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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.

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Dominik Fischer

Dominik Fischer

Zeppelin University

Dominik Fischer is a Research Assistant at the Leadership Excellence Institute Zeppelin at Zeppelin University in Friedrichshafen, Germany. His research focuses on international business, institutional environment, strategic alliances as well as leadership and business...

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Kaushik Roy

Kaushik Roy

Indian Institute of Management Calcutta

Kaushik Roy is an Assistant Professor in the Strategic Management Group of the Indian Institute of Management Calcutta. He received his PhD (Fellow in Management) in the Business Policy area from the Indian Institute of Management Ahmedabad. His research lies at the...

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