Entering the low-end markets: a new strategy for Swiss companies
Journal
The Journal of Business Strategy
ISSN
0275-6668
ISSN-Digital
2052-1197
Type
journal article
Date Issued
2006-08-05
Author(s)
Gebauer, Heiko
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.
- 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.
Language
English
HSG Classification
not classified
Refereed
Yes
Publisher
Emerald
Publisher place
Bradford, West Yorkshire
Volume
27
Number
5
Start page
23
End page
31
Pages
9
Subject(s)
Division(s)
Eprints ID
34575