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Entering the low-end markets: a new strategy for Swiss companies

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abstract Purpose
– This paper provides a better understanding of why manufacturing companies often fail to enter the low?end market.

Design/methodology/approach
– Case studies on Swiss firms that create competitive advantage through technological, quality and/or innovation leadership are the main tool of theory development.

Findings
– Our objective was to explain why firms often fail to enter the low?end market. The main finding is a method for entering the low?end market successfully.

Research limitations/implications
– Our remarks are limited to manufacturing firms that create competitive advantage through technological, quality and/or innovation leadership.

Practical implications
– The key managerial implications is a method for entering the low?end market successfully. The method offers some guidance for overcoming the successive hurdles limiting the entry in the low?term price segment in emerging markets.

Originality/value
– We were able to add a complementary perspective to existing literature on the international management. We suggest that the long?term success in emerging markets is influenced strongly by the entry in the low?end price segment.
   
type journal paper
   
keywords
   
language English
kind of paper journal article
date of appearance 5-8-2006
journal The Journal of Business Strategy
publisher Emerald (Bradford, West Yorkshire)
ISSN 0275-6668
ISSN (online) 2052-1197
DOI 10.1108/02756660610692671
volume of journal 27
number of issue 5
page(s) 23-31
review blind review
   
citation Gebauer, H. (2006). Entering the low-end markets: a new strategy for Swiss companies. The Journal of Business Strategy, 27(5), 23-31, DOI:10.1108/02756660610692671.