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Market Entry and ExitRemove Market Entry and Exit →

New research on market entry and exit from Harvard Business School faculty on issues including how to make your company a "cognitive referent," and why Tesco stumbled on entering the US market.
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How to Recover Gracefully After Shutting Down Your Startup

by Danielle Kost

It’s hard to call it quits on a business venture, but entrepreneurs can wind down a struggling startup while keeping their reputations and sanity intact, says Tom Eisenmann. The first step is knowing when to accept defeat. Open for comment; Comment(s) posted.

Why Your Company Wants to be a 'Cognitive Referent' (Hint: SpaceX)

by Roberta Holland

Companies that come to epitomize a nascent market—think Starbucks and boutique coffee—can capture greater success than other startups, says Rory McDonald. Is there a roadmap to becoming a “cognitive referent”? Open for comment; Comment(s) posted.

Should Entrepreneurs Pitch Products or Ideas for Products?

by Carmen Nobel

Entrepreneurs with a new product idea must decide whether to pitch the concept or provide an actual prototype. Which works best? Professor Hong Luo finds answers in Hollywood screenplays. Open for comment; Comment(s) posted.

Tesco’s Stumble into the US Market

by Sean Silverthorne

UK retailer Tesco was very successful penetrating foreign markets—until it set its sights on the United States. Its series of mistakes and some bad luck are captured in a new case by Harvard Business School marketing professor John A. Quelch. Key concepts include: Entering the US, Tesco deserves credit for creating a neighborhood market approach—emphasizing fresh produce and meats, and good quality but value-priced prepared meals. By not partnering or hiring local executives, Tesco missed the opportunity to learn more about the habits and needs of target customers. Tesco rightly aimed to scale the concept as soon as possible so that fixed overhead investments in its own distribution centers could be spread across a larger number of stores. Perhaps Tesco's original rollout plan was too ambitious, with executives assuming that the company would get everything right on the first try. Tesco has listened to its customers, learned from its mistakes, and made appropriate midcourse corrections. Closed for comment; 0 Comment(s) posted.