| 1. |
- Andersson, Svante, et al.
(författare)
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Born Globals' foreign market channel strategies
- 2006
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Ingår i: International Journal of Globalisation and Small Business. - Olney : InderScience Publishers. - 1479-3059 .- 1479-3067. ; 1:4, s. 356-373
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Tidskriftsartikel (refereegranskat)abstract
- Foreign entry mode choices are decisions of paramount importance for the long-term survival and growth of companies that are in a process of rapid international expansion. In this paper we seek to understand the foreign market channel strategies of Born Globals. We examine whether these companies develop a similar strategy regarding foreign entry mode choices and whether their market channel strategies differ from contemporary theories treating this problem. A comparative case study conducted on four companies meeting the criteria of Born Globals suggests that they do not show a common foreign entry mode. Instead, the companies seem to have very different market channel strategies even if they all have internationalised very rapidly. These findings are discussed against the current range of theoretical models that seek to explain the companies' foreign entry mode choice. We conclude the paper with some implications and suggestions for future research.
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| 2. |
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| 3. |
- Andersson, Svante, 1962-, et al.
(författare)
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The International Entrepreneur
- 2009. - 1
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Ingår i: Glocal Marketing. - Lund : Studentlitteratur. - 9789144055558 ; , s. 257-276
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Bokkapitel (refereegranskat)
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| 4. |
- Awuah, Gabriel, et al.
(författare)
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The Internationalization of Multinational Companies (MNCs) : An intra-sector comparison among firms from developing and developed countries
- 2010
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Konferensbidrag (refereegranskat)abstract
- According to the international statistic data of the United Nations Conference of Trade and Development (Unctad, 2008), the majority of Multinational Companies (MNCs) are from developed countries. However, in the last decade the participation of MNCs from emerging economies in the international flows of Foreign Direct Investment (FDI) increased significantly, making them important global players. Although several scholars have addressed the internationalization process of emerging MNCs, no attempt has been made in the sense of directly comparing the internationalization process of firms from both developed and developing countries. To fill this gap, the aim of the present paper is to highlight the differences and similarities of the determinants and patterns of their internationalization. The integrated analytical model used in this study, which draws on insights from the Eclectic Paradigm and the Uppsala Internationalization approaches, has proved useful by helping to shed some light on the literature about MNCs’ internationalization process. The model in question has been structured in order to explore the differences and similarities of the internationalization processes of MNC from a developed and a developing country. This research uses a qualitative method with an exploratory nature, which allows deeper cross- cultural understanding. Multiple case studies of MNCs from countries with different levels of development (Brazil and Sweden) were carried out; this type of research allows addressing questions related to the determinants and patterns of internationalization. The results of the study show that there are strong evidences, which point out differences in term of ownership advantage development. However, the firms did not show substantial differences regarding internalization advantages. On the other hand, learning and experience of internationalization have been factors that have influenced the pattern and structure of the MNCs in both contexts. However, as the MNC from the developed country is more international and has longer experience, location decisions are no longer heavily influenced by these factors. The international network the MNC is part of and access to technology and knowledge partners are nowadays influencing the MNCs internationalization processes more. These findings are in line with earlier research that has pointed out that learning is most important in the early phases of MNCs international development while networks and location advantages are more important in later stages.
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| 5. |
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| 6. |
- Aagerup, Ulf, 1969-, et al.
