“…This knowledge is important as the success of an adapted process strategy implementation needs to be integrated with local environmental conditions (e.g., an integration of budget planning and local tax policy) (Sorenson & Wiechmann, 1975). Immigrants' familiarity with their COO's and the second host market's environment can help overcome the barriers associated with implementing an adapted process strategy (Walters, 1986). This analysis of the relationships between IE and adapted price, place and process strategies is in line with results reported in the literature.…”
Section: Adaptation Strategy and Immigrant Effectsupporting
“…This knowledge is important as the success of an adapted process strategy implementation needs to be integrated with local environmental conditions (e.g., an integration of budget planning and local tax policy) (Sorenson & Wiechmann, 1975). Immigrants' familiarity with their COO's and the second host market's environment can help overcome the barriers associated with implementing an adapted process strategy (Walters, 1986). This analysis of the relationships between IE and adapted price, place and process strategies is in line with results reported in the literature.…”
Section: Adaptation Strategy and Immigrant Effectsupporting
“…Miracle's recommendation subsequently became known as process standardization (Walters, 1986). Miracle's (1966Miracle's ( , 1968) research questions to guide international advertising research and his recommendation to focus on process standardization were largely ignored.…”
Section: Academic Research Contributions To Knowledge Of Internationamentioning
“…In fact, the ability to handle distribution, achieve problem solutions and pursue customer relations in a variety of individual market segments will prove to be crucial in competition. Without enough flexibility, however, there may be difficulties in the treatment of varying types of target customers in areas such as promotion (Walters, 1986).…”
Section: Strategic States and Differentiationmentioning
᭹Obstacles to strategy implementation and change are often due to limited consistency between the choices that a firm has to make regarding business scope and differentiation.
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The purpose of this paper is to identify relationships between business scope and competitive differentiation in industrial firms. It reports on managerial perceptions within a sample of business units of Swedish manufacturing firms in Germany, the United Kingdom and the United States.᭹ The study found that standardized products offered to just a few market segments are associated with an emphasis on product differentiation but that this strategy causes negative performance effects. In contrast, penetration of many segments is associated with customer flexibility attributes, yielding positive results.
᭹The study contributes to our understanding of strategy consistency by establishing associations between business scope and competitive differentiation. Management advice is presented.
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