This article brings managerial guidelines for new markets expansion and current market penetration on an example of a Czech medical devices manufacturer. We describe the strategy in evaluation of the opportunities in the territories, of setting up the benchmarks, the steps how to deal with the partners in current territories and how to approach the acquisition of new territories. We show how significant is the sales growth for financials, we mention the limit defined in the Theory of Sustainable Growth. We show how important the level is, how the products are advanced and how important is to have unique products.
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