Market Entry Strategy Development: A Decision-Making Tool for Oy Arbonaut Ltd

Abstract

This thesis examined the process of building a market entry strategy through a case of Arbonaut Oy. The objective was to develop a structured market entry decision-making framework that supports the company in identifying and evaluating new international market opportunities. The need for the study arose from the company’s intention to increase revenue and improve the consistency of strategic decisions. Theoretical knowledge related to market entry strategy building, international marketing decision-making, and market evaluation was investigated. An analysis was conducted to identify the factors that influence the selection of target market and company’s operational opportunities in it. The research was conducted as a qualitative study based on interviews with company representatives to clarify current practices and areas requiring development. The results indicated that successful international expansion requires understanding both internal capabilities and external market conditions. The research showed that the process consists of several stages of marketing analysis and following decision-making phases. Key decision-makers inside the case company were identified to guarantee careful and informed market entry strategy building. The outcome of the thesis is a framework that guides the company through market analysis, market selection and entry mode evaluation. Future research may focus on testing the framework in different markets or creating tools to support its application.