(författare)
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Building a warm and competent B2B brand personality
- 2022
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Ingår i: European Journal of Marketing. - Bingley : Emerald Group Publishing Limited. - 0309-0566 .- 1758-7123. ; 56:13, s. 167-193
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Tidskriftsartikel (refereegranskat)abstract
- Purpose This study aims to investigate how business-to-business (B2B) companies build brand personality via the products they provide and via their interactions with customers. Design/methodology/approach A multiple case study, which spans 10 years, investigates via interviews, observations, workshops and document analysis how two fast-growing B2B companies selling industrial equipment to manufacturers build brand personality. Findings The studied companies concentrate on different brand personality dimensions depending on the activities in which they engage. By focusing on brand competence in the realm of the actual product and brand warmth in the realm of the augmented product, the companies manage to create a complete and consistent brand personality. Research limitations/implications The research approach provides in-depth knowledge on how the companies build brands for a specific type of B2B product. However, the article's perspective is limited to that of management and therefore does not take customer reactions into account. Practical implications The study describes how firms can build strong B2B brands by emphasizing competence in product design and R&D and warmth in activities related to sales and customer service. Originality/value The study introduces a conceptually consistent view of brand personality in the form of warm and competent brands to the B2B marketing literature. It builds on and contributes to the emerging research on B2B brand personality. By relating the companies' brand-building activities to the type of products they sell, this study illustrates how context affects B2B brand building, and by integrating brand personality theory with product levels and marketing philosophy, it extends previous theory on B2B branding.
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| 7. |
- Aagerup, Ulf, 1969-, et al.
(författare)
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How image and awareness relates to internal and external stakeholders' acceptance of B2B rebranding
- 2023
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Konferensbidrag (refereegranskat)abstract
- The acquisitions of brands by companies have become more frequent, representing a significant and effective way for firms to reach international new markets. This recent trend has led to a rise in rebranding, particularly in the business-to-business (B2B) sector. Since marketing literature primarily focuses on B2C brand strategies, literature on the field constantly overlooks B2B characteristics. This is sorely needed, because, despite massive investments, many acquisitions fail, especially international acquisitions where one faces cross-country differences. This is unsurprising because most companies' M&A considerations do not place much weight on brand strategy, and brand equity is typically not handled very well but is often treated as an after-thought compared to more pressing financial matters (e.g. how rebranding affects stock returns) and operational matters (e.g. descriptions of enablers and barriers to the rebranding process). Previous studies in this field emphasise how to do rebranding. However, they treat the brand itself as a black box —it is only how you execute the B2B rebranding process that is investigated, not which dimensions of the customer's brand knowledge should be prioritised. This is unfortunate, because rebranding an acquired brand without an idea of the desired end result is like navigating without a destination —even if you execute well, you will most likely not end up where you need to be. This paper addresses this gap by providing insights into the significant factors that drive B2B rebranding strategies, focusing on the transfer of brand equity from the acquired B2B brand to the acquiring company's brand.This study was conducted in one B2B firm going through rebranding process in the life science sector. Getinge was founded in 1904 in Sweden and is a global medical technology firm. The company provides equipment and systems in the healthcare and life sciences sector and has become a global leader in the field of Surgical Workflow. The international growth has been possible through incorporating new innovative offerings. These have been both internally developed, but also acquired internationally. A significant number of international acquisitions have been made throughout the years. In 2021 the company employed over 10,000 people worldwide, with products marketed in over 135 countries.Besides being one of the most valued companies in the sector, Getinge was chosen since the firm has initiated a rebranding process after a long-time international growth strategy, including acquisitions of many different international brands. Moreover, since B2B companies commonly rely on corporate, rather than product branding. Getinge is an appropriate choice since this study, therefore, focuses on a company that uses the same name for its company and its products.By examining an in-depth single case study of a multinational B2B company in the life sciences industry, this paper contributes to the research in international rebranding by validating that brand equity is a relevant consideration for B2B rebranding processes. Specifically, it argues that brand awareness transfer plays an essential role during the rebranding process, especially when it comes to external branding. Customers generally accept the new brand if the value proposition remains unchanged. However, they need to be made aware of the change to avoid confusion. Internally by contrast, the most significant challenge seems to be the transfer of brand image. Awareness is easy; during a rebranding process employees immediately become aware of the change. They however exhibit strong opinions for or against rebranding depending on their emotional connections to the old brand.These results extend the theory on international rebranding after M&As by demonstrating that the B2B context requires different prioritizations than consumer goods rebranding. The study shows how various stakeholders respond throughout the rebranding process. Firms can plan their rebranding process in mind that both brand image and brand awareness are important for brand equity during the rebranding process. However, firms need to prioritise one over the other depending on their specific audience (internal and external). Moreover, the realisation that awareness is a crucial success factor in B2B rebranding might help companies leverage brand equity in international M&As.
