Providing a model for market share development based on strategies to enter international markets with foundational data and hierarchical analysis

The aim of the current research is to design a model to develop the market share based on the strategies for entering the international market of the National Iranian Drilling Company. A quantitative and qualitative mixed method was used to achieve this goal. In the qualitative phase, the data were collected through interviews with 12 experts using the snowball sampling method and analyzed with the help of the Foundation's data theory in three stages of open, central and selective coding. The findings of this phase showed that 39 concepts can be identified, which can be classified into 17 categories by examining the conceptual similarity, which can be classified as components of the paradigm model, which can be based on the main criterion of causal conditions (government support, factors related to the country of origin and factors related to the target market), the central phenomenon (maintaining the market share and increasing the market size), the dominant base (communication and functional infrastructures, specialized infrastructures, appropriate policy-making and planning), intervening conditions (political and economic factors, cultural factors and social), strategies (customer orientation, empowerment and promotion of international capabilities, participation in investment and non-participation in investment) and consequences (improvement of technology, growth and survival, and credibility and reputation of the company). In the second phase, using the opinion of experts and using the AHP hierarchical analysis method, the determined criteria were identified and prioritized. The results of this stage showed that the criterion of the leaders with the highest weight of 0.278 and the criterion of the ruling platforms with the lowest weight of 0.081 can play a role in the development of the market share of this company.