|fulltext etc.||no fulltext attached|
– This paper provides a better understanding of why manufacturing companies often fail to enter the low?end market.
– Case studies on Swiss firms that create competitive advantage through technological, quality and/or innovation leadership are the main tool of theory development.
– 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.
– Our remarks are limited to manufacturing firms that create competitive advantage through technological, quality and/or innovation leadership.
– 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.
– 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.
|kind of paper||journal article|
|date of appearance||5-8-2006|
|journal||The Journal of Business Strategy|
|publisher||Emerald (Bradford, West Yorkshire)|
|volume of journal||27|
|number of issue||5|
|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.|