ror.org/051sjmb83
Abstracts
Résumé
La saturation des marchés traditionnels et l’ouverture des économies poussent les PME à se développer sur les marchés étrangers. Bien que souffrant d’un manque réel de ressources, la part grandissante des PME optant pour la réalisation d’un investissement direct à l’étranger (IDE) appelle à une relecture des stratégies d’internationalisation de ces petites structures. Cet article repose sur l’analyse de cinq cas de PME manufacturières de la région Rhône-Alpes ayant ouvert une filiale à l’étranger. Il présente les principaux risques supportés par les PME et les motivations au déploiement d’une stratégie tête-de-pont. Le choix d’une implantation dans un pays tête-de-pont s’avère être une démarche défensive ou offensive résultant de l’interaction de facteurs endogènes et exogènes. Nos résultats montrent que les stratégies tête-de-pont constituent une stratégie efficace permettant à la fois de gérer les risques et de saisir de nouvelles opportunités d’affaires à l’étranger – notamment dans les pays émergents.
Mots-clés :
- Internationalisation,
- Risques,
- PME,
- Stratégies tête-de-pont
Abstract
The saturation of traditional markets and the opening-up of economies push SMEs to internationalize. Even if they suffer from resources scarcity, more and more SMEs are investing abroad, calling for a reinvestigation of their expansion strategies. This article relies on the analysis of five independent manufacturing SMEs having (at least) one subsidiary abroad. It aims at understanding the main motivations pushing SMEs to implement gateway strategies in order to penetrate foreign markets. The decision to invest in a gateway country is following a defensive or offensive logic resulting from the interaction of external and internal factors. It appears that gateway strategies act as a tool to facilitate the entry to emerging market, reducing at the same time SMEs’ exposure to local risks.
Keywords:
- Internationalization,
- Risks,
- SMEs,
- Gateway strategies
Resumen
La saturación de los mercados tradicionales y la apertura de las economías empujan PyME a internacionalizar. Si suffren de una falta real de recursos, la parte creciente de las PyME que opta por Inversión en el extranjero llama a una segunda lectura de las estrategias de internacionalización de estas estructuras. Este artículo repone en el análisis de cinco casos de PyME de la región francesa Rhône-Alpes que han abierto una filial en el extranjero. Presenta los principales motivos que explican el recurso a una estrategia indirecto de penetracion de los mercados, llamadas estrategia cabeza-de-ponte. La elección de un establecimiento en un país cabeza-de-pont se revela ser un paso defensivo u ofensivo resultando de la interacción de factores endógenos y exógenos. Nuestros resultados muestran que las estrategias cabeza-de-pont constituyen un instrumento que facilita el acceso a los mercados emergentes reduciendo, al mismo tiempo, la exposición de la PyME a los riesgos locales.
Palabras clave:
- Internacionalización,
- Peligros,
- PyME,
- Estrategias cabeza-de-ponte
Appendices
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