This purpose of this paper is to describe perceptions and attitudes of the young generations’ (Y and Z) toward tourism travel in times of Covid-19. Green behavioral intention is studied along with Covid-19-related concepts to see if there is any interplay between these variables. The study takes a semi-longitudinal approach, with data collected through an online survey in July 2020 and July 2021. In total, 722 Swedish men and women between 18 and 40 years responded to the survey. Results are presented at the conference.

Purpose

Literature on modes of entry has focussed on firm-level strategies. The predominant theories used are Institutional Theory and the resource based view. Using an alternate approach, network theory, the paper demonstrates an additional mode of entry: multiple firms entering together as an extension of an existing loose network, known as a bridging network. The extension of an external network across borders is an appropriate mode of entry in emerging markets with no pre-existing networks or existing networks within a market that are weak, immature or missing.

Design/methodology/approach

A conceptual review, which develops four propositions, demonstrating that market entry with bridging networks may be the preferred mode of entry in the presence of institutional voids. Alternative modes may not be viable due to costs and risks associated with overcoming such voids

Findings

Existing theory and case examples supports the contention that market conditions facilitate firms to enter as networks rather than as singular entities. These conditions are found in markets with institutional voids and explain the dominant form of business groups in many countries and the operation of loose strategic alliances in emerging markets. Network entry facilitates market access speed may allow for local ties to remain undeveloped or be a first step in building in-country networks.

Originality/value

This paper heeds to the call for a network ecosystem approach to market entry, arguing that firms may enter as a collective in subsistence and emerging markets which would explain the preponderance of business groups and loose alliances found.

Learning outcomes

An understanding of the competitive landscape and consumer dynamics of an emerging market, especially how a small local company learns to take on and deal with global players. Similarly, embeddedness within a market leads to increasing the competitiveness of local brands as they understand local consumers better than international ones. Local brands are also more likely to use home-based and innovative marketing strategies.

Case overview/synopsis

Bliss Chemicals, through their flagship brand, MAQ washing powder, captured market share from global multinationals during a price war. Nevertheless, their competitive landscape and their customer base are dynamic; the company cannot afford to rest on its laurels for long. The case provides insight into the marketing activities of both large and medium enterprises in an emerging market. It also demonstrates the type of marketing activation that engenders strong consumers’ response.

Complexity academic level

The case can be used in undergraduate, MBA and executive education courses on marketing, consumer behaviour, bottom of the pyramid or international marketing courses. It could also be used in business strategy courses on market entry, dealing with stronger competitors, price wars and doing business in Africa.