Conceptual framework for the formation of a strategy for overcoming barriers for enterprises’ entry into new foreign markets

The purpose of the article is to systematize the stages of implementing a strategy for overcoming barriers to entry of the meat industry enterprises into new foreign markets, and their theoretical and methodological justification. Research methods. In the research process were used the following scientific methods: analysis method (for analysis of barriers to entry of a meat industry enterprise into new foreign markets) and synthesis (for classification of entry barriers into the market); generalization method (for description of implementation stages of the strategy for overcoming entry barriers to the external market); systematization method (for formation of exit and entry of an enterprise into the foreign market); tabular method (for construction of tables). Research results. Conceptual framework for the formation of a strategy for overcoming barriers for the meat industry to enter new foreign markets was proposed, and theoretical basis for implementing each of the concept stages was generalized. Methodological support for evaluating effectiveness of the concept stage implementation was defined, and barriers for entering the external market for selected classification criteria were classified. Elements of scientific novelty. The conceptual framework for the formation of strategies for overcoming entry barriers to new foreign markets was formed. The framework is based on the logically ordered implementation of the stages of overcoming entry barriers grounded on the appropriate theoretical foundation and methodological tools for their assessment, which collectively provides the realization of a goal of enterprise development by overcoming entry barriers for enterprises into a new foreign market. Practical significance. Generalization and systematization of the stages of the formation of the strategy to overcome the barriers to entry of an enterprise to the external market increases validity and effectiveness of the implementation of an enterprise’s export activity. Tabl.: 3. Refs.: 17.