Volvo Trucks is working on a global strategy for several decades. Since the mid-1970s, the company decided to enter the largest market for commercial vehicles: the United States. Over time, the company tried to gain significant market share in the U.S. and at the same time, the integration of operations around the world in a truly global strategy. However, the competitive structure (five forces model) is significantly different between Europe and the United States, and, in spite of significant investments, global interactions seem far-fetched. This case clearly shows that the market entry and penetration of a learning process for Volvo, where the initial strategic logic and underlying assumptions need to be changed several times. "Hide
by Michael E. Porter, Orjan Solvell Source: Harvard Business School 17 pages. Publication Date: February 1, 2002. Prod. #: 702418-PDF-ENG
Related Case Solutions & Analyses:
Wawa: Supply Change Management
Dental Associates of Northern Virginia (A)
Bunge: Food Fuel and World Markets
Carmen Canning Company A
Lexon Corp. (A)
The Lego Group
Pearson’s Successmaker: Putting the Customer First in Transforming Product Development Processes
Employing Wiki for Knowledge Management as a Collaborative Information Repository: An NBC Universal Case
Steel-Making at POSCO
BAE Automated Systems (B): Implementing the Denver International Airport Baggage-Handling System
