| Abstract [eng] |
In order to ensure rapid establishment in foreign markets and long-term sustainability, fast-moving consumer goods (FMCG) companies face the need to combine different operational models and brand orientation strategies. While the academic literature extensively examines causation and effectuation decision-making models, most studies focus on small and medium-sized enterprises, leaving the international expansion strategies of large companies insufficiently explored. There is also a notable lack of empirical insights into how large companies choose brand orientation strategies when entering markets and pursuing international competitive advantage. The aim of this thesis is to investigate how causation and effectuation decision-making models, along with brand orientation strategies, influence the speed of international expansion in a large FMCG company. The study employs a qualitative research approach based on a single case analysis of a globally operating company. The findings reveal that the company builds its international expansion on a hybrid model – systematic strategic planning is combined with effectuation-based implementation, allowing quick adaptation to market changes and local conditions. The study also shows that brand orientation decisions are shaped by the competitive environment – private labels are prioritized in highly competitive markets, while own brand development is viewed as a long-term goal. This research contributes to the theoretical understanding of how large firms integrate decision-making models and brand orientation strategies in international expansion and offers practical recommendations for balancing rapid market entry with long-term business sustainability. |
