IJSRST173311 | Received : 05 March 2017 | Accepted : 13 March 2017 | March-April - 2017 [(3)2: 59-67 ] © 2017 IJSRST | Volume 3 | Issue 3 | Print ISSN: 2395-6011 | Online ISSN: 2395-602X Themed Section: Science and Technology 59 New Paradigms in International Market Entry : A Reflection on the Present and the Future Wiliam Kouame Yoboue 1 , Kaigan Yi 1 , Henry Asante Antwi 2,3 1 School of Business Administration, Zhejiang University, 18 Xuezheng Street, Hangzhou, P.R. China 2 School of Management, Jiangsu University, 301 Xuefu Road, 212012, Zhenjiang, Jiangsu, P.R. China 3 Institute of Medical Insurance and Healthcare Management, Jiangsu University, Zhenjiang, Jiangsu, P.R. China ABSTRACT To survive and prosper, business organizations must aim at the international market in order to gain mileage for their brands. The existing literature provides several international market entry strategies adopted by business organizations over the last decade with conflicting outcome of their strengths and weaknesses. With the technology revolution has emerged an online marketing platform that has revolutionized international marketing dynamics. This study revisits international market entry strategies by looking at the existing ones. It evaluates the complementarity of e-commerce and traditional market entry strategies while pointing out their respective common identities and points of difference. Keywords: E-Commerce, Online Marketing, Political Undertones, Flagship, Coca-Cola, Pepsi I. INTRODUCTION The entry methods employed by international retailers have developed as a core theme in international retail marketing research. Largely, the reason assigned for this development is related to the growing exploit of contemporary entrepreneurs who are seeking the most effective and least cost method of entry into the retail market of other countries (Swinyard & Smith, 2013). The current literature documents several market entry modes yet, there is also a growing concern that some of these strategies are only suitable for peculiar political, economic, socio-cultural and technological environment while others are believed to be outmoded. The online marketing platform is one of the emerging modes of market entry preferred by a significant number of international retailers due to its perceived lower cost (albeit the risk involved) for both companies and consumers (Dawson, 2014). Our study reviews the current stock of literature on market entry strategies, highlighting their core strengths and weaknesses. The business case and intricacies of the online market platform as an emerging market entry strategy is then introduced and interrogated from the perspective of consumer shopping behaviour. We conclude by clarifying our position on online shopping as a market entry strategy. II. METHODS AND MATERIAL A. Non-Controlling Interest The first international market entry strategy that comes to mind is where a foreign company decides to obtain a non-controlling interest in an existing firm in the destination country. The home company acquires a minority interest in the firm. Since the majority interest holders hold a controlling power over the operations of the company, the foreign firm with its limited share is said to hold a non-controlling stake (Wrigley, 2016). The total share of a company is valued at 100%. The international company thus seeks to buy less than 50% of the shares but to give it an influence in the activities of the organisation. Usually, the share of the foreign firm is valued at market price which forms the basis to determine an agreed consideration the company pays for its share. For a firm the decision to choose a non- controlling interest is arrived at after considering many factors. Based on studies on several organisations that