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Customer Value's Influence on International Market Entry Strategies in a B2B Context: Business and Market Opportunities in the Data Centre Segment in Northern Europe
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
2016 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

nternational market entry strategies gained increasing importance due to globalisation. Companies became multinationals. Therefore, new challenges arose due to different market and customer requirements. One topic, which gained importance in B2B context, is customer value. Customer value can be defined as the perceived benefits a company delivers its customers in comparison to the perceived expenses. Nevertheless, no uniform definition exist. In addition to that, if there is a direct connection between B2B customer value and international market entry strategies have not been investigated yet. Therefore, this thesisprojectdeals with the influence of B2B customer value on international market entry strategies. To determine the link, following research question guides this thesis: How does B2B customer value influence international market entry strategies in Northern Europe?The research isnot only focused on Northern Europe but also on the data centre segment. The investigated countries are Norway, Ireland, UK and Finland. These countries are highly interesting for the commission partnerdue to market developments and mega trends. Furthermore, the commission partneris represented by local subsidiaries in the four countries of interest. In order to answer the research question, deep insights are generated via semi-structured interviews. Three customer groups are investigated: Data centre operator as well as owner, constructors including panel builder and system integrators as well as design consultants. The interviews are conducted either face-to-face or if necessary via telephone in the four countries of interest. The interviews include questions about B2B relationships, brand and marketing.If culture influences B2B customer value is investigated indirectly bythe questions on B2B relationship.Market intelligence questions are added in order to create a deeper understanding of the market.Furthermore, these insights also help to interpret the answers of customers. Due to the interviews, a picture of the B2B customer value in Northern Europe is created. Northern European customers value reliable suppliers who can offer quality products as well as solutions. In addition to that, the importance of global brands andmarketing of competences is determined. Due to combining the findings with the cultural dimensions of Hofstede, it is concluded that customer value differs between other countries.Hence, customer value influences international market strategies, as different customer value require distinct international market entry strategies.

Place, publisher, year, edition, pages
2016. , 105 p.
Keyword [en]
International market entry strategies, Ansoff, B2B customer value, marketing standardis ation, mass customisation, branding, culture, Hofstede
National Category
Business Administration
URN: urn:nbn:se:umu:diva-123442OAI: diva2:945864
External cooperation
Educational program
Master's program in Business Development and Internationalisation; Master's Programme in Marketing
2016-06-03, 10:00 (English)
Available from: 2016-07-04 Created: 2016-07-04 Last updated: 2016-07-04Bibliographically approved

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