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| 8. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Frühe Internationalisierung eines Unternehmens im Hochtechnologiebereich - Treiber und Hindernisse
- 2011
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Ingår i: Zeitschrift für KMU und Entrepreneurship. - Berlin : Duncker & Humblot. - 1860-4633 .- 1865-5114. ; 59:2, s. 125-140
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Tidskriftsartikel (refereegranskat)abstract
- SMEs in high-technology industries, such as life sciences, face a fundamental challenge. On the one hand, i.a. high product development costs push firms to early-stage internationalization to speed up the amortization of those investments. On the other hand, a number of factors constitute hinders to internationalization, such as insufficient endowments with financial resources and the need to adapt to local regulations, which differ between countries. To date, little is known about how SMEs in practice master this challenge. Based on a longitudinal, in-depth case study of a young company from a high-technology sector, this paper aims at providing a better understanding of early internationalization processes of startups in these industries. This paper is closely linked to practice, while at the same time is contributing to the literature on international entrepreneurship.
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| 9. |
- Aerts, Ria, et al.
(författare)
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Overcoming hospital resistance in an international innovation co-creation
- 2023
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Ingår i: Technological forecasting & social change. - New York : Elsevier. - 0040-1625 .- 1873-5509. ; 187
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Tidskriftsartikel (refereegranskat)abstract
- The health sector is very specific and difficult market for firms to access and deal with. The main reasons for this is that the healthcare systems are in continuous change, the co-creation processes in hospitals are complicated involving many different actors which also affects on firms commercialization and internationalization approaches. However, there is a growing demand of health services and the sector is growing also due to the COVID situation, that has been dramatically speeding up the digitalization of the healthcare services in the hospital settings. Approaching international hospital markets is, however, challenging for the start-up companies. On their journey they are facing a resistance, that they have to overcome in many different ways. The aim of this paper is to increase understanding how a start-up can overcome hospital resistance in an international innovation co-creation process. The results of are based on in depth case study in which the data collection was done over the four years of data gathering. The paper highlights how start-up companies can overcome the resistance in the international innovation co-creation in the hospital markets. It shows the importance of different activities, actors, capabilities and international activities in different phases of the international innovation co-creation journey. © 2022
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| 10. |
- Amal, Mohamed, et al.
(författare)
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Differences and similarities of the internationalization processes of multinational companies from developed and emerging countries
- 2013
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Ingår i: European Business Review. - Bingley : Emerald Group Publishing Limited. - 0955-534X .- 1758-7107. ; 25:5, s. 411-428
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: This paper aims, by a direct comparison, to address the differences and similarities of the internationalization processes of multinational companies both from developed and emerging countries.Design/methodology/approach: This study employed qualitative approach, using an integrated model of internationalization process. Multiple case studies, with two companies with significant involvement in foreign markets and originating in countries with different levels of development, were carried out.Findings: The results reveal that the case companies show some differences with regards to their use of ownership advantages to facilitate their internationalization. On the other hand, learning and experience of internationalization, coupled with the use of networks, have been factors that have influenced the pace and the pattern of the case companies' internationalization. An integrated model, which includes variables related to networks and learning/experience, may contribute to the understanding of the case of multinational companies from emerging economies.Originality/value: Although the research field of emerging multinationals has been growing lately, very few attempts have been made in the sense of directly comparing the internationalization process of firms from both developed and emerging countries. The authors proposed an integrated analytical model that draws on insights from the eclectic paradigm and the Uppsala internationalization model. © Emerald Group Publishing Limited.
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