Internationalizing to the UK: a resource based perspective

A significant problem in the construction industry is the losses sustained as a result of the theft of tools and equipment from construction sites. The case study company, referred to as PSS, have successfully developed and commercialized a technological solution to prevent such theft within Sweden. The next step in the commercialization of PSS is to seek growth and leverage their investment and innovation.Our purpose is to undertake a UK market analysis, in order to investigate if PSS’s business model has opportunities in the UK, and recommend how PSS might approach internationalization, using a resource based perspective.PSS’s existing business model has been developed to fit the Swedish market conditions, and has been demonstrated to perform. We find market conditions in the UK are similar, albeit in greater proportions. The nature of the problem, the industry structures, and the competitive environment is similar to the domestic conditions, and the competitive position of PSS is replicable…


1 Introduction
1.1 Background
1.2 Problem discussion
1.3 Purpose
1.4 Research Questions
1.5 Delimitations
1.6 Definitions
1.7 Thesis structure
2 Theory
2.1 Growth
2.1.1 Growth in SME
2.1.2 Growth of Technology-Based Firms
2.2 The Business Model – Resource-Based View
2.2.1 Core Competence and Competitive Advantage
2.2.2 Niche Markets
2.2.3 Strategic Fit
2.3 Globalization and Internationalization
2.3.1 Motivation for Internationalization
2.3.2 Challenges of Internationalization
2.4 Internationalization Model – Resource-Based View
2.4.1 Bridging Resources
2.4.2 International Market Resources
2.5 Strategic Decision Making
2.5.1 Internationalization Process Models
2.5.2 Modes of Entry – Resource Acquisition
3 Method
3.1 Research method
3.2 Gathering the data
3.3 Organizing and analyzing the data
4 Findings – PSS’s Business Model
4.1 Who the Customers Are (Market Segment)
4.2 What is Offered to the Customers (Product/Service)
4.3 What Value is Created for the Involved Actors (Value Created)
4.4 How the Value is Shared by the Actors (Revenue Model)
4.5 How this is Done (Internal and External Resources Needed)
5 Findings – Sweden
5.1 Doing business in Sweden
5.2 The Construction Industry in Sweden – Domestic Market
5.2.1 Construction Companies
5.2.2 Rental Market
5.2.3 Competitors Sweden
5.2.4 Stakeholder groups
6 Findings – United Kingdom
6.1 Doing business in the UK
6.2 The Construction Industry in the UK – International Market
6.2.1 Construction Companies
6.2.2 Tool Rental Market
6.2.3 Competitors UK
6.2.4 Stakeholder groups
7 Analysis
7.1 How does PSS’s existing business model ‘fit’ the Domestic Market (Sweden)?
7.2 What Resources are Requried to Internationalise
7.2.1 Resource Fit – Bridging Resources
7.2.2 Organizational Fit – Bridging Resources
7.3 What are the External Fit Conditions in the UK Market?
7.3.1 New Customer Fit – How do the Swedish and UK Market niches compare?
7.3.2 New Market Competitor Fit – How does PSS compare with UK Competitors?
7.3.3 New Technology Fit – International Market
7.4 How should the resources required to internationalize be acquired?
8 Conclusions
8.1 Recommendations
8.1.1 If
8.1.2 How
8.2 Discussion
8.3 Reflections
Reference list

Author: Vilsson, Carl-Johan,Geldard, Matthew

Source: Jönköping University

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