be an

ac-uisition or a Hreenfield venture as shown in the fi!ure below@

Figure ) - *ntry modes to a foreign market

Source: Buckley, P. (2010)

$ince this is a completely new business concept for =atar, there is no presence of firm

manufacturin! similar products. &his rules out the possibility of holly owned ta+eover.

/lso, in case abindia tries to ta+e over a firm that manufactures alternative competin!

products, and uses its brand to mar+et its products, it may affect its brand ima!e and

identity. &hus it is advised to !o for a Hreenfield venture by establishin! its own sales

subsidiary under the banner of its own brand. /dditionally, le!al system of =atar allows a

100% forei!n ownership of a business by a forei!n entity. / forei!n sales subsidiary can

either operate as a forei!n branch or a forei!n subsidiary. $ince it is the initiation sta!e


17/22

of internationali?ation, it is advised that abindia starts with a forei!n branch rather than

forei!n subsidiary. / forei!n branch !ives an advanta!e of bein! closer to the customer

and spreadin! awareness about the product and the parent company amon! local

population. It also !ives a !reater autonomy to these subunits and the tax benefits to the

parent firm thus decreasin! its overall expenditure #'ollensen, 2011. 'owever, even

after bein! advanta!eous there will be a few concerns to attend to. $ince abindia does

not have a direct experience of handlin! =atar mar+et, a lot of plannin! needs to be

done. (fforts li+e mar+et surveys should be attempted in order to read the pulse of

population about its products. It is recommended to follow the followin! steps in order to

enter =atar mar+et@

Figure + - ,te&s to be followed while internationaliing

Source: Buckley, (2010) (b)

"onclusion@ It is recommended for abindia to expand in =atar with a wholly owned

branch sales office and thereupon loo+in! at the prospects of convertin! the branch

office to a wholly owned sales subsidiary.


18/22

Bibliograpy

1. /haroni, K. #1"66. &he forei!n investment decision process. oston@ 'arvard

university. Hraduate school of business administration. ivision of research.

2. /nderson, >. #1"". >n the internationali?ation process of firms@ / critical

analysis. Journal of international business studies. Aol. 24 #2. )p. 20" 21.


19/22

. /nderson, >, and uvi+, /. #2002. irm’s internationali?ation and alternative

approaches to international customerF mar+et selection. International business

revie. Aol. 11. )p. 47 6.

4. ach, H., G., and /ndo, /. #1"7. &he redistributional effects of inflation. &he

review of economics and statistics. Aol. " #1. )p. 1 1.

. irtwistle, H., and &sim, *. #200. *onsumer )urchasin! ehaviour@ /n

investi!ation of the :9 mature women’s clothin! mar+et. Journal of !onsu"er

Be#aviour. Aol. 4 #6. )p. 4 464.

6. loomber! ews service #2011. /vailable from

[email protected]!.comFnewsF2011mar+et analysis. G:$ 71E;. LGecture notesM. $#e %lobal fir": &ntry and

develo'"ent strate%y. orei%n "arket analysis. :niversity of Geeds. usiness

$chool. Kor+shire an+ Gecture &heatre. "th >ctober 2010.

E. *I/ world factboo+ #2011. /vailable from

[email protected].!ovFlibraryFpublicationsFthe


20/22

12. abindia website. #2011. #b. /vailable from

[email protected]. L/ccessed on 1st ;ay 2011M.

1. orsythe, $., ;., and &homas, 5., . #1"E". atural synthetic and blended fibre

contents@ /n investi!ation of consumer preferences and perceptions. !lot#in%

and tetiles researc# *ournal. Aol. 60 #7. )p. 60 64.

14. 'ollensen, $. #2011. Hlobal ;ar+etin!@ / decision oriented approach. ifth

edition. (ssex@ )earson education limited. )p. 7.

1. 'ollensen, $. #2011. (b). Hlobal ;ar+etin!@ / decision oriented approach. ifth

edition. (ssex@ )earson education limited. )p. 262.

16. 'ollensen, $. #2011. (c). Hlobal ;ar+etin!@ / decision oriented approach. ifth

edition. (ssex@ )earson education limited. )p. 22 27.

17. 5ohanson, 5., and Aalle, 5., (. #1""0&he mechanism of internationali?ation.

$toc+holm@ /lm-uist and i+sell international.

1E. 5ohnson, H., $holes, 9., and hittin!ton, 8. #200E. (xplorin! corporate strate!y.

Eth (dition. (ssex@ )earson education limited. )p. 4.

1". 9ay, 5. #1"". &he foundations of corporate success. ew Kor+@ >xford

university press.

20. 9im, ., *., and 'wan!, ). #1""2. Hlobal strate!y and ;ultinational’s entry

mode choice. 5ournal of international business studies. Aol. 2 #1. )p. 2" .

21. 9; *onsultin! website #2011. /ccessed from

http@FF+md-atar.comF-atarNcompanyNformation.htmlO

cmpPHN$rN=atarand+wPhow


21/22

-atarandmtchPbroadand!clidP*Iv2otbtp9+*=oQ4=od&h;1t!. L/ccessed on

rd 5une 2011M.

22. ;elin, G. #1""2. Internationali?ation as a strate!y process. Strate%ic

"ana%e"ent *ournal. Aol. 1. )p. "" ’arrell )., and ood, ). #1""4. International mar+et selection by business

service firms@ 9ey conceptual methodolo!ical issues. International business

revie. Aol. #. )p. 24 261.

24. )apadopolous, , and enis, 5., (. #1"EE. Inventory, taxonomy and assessment

of methods for international mar+et selection. International "arketin% revie. Aol.

. )p. E 1.

2. )apadopoulos, ., *hen, '., and &homas, ., 8. #2002. &owards a trade off

model for international mar+et selection. International business revie. Aol. 11.

)p. 16 1"2.

26. )enrose, (. #1"". &he theory of the !rowth of the firm. rd (dition. :9@ >xford

university press.

27. $ar+ar, &., and aner3ee, $. #2007. /rtisan *lusters@ $ome policy su!!estions.

$#e 'ublic sector innovation *ournal. Aol. 12 #2. /rticle E.

2E. $mith, *., ., and *othren, 5., &. #1""". *otton@ >ri!in, history, &echnolo!y and

)roduction. ;assachusetts@ 5ohn iley and $ons. )p viii.

2". $olber!, *., /. #1""7. / framewor+ for analysis in strate!y development in

!lobali?in! mar+ets. Journal of international "arketin%. Aol. #1. )p. " 0.

0. $oundarapandian, ;. #2002. #a. $mall $cale industries )roblems. Aol. 1. ew

elhi@ *oncept publishin! company. )p. 1E1.

http://kmdqatar.com/qatar_company_formation.html?cmp=G_Sr_Qatar&kw=how-to-start-business-qatar&mtch=broad&gclid=CIv2otbtpKkCFQoZ4QodThM1tghttp://kmdqatar.com/qatar_company_formation.html?cmp=G_Sr_Qatar&kw=how-to-start-business-qatar&mtch=broad&gclid=CIv2otbtpKkCFQoZ4QodThM1tg


22/22

1. $oundarapandian, ;. #2002. #b. $mall $cale industries )roblems. Aol. 1. ew

elhi@ *oncept publishin! company. )p. 1E2.

2. &he (conomist #2011. )oc+et world in fi!ures. Gondon@ )rofile boo+s limited. )p.

12, 14, 26, 40, 64 and 6. L*ompilationM

A Report on Future International Expansion of Fabindia

Documents

Transcript of A Report on Future International Expansion of Fabindia