Inhaltsangabe:Abstract: Germany is Russia s biggest trade partner. According to Russian official statistics, Russia imported 8.1% from and exported 13.4% to Germany in 2006. For Germany, Russia ranks eighth in overall trade volume, with exports about 23 Billion Euro and imports about 30 Billion Euro. Due to high prices for oil and gas, which amount for roughly 60% of Russian exports, the statistics indicates a negative trade balance for Germany since 2003. Germany is Russia s oldest trade partner, as well. No other West-European country has the same history of cultural, social and economical exchange with Russia as Germany does. The very term `German ́ in Russian language was century long the word for all `foreigners ́. Having left behind a century of forced antagonism, both countries are nowadays converging steadily. Today, the Russo-German trade relationships become more and more important for both countries. This paper focuses on the strategies German companies pursue on the Russian market. The fundamental question is empirical in nature: What have German companies done in Russia? . The ultimate aim, however, is to gain empirical evidence for theoretical reasoning: What should German companies do in Russia? . The paper consists of three parts. The first part gives a brief overview over Russo-German trade relations and Direct Foreign Investment. The Second part describes the legal, social and cultural environment in Russia and how German companies cope with it. The third part focuses on their strategy in response to their aims and to the environment. Inhaltsverzeichnis:Table of Contents: List of Tables7 Executive Summary8 1.INTRODUCTION8 2.METHODOLOGY9 3.TRADE RELATIONS AND INVESTMENT ENVIRONMENT11 3.1BILATERAL TRADE VOLUME11 3.2GERMAN DIRECT INVESTMENT IN RUSSIA13 3.3BUSINESS ENVIRONMENT16 4.LEGAL FRAMEWORK FOR INVESTMENT INTO RUSSIA17 4.1LEGAL FORMS OF INVESTMENT17 4.1.1THE REPRESENTATIVE OFFICE17 4.1.2THE BRANCH OFFICE19 4.1.3CORPORATE ENTERPRISES23 4.1.3.1The Limited Liability Company (OOO)26 4.1.3.2The Closed Joint Stock Company (SAO)27 4.1.3.3The Open Joint Stock Company (OAO)28 4.1.4OTHER FORMS OF COMMERCIAL ACTIVITY28 4.1.4.1Joint Partnership29 4.1.4.2Limited Partnership29 4.1.4.3Additional Liability Companies30 4.1.4.4The Production Cooperative30 4.2TAXATION31 5.SOCIAL ENVIRONMENT FOR MARKET ENTRY33 5.1HUMAN RESOURCES33 5.1.1Educational System33 5.1.2Labor Market35 5.1.2.1Current situation in [...]

In a time when everyone talks about Russia as an emerging market with huge possibilities, many German companies tried to enter. What have been their experiences? Which was their strategy to enter the market? Did they succeed? The present study is primarily based on first hand accounts. After a comprehensive overview on the economical, legal and social framework in Russia, the author summarizes the result of 23 extensive interview with decision makers from German companies.

Based on face to face interviews with decision makers of 16 German firms Michael Klug analyses the applied strategy and the motivation for market entry. He investigates different strategy theories for their suitability to explain the firms' strategy abroad and discusses the operational design including forms of market presence and marketing mix to realise a chosen strategy.

Inhaltsangabe:Abstract: When investment businesses decide on pursuing a course of market penetration into CIS countries, there is unfortunately now prescribed way for them to follow. They have to plan and implement their entry into the international market according to criteria which they themselves have decided on. They have to ask themselves several questions. Why are we planning to invest in a foreign country? What are our motives and goals with regard to market penetration? In which country we will invest? Which countries should be penetrated first? When will this process begin? Which forms of market penetration should we chose? The main objective of this study is to identify success factors for market penetration with regard to CIS countries. The model for investment businesses is used to define possible entry strategies into the CIS markets, and to analyse these theoretically and empirically. This paper looks closely at investment possibilities in Russia and in three of the CIS countries: the Ukraine, Moldavia and the Republic of Belarus. This study examines the experiences of 26 companies who have penetrated the markets in CIS countries. Inhaltsverzeichnis:Table of Contents: Executive Summary1 Table of Contents2 List of Figures5 List of Abbreviations7 1.Introduction8 1.1Objectives8 1.2Delimitations9 1.3Methodology9 2.Target of Penetration10 3.Investment Business11 4.Deciding Which Markets to Penetrate13 4.1PEST Analysis of Basic Conditions of Foreign Markets13 4.1.1Political and Legal Conditions13 4.1.2Economical Conditions14 4.1.3Socio-Cultural Conditions15 4.1.4Technological Conditions16 4.2General and Detailed Analysis16 4.3PEST Analysis of Russia18 4.3.1Political and Legal Conditions18 4.3.2Economical Conditions19 4.3.3Socio-Cultural Conditions23 4.3.4Technological Conditions24 4.4Russia as a Bridge to the CIS Countries24 4.5PEST Analysis of the Ukraine26 4.5.1Political and Legal Conditions26 4.5.2Economical Conditions27 4.5.3Socio-Cultural Conditions28 4.5.4Technological Conditions28 4.6PEST Analysis of the Republic of Belarus28 4.6.1Political and Legal Conditions28 4.6.2Economical Conditions29 4.6.3Socio-Cultural Conditions30 4.6.4Technological Conditions30 4.7PEST Analysis of Moldavia31 4.7.1Political and Legal Conditions31 4.7.2Economical Conditions31 4.7.3Socio-Cultural Conditions32 4.7.4Technological Conditions33 4.8Conclusion33 5.Timing of Market Penetration34 5.1International Timing [...]

Maren Hagemeister examines how institutions influence foreign firms ́ market entry decisions and subsidiary performance in Russian regions. In an empirical study the author analyses the market entries of a sample of European Union firms in the Russian federal districts between 2005 and 2013. The thesis advances prior research with its sub-national perspective on institutions and the use of the thus far underutilized Business Environment and Enterprise Performance Survey (BEEPS) to derive regional data. The findings indicate that within-country differences can significantly affect foreign companies ́ entry mode and success on a local market.