Markteintrittsstrategien im internationalen Wettbewerb: Handlungsempfehlungen für das Unternehmen Doppler

Abstract

This paper examines the internationalisation of companies in the context of traditional and digital approaches and derives recommendations for action for the Austrian family business doppler. Traditional models such as the Uppsala model describe internationalisation as a gradual, experience-based process in which companies gradually intensify their foreign activities in order to reduce uncertainty. In contrast, digital models show that companies can skip traditional stages by using technology. Digital channels lower transaction costs, make it easier to share knowledge, and reduce barriers to market entry, which is especially relevant for ‘born globals’ or ‘international new ventures.’ On this basis, the strategy process was conceptually presented, consisting of situation analysis, goal definition, strategy formulation, evaluation and control. Contextual factors play a decisive role here: internal resources and competencies, external conditions and industryspecific dynamics significantly determine the choice of internationalisation strategy. Five expert interviews were conducted to provide practical support. These confirmed that companies usually opt for a step-by-step approach, starting with sales partners or distributors before establishing their own locations. Growth, risk diversification, economies of scale and brand strengthening emerged as key motives. Challenges arise both internally – for example, due to a lack of digital structures, resources or intercultural competence – and externally due to regulatory requirements, language barriers and cultural differences. Success factors include reliable partners, careful market analysis and the ability to adapt to local conditions. For the doppler brand, it is recommended to continue the current internationalisation process and to supplement it with e-commerce. Digital sales channels make it possible to test markets with low risk, increase international visibility and cushion seasonal fluctuations. It is important to clearly prioritise target markets, adapt the internal organisation to digital requirements and maintain networks and partnerships in a targeted manner. Overall, the work makes it clear that successful internationalisation is not a standardised process, but a dynamic and context-dependent development path. For doppler, digitalisation in particular offers the opportunity to strengthen its international position in the long term.

Date of Award	2025
Original language	German (Austria)
Supervisor	Bernhard Bräuer (Supervisor)