We examine Starbucks’ entry strategy in India, as well as the antecedents to the entry. Employing Dunning's eclectic paradigm and Ghemawat's AAA framework offers unique insights to understand the entry. By analyzing publicly available data, we undertake an in-depth case study. We argue that Starbucks simultaneously enjoyed ownership, location, and internalization advantages, and thus, aptly chose equity participation as the entry mode. Our unique contribution lies in concluding that Starbucks enjoyed high, medium, and low advantages for Ghemawat's dimensions of adaptation, aggregation, and arbitrage. Further, we introduce extensions to the AAA framework.
The major universities offering health sciences education in New Jersey were restructured in a 2012 legislative act. The plan evolved from a limited transfer of...
Trump Administration Labels China a “Currency Manipulator”: What’s behind the accusation, and who’s right?
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