haku: @author Leknes, H.M. / yhteensä: 1
viite: 1 / 1
« edellinen | seuraava »
| Tekijä: | Leknes, H.M. Carr, C. |
| Otsikko: | Globalisation, international configurations and strategic implications: The case of retailing |
| Lehti: | Long Range Planning
2004 : FEB, VOL. 37:1, p. 29-49 |
| Asiasana: | Globalization International Strategy Retailing Companies Clothing industry Case studies |
| Kieli: | eng |
| Tiivistelmä: | In contrast to the old debate btw. national and more globally orientated strategies, (hereafter as: str.) recent typologies have begun to uncover subtler international str. applicable to less patently global industries. This article investigates whether such typologies can be adapted to a service sector such as retailing and analyses performance differences across the whole set of these new categorizations. Focusing on clothing where scale economies were lower, a case study is presented demonstrating how this approach can still yield str. insights and recommendations at an early stage in internationalization, even in more peripheral locations such as Norway. 'Continental leadership' str. are confirmed to be able to be associated with slightly better profitability for retailers more generally. However, it is warned that this is riskier for clothing retailers, for whom market share emerges as a less critical driver. The most profitable retail strategy configuration is the bold 'global shaper' strategy. However, taking into account the case company's resource position within the clothing sector, this study's approach recommends consideration of the 'quasi-global' str. configuration, associated with an improvement of just under 2 per cent return on investment. This perspective also aids 'strategic benchmarking' (illustrated against high performers H&M and Zara), setting an agenda for operational improvements. |
« edellinen | seuraava »
SCIMA