市场进入战略可以被视为一个重要的决定在联盟靴子的管理将决定进入方式，组织可以利用市场趋势，介绍了他们的营销组合来捕捉中国市场的销售和市场潜力的（约翰逊&斯科尔斯，2005）。基本组织有不同的选择而决定国际市场进入模式的决策，应该由一些不同的收益和成本的不同进入模式，阐述了以下相关： 出口营销策略作为一种进入模式可以看作是最简单的国际化战略联盟的靴子，需要最低投资，该组织将继续生产其产品在现有的设置，利用现有的厂房和其他生产资源；然而，该产品将在现有市场的市场比其他国家（凯特奥拉& Graham，2006）。出口可以看作是风险最低的策略，将让联盟靴利用最小的国际参与的市场潜力，但该机构也将有增长潜力有限，通常是标准化的产品销售和定制通常利用这一策略（公司，2005）。此外，联合博姿将不能够得到市场的深入理解力由于市场最低的参与 .
Market entry strategy may be regarded as one of the crucial decision at Alliance-Boots where the management will decide on the mode of entry through which the organization could exploit the market trends and introduced their marketing mix to capture the sales and market potential in the Chinese market (Johnson & Scholes, 2005). Essentially the organization has different alternatives while deciding the entry mode of international marketing, the decision should be made by understating different benefits and costs associated with different entry mode that are elaborated in the following: The export marketing strategy as an entry mode may be regarded as the simplest internationalization strategy for Alliance-Boots that will require minimum investments where the organization will continue to manufacture its products within existing setup, utilizing existing plant and other manufacturing resources; however the product will be market in countries other than the existing market (Cateora & Graham, 2006). Exporting may be regarded as the lowest risk strategy that will let Alliance-Boots to exploit market potential with minimal of international involvement, however the organization will also have limited growth potential as usually standardized product are marketed and no customization is usually carried out utilizing this strategy (Griffen, 2005). In addition, Alliance Boots will not be in position to get an in-depth understanding of the market forces due to its minimum involvement in the market (Rugman & Brewer, 2001).