Business Management Practices for High-Impact Market Entry: Lessons from Cross-Border Commercial Strategies
Abstract
Market entry decisions represent some of the most consequential strategic moves firms make, particularly in cross-border contexts where uncertainty, institutional differences, and competitive pressure are amplified. While market entry has traditionally been examined through the lenses of entry modes and strategic positioning, many firms continue to underperform in new markets due to inadequate managerial practices during the preparation and execution phases. High-impact market entry requires not only sound strategic intent but also effective business management practices that align commercial ambition with organizational and operational capabilities. This article conceptualizes market entry as a managerial process shaped by cross-border commercial strategies and organizational execution. It examines how firms can design and implement high-impact market entry by integrating strategic preparation, organizational readiness, operational coordination, and leadership-driven adaptation. Rather than focusing on isolated entry decisions, the study emphasizes the role of business management practices in navigating uncertainty, coordinating commercial activities across borders, and translating market opportunities into sustainable performance. By synthesizing insights from international business, strategic management, and cross-border commercialization literature, the article develops an integrative perspective on market entry management. The analysis highlights common failure modes in cross-border entry and distills practical lessons for firms seeking to enhance the effectiveness and impact of their market entry strategies. The study contributes to a more practice-oriented understanding of market entry and offers actionable guidance for managers operating in international and highly competitive environments.
Keywords
Market Entry Strategy, Cross-Border Commercial Strategies, Business Management Practices, International Market Expansion, Strategy Execution
Citations
IRE Journals:
Albert Gabay "Business Management Practices for High-Impact Market Entry: Lessons from Cross-Border Commercial Strategies" Iconic Research And Engineering Journals Volume 8 Issue 8 2025 Page 1021-1034 https://doi.org/10.64388/IREV8I8-1713658
IEEE:
Albert Gabay
"Business Management Practices for High-Impact Market Entry: Lessons from Cross-Border Commercial Strategies" Iconic Research And Engineering Journals, 8(8) https://doi.org/10.64388/IREV8I8-1713658
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