Business strategies in small high-technology companies |
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| Affiliation: | 1. Department of Biological Sciences, Laboratory of Plant Physiology and Biochemistry, Federal University of Espírito Santo, Humanities and Natural Sciences Center, Vitória, ES CEP 29075-910, Brazil;2. Department of Forest Sciences and Wood, Laboratory of Meteorology and Plant Ecophysiology, Federal University of Espírito Santo, Agricultural Sciences and Engineering Center, Jerônimo Monteiro, ES CEP 29550-000, Brazil;3. Department of Biology, Laboratory of Plant Cell, Tissue and Organ Culture, Federal University of Espírito Santo, Exact, Natural and Health Sciences Center, Alegre, ES CEP 29500-000, Brazil;1. WWU Münster, Fachrichtung Psychologie, Fliednerstraße 21, 48149 Münster, Germany;2. University of Helsinki, Institute of Behavioural Sciences, Siltavuorenpenger 1-5, FI-00014, Finland;3. University of Tartu, Institute of Psychology, Näituse 2, 50409 Tartu, Estonia |
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| Abstract: | Cambridge high-technology companies, like other small businesses, do not for the most part have explicit overall business strategies, but a number of their key policies are quite clear-cut. For example: they all aim to sell highly specialized products in profitable market niches; the newer electronics firms minimize their commitment to manufacturing by buying-in components for assembly and testing; nearly all the firms want to make the minimum use of outside capital so as to maintain their independence. Although many are expanding rapidly, there are a number of cultural and environmental factors working against their growth into major international competitors. |
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