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Strategic Market Entry Project

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Listed:
  • William L. Ferguson
  • Tamela D. Ferguson

Abstract

Successful risk management is critical to top level decision makers in any organization, involving fundamental strategic policy and planning to identify and allocate scarce resources to projects or activities that generate sustainable competitive advantage and maximize available long‐term growth opportunities, or even survival. This article describes a flexible group project wherein students of risk management and insurance (RMI) may gain additional exposure and experience with applications of fundamental strategic management theory in the context of their particular RMI major coursework. The Project may be a useful tool in helping RMI students further develop their research and presentation skills, as well as enhance critical strategic decision making; exposure to cultural, regional or globalization issues; application of fundamental strategic management concepts; and knowledge of current events. While this Project was developed primarily for RMI students, students across business disciplines also may benefit from participation.

Suggested Citation

  • William L. Ferguson & Tamela D. Ferguson, 2011. "Strategic Market Entry Project," Risk Management and Insurance Review, American Risk and Insurance Association, vol. 14(1), pages 145-155, March.
    • Handle: RePEc:bla:rmgtin:v:14:y:2011:i:1:p:145-155
    DOI: j.1540-6296.2010.01191.x
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    References listed on IDEAS

    as
    1. Oswald, Andrew J. & Wu, Stephen, 2010. "Objective Confirmation of Subjective Measures of Human Well-being: Evidence from the USA," IZA Discussion Papers 4695, Institute of Labor Economics (IZA).
    2. Yigang Pan & David K Tse, 2000. "The Hierarchical Model of Market Entry Modes," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 31(4), pages 535-554, December.
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