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Full-Text Articles in Business
The Impact Of Digitalization On International Expansion: A Study On Market Entry Strategy Based On The Integration-Responsiveness Framework, Thian Kiang Tan
The Impact Of Digitalization On International Expansion: A Study On Market Entry Strategy Based On The Integration-Responsiveness Framework, Thian Kiang Tan
Dissertations and Theses Collection (Open Access)
Digitalization has accelerated the growth and creation of new business models. There are more unicorn companies (a non-public company valued at more than US$1B) in the last 10 years than the decades before it. The use of digital technologies presents new opportunities for digitally active firms to capture growth in a new market. This paper studies how digitalization influences the internationalization process of the firm and its mode of entry into a foreign market. Drawing on existing literature on digitalization, this paper creates a novel approach to study the effect of digitalization by classifying firms based on their market business …
An Oreo With Chinese Characteristics, Srinivas K. Reddy
An Oreo With Chinese Characteristics, Srinivas K. Reddy
Research Collection Lee Kong Chian School Of Business
In late 2005, Shawn Warren, head of biscuits, Asia Pacific for Kraft, was in desperate need of a quick turnaround strategy. Oreo, after nearly 10 years in the China market was facing the imminent disaster of being completely pulled from the shelves. Local retail channels, along with company headquarters near Chicago, had finally grown impatient of the iconic product's lacklustre sales. When Warren described the turnaround in March 2012, he said, "The first step to solving a problem is to admit you have one. We are committed to have this brand and put resources behind it."
Kill A Brand, Keep A Customer, Nirmalya Kumar
Kill A Brand, Keep A Customer, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
Kill a Brand, Keep a CustomerMost brands don't make much money. Year after year, businesses generate 80% to 90% of their profits from less than 20% of their brands. Yet most companies tend to ignore loss-making brands, unaware of the hidden costs they incur.That's because executives believe it's easy to erase a brand; they have only to stop investing in it, they assume, and it will die a natural death. But they're wrong. When companies drop brands clumsily, they antagonize loyal customers: Research shows that seven times out of eight, when firms merge two brands, the market share of the …
Profits In The Pie Of The Beholder, Daniel Corsten, Nirmalya Kumar
Profits In The Pie Of The Beholder, Daniel Corsten, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
In the early 1990s, grocery suppliers and retailers joined forces to streamline operations - an initiative called "efficient consumer response." Today, suppliers feel like they're not getting their fair share of the profits from ECR. But they stand to lose more if they give up on it, the authors say.