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Emerging strategies for local companies

Emerging strategies for local companies Declares that such global goliaths as Coca-Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Emerging strategies for local companies

The Antidote , Volume 5 (2): 4 – Apr 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006750
Publisher site
See Article on Publisher Site

Abstract

Declares that such global goliaths as Coca-Cola and Procter & Gamble have been surprised how indigenous, local companies have speedily fought back to create competitive markets. Demonstrates three components local companies need to exploit their competitive success to advantage: unique perceived value; cultural capital; and targeting and positioning. Looks at empowerment of local firms and competitive strategies for local companies. Employs a Figure showing pressures for globalization. Concludes with four alternative strategies for local companies to defend, extend, dodge, or contend their market position: defenders; extenders; dodgers; and contenders. Sums up that perhaps globalization may not be as simple as it once seemed.

Journal

The AntidoteEmerald Publishing

Published: Apr 1, 2000

Keywords: Local economy; Strategy; Globalization

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