Lighting the way: a market entry strategy for KVS Oy in Norway and Sweden
Nguyen, Ha An (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025060921721
https://urn.fi/URN:NBN:fi:amk-2025060921721
Tiivistelmä
This thesis investigates a strategic market entry plan for KVS Oy, a Finnish manufacturer of high-performance lighting solutions, focusing on the expansion of its Corporate Friends exhibition lighting and Tech Light architectural aluminum profile products into the Norwegian and Swedish markets. The study adopts a mixed-methods approach, integrating quantitative market data with qualitative insights from stakeholder outreach to evaluate entry feasibility, market attractiveness, and competitive dynamics within the Nordic B2B lighting sector.
The research identifies strong market potential in both target countries, driven by sustainability imperatives, high design standards, and steady public investment in cultural infrastructure. Norway exhibits higher initial engagement (10% institutional response rate and 1 strategic lead), while Sweden offers a larger overall market with broader geographic distribution, albeit requiring longer trust-building timelines. Museums and architectural design firms emerge as the most promising customer segments, with entry success strongly influenced by environmental performance credentials and the ability to establish trusted local partnerships.
Based on these findings, the thesis proposes a three-phase market entry framework: an initial penetration stage (0–6 months) focused on high-profile reference projects; a regional expansion phase (6–12 months) targeting design firms and public institutions; and a long-term consolidation strategy (12+ months) emphasizing brand credibility, after-sales service, and revenue scaling. The framework positions KVS Oy to achieve an estimated 15% of its total revenue from the Nordic region by 2027, supported by differentiated product offerings and context-specific go-to-market strategies.
The research identifies strong market potential in both target countries, driven by sustainability imperatives, high design standards, and steady public investment in cultural infrastructure. Norway exhibits higher initial engagement (10% institutional response rate and 1 strategic lead), while Sweden offers a larger overall market with broader geographic distribution, albeit requiring longer trust-building timelines. Museums and architectural design firms emerge as the most promising customer segments, with entry success strongly influenced by environmental performance credentials and the ability to establish trusted local partnerships.
Based on these findings, the thesis proposes a three-phase market entry framework: an initial penetration stage (0–6 months) focused on high-profile reference projects; a regional expansion phase (6–12 months) targeting design firms and public institutions; and a long-term consolidation strategy (12+ months) emphasizing brand credibility, after-sales service, and revenue scaling. The framework positions KVS Oy to achieve an estimated 15% of its total revenue from the Nordic region by 2027, supported by differentiated product offerings and context-specific go-to-market strategies.