外资进入股权模式的优点:以StarbucksForeign marker为例，为各国提供了商机。每个国家都为试图进入一个市场的国际企业展示了某些障碍。组织可以通过股权模式或非股权模式进入国外市场。在股权模式下，直接投资或合资企业由组织承担(烘干机等，2003)。而在非股权模式下，则考虑出口和/或许可。组织结构、国外市场的经营性质和目标市场的法律法规是选择模式时需要考虑的因素。通过股权方式进入外国市场包括两种方式，即在各国境内设施内的直接投资以及合资企业。这些企业都是在target拥有强大市场基础的同一功能行业中运营的特定组织(Economist, 2015)。
直接方式的投资使投资组织在经营活动中获得较高的控制权，而合资企业则使投资组织在商业文化、面向消费者的营销和政府的规章制度等领域享受合作伙伴知识的收益。通过对案例的分析，我们推测选择星巴克成立合资企业的原因是，它使合作伙伴能够承担风险和资本共享(Martin, 2013)。此外，通过选择当地的合作伙伴，星巴克可以在市场中做出即兴的决定。因此，在这种情况下，日本的合作伙伴可以在价格和商店位置等更多因素的影响下做出明智的决定(Fong et al.， 2014)。日本市场知识的利用是星巴克选择合资作为进入模式的动机背后的原因。
Merits of Equity mode of foreign entry: Case of StarbucksForeign markers provide with opportunities of business to the nations. Each of the nations showcases certain obstacles for the international businesses attempting to enter a market. Organizations can make a choice of entering the foreign market either by equity mode or non-equity mode. Within the equity mode, direct investment or joint venture is undertaken by the organization (Dryer et al., 2003). Whereas in the non-equity mode, exporting and/or licensing are taken under consideration. The organizational structure, foreign market’s nature of operations and the target market’s laws and regulations are the factors that are considered upon the making decision of the modes which can be chosen. The entry through equity modes within foreign market comprises of both, the investment of direct nature within the facilities across the nations as well as joint ventures. These ventures are among certain organization operating in the same functioning industry with the strong base in the market at target (Economist, 2015).
The investment of direct manner enables investing organization to obtain high controlling power upon the operations whereas the joint venture enables the investing organization to enjoy the benefits of knowledge of the partner in the domains of business culture, marketing for consumers and the regulations of the government. The choice of Starbucks for joint venture is speculated from analysing the case as the fact that it enables partners for the risks and capital sharing (Martin, 2013). Moreover, by choosing the local partner, improvised decisions can be made by Starbucks within the market. Hence, the Japanese partner in this scenario can allow decision making of informed nature with respect to the pricing and location of store along with more elements (Fong et al., 2014). The intimate Japanese market knowledge’s utilization is the reason behind the motivation of Starbucks for the opting joint venture as the mode for entry.