Market Penetration and Acquisition Strategies for Emerging Economies
Market Penetration and Acquisition Strategies for Emerging Economies
Klaus E. Meyer Professor of Business Administration Box 218, University of Reading Business School Whiteknights, Reading, Berkshire, RG6 6AA, UK km.cees@cbs.dk
Yen Thi Thu Tran PhD Student Copenhagen Business School Kilevej 14 A, 6., 2000 Frederiksberg, Denmark yttt.ivs@cbs.dk
This version: 25 January, 2006
Please refer to the published version of this paper when citing:
Meyer, Klaus E. & Tran, Yen Thi Thu (2006): Market Penetration and Acquisition Strategies for Emerging Economies, Long Range Planning, 39, no. 2, 177-197.
Acknowledgements: We thank the Social Science Foundation (SSF) Denmark for sponsoring this research as part of the MASEE project (grant number 24-01-0152). We also draw on earlier research sponsored by the Department for International Development (UK) under DFID/ESCOR project no. R7844, Center for New and Emerging Markets, London Business School. We thank our contact persons at Carlsberg A/S and our research partners in Poland, Lithuania and Vietnam for many stimulating discussions, and Bent Pedersen (Copenhagen Business School) and Zeng YuPing (Peking University) for sharing their insights in the Chinese brewing industry. Comments by Arnold Schuh, Mike Peng, Sheila Puffer, Tina Pedersen and Peter Krag as well as conference participants at the 2nd EIASM workshop on ’International Strategy and Cross-Cultural Management’ in Edinburgh University, and seminar participants at Copenhagen Business School are gratefully acknowledged. All errors remain the authors’ own responsibility.
1
Market Penetration and Acquisition Strategies for Emerging Economies
Abstract Multinational enterprises (MNEs) are expanding their global reach, carrying their products and brands to new and diverse markets in emerging economies. As they tailor their strategies to the local context, they have to create product and brand portfolios that match their competences with local needs. A
Klaus E. Meyer Professor of Business Administration Box 218, University of Reading Business School Whiteknights, Reading, Berkshire, RG6 6AA, UK km.cees@cbs.dk
Yen Thi Thu Tran PhD Student Copenhagen Business School Kilevej 14 A, 6., 2000 Frederiksberg, Denmark yttt.ivs@cbs.dk
This version: 25 January, 2006
Please refer to the published version of this paper when citing:
Meyer, Klaus E. & Tran, Yen Thi Thu (2006): Market Penetration and Acquisition Strategies for Emerging Economies, Long Range Planning, 39, no. 2, 177-197.
Acknowledgements: We thank the Social Science Foundation (SSF) Denmark for sponsoring this research as part of the MASEE project (grant number 24-01-0152). We also draw on earlier research sponsored by the Department for International Development (UK) under DFID/ESCOR project no. R7844, Center for New and Emerging Markets, London Business School. We thank our contact persons at Carlsberg A/S and our research partners in Poland, Lithuania and Vietnam for many stimulating discussions, and Bent Pedersen (Copenhagen Business School) and Zeng YuPing (Peking University) for sharing their insights in the Chinese brewing industry. Comments by Arnold Schuh, Mike Peng, Sheila Puffer, Tina Pedersen and Peter Krag as well as conference participants at the 2nd EIASM workshop on ’International Strategy and Cross-Cultural Management’ in Edinburgh University, and seminar participants at Copenhagen Business School are gratefully acknowledged. All errors remain the authors’ own responsibility.
1
Market Penetration and Acquisition Strategies for Emerging Economies
Abstract Multinational enterprises (MNEs) are expanding their global reach, carrying their products and brands to new and diverse markets in emerging economies. As they tailor their strategies to the local context, they have to create product and brand portfolios that match their competences with local needs. A
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