Published by:
Harvard Business Publishing
Length: 8 pages
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Abstract
As 1992 approaches, markets are opening in Western Europe and throughout the world. U.S. experience with the competitive dynamics of deregulation over a ten-year period provides valuable lessons for managers debating whether and how to expand into new markets. To thrive in the competitive environment an open market creates, many executives must exchange their companies'' roles as broad-line players for new roles as low-cost entrants, focused segment marketers, and providers of shared utilities. They must also be prepared to make new strategic choices as the structure of the industry changes.
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Abstract
As 1992 approaches, markets are opening in Western Europe and throughout the world. U.S. experience with the competitive dynamics of deregulation over a ten-year period provides valuable lessons for managers debating whether and how to expand into new markets. To thrive in the competitive environment an open market creates, many executives must exchange their companies'' roles as broad-line players for new roles as low-cost entrants, focused segment marketers, and providers of shared utilities. They must also be prepared to make new strategic choices as the structure of the industry changes.