International Market Entry Strategies Development

The aim of this final qualification paper is to develop a strategy for an IT company to enter the US market, based on the experience of Antilatency. The objectives, respectively, are to: - Investigate the essence, goals and types of strategies for entering foreign markets; - Study Russian and foreign markets (using USA as an example) for IT technologies; - Estimate market position of Antilatency; - Develop an entrance strategy for the USA market; - Project the result of the strategy. Thus, the main objective of the study is a foreign market entry strategy, and the subject is Antilatency as an example of a foreign market entry. Having created an IT startup that specializes on VR, Antilatency immediately put itself in a position where it needed to enter the foreign market - there is still very little demand for VR in Russia. Having already had many years of experience in that sphere and new technology, the company managed to attract attention to itself, successfully entered the VIVE X accelerator programme, and, albeit not immediately, gained a foothold in the Western market. However, they lacked the marketing and investment to accelerate the development of the final prototype - it was not introduced until 2019 - and gain more market share. As a result, they decided to leave the West behind for the time being and collaborate with China. Taking all factors into account, the company's strategy for entering the US market was analysed and refined. The timing was right - the VR market was booming. Nevertheless, even now, hypothetically, a market entry would be quite successful: the pandemic has had a favourable effect on the IT market, and VR is one of the trends of recent years. At the same time, thanks to the decline in interest in this niche by large companies, small businesses like Antilatency are able to operate more smoothly in the market. The overall volume in this case is an insignificant element of the strategy; however, the company should have spent more on marketing. The optimal form would be co-production, where the partner would take care of advertising and market distribution. However, so far, the company is left with direct export, which in this situation is the most realistic solution. It is impossible to predict the exact economic outcome of the strategy, but using this strategy, the company should increase its recognition and enhance global marketing, attract new foreign investments, and gain a full foothold in the Western market.