Technological advancements shaping market entry strategies in the non-automatic weighing instrument sector: Balancing customer needs and competitive dynamics in Belgium.

The study begins by situating MES within its theoretical and historical context, drawing on established frameworks such as the Uppsala Model, Dunning’s OLI Paradigm, and Transaction Cost Economics, while also incorporating emerging perspectives on digital globalisation, customer-centric adaptation, and sustainability, alongside technological advancements. This comprehensive review highlights persistent gaps in how MES is conceptualised and applied to niche industrial firms, particularly where product differentiation and technology-driven value creation are key and supported by substantial evidence. Motivational drivers of internationalisation, including growth pursuit (at the firm’s level), risk diversification (strategic core), and strategic asset acquisition (exploitation and expansion), are analysed in relation to the specific conditions of the weighing instrument industry. Building on this theoretically backed foundation, the thesis examines how internal factors (e.g., resource commitment, technological capability, product differentiation) and external factors (e.g., market size, competitive intensity, regulatory frameworks) influence entry mode choices. It stresses the importance of adaptive strategies that align with changing market conditions, rather than relying on static theoretical models. Product Innovation plays an equally crucial role: incremental product development, integration of digital technologies (e.g., IoT-enabled weighing systems), and process innovation are shown to be vital in overcoming barriers and reshaping competitive dynamics. Empirical insights are provided through a qualitative case study of Soc. Coop. Bilanciai is an Italian leader in the weighing instrument sector. The case explores the firm’s internationalisation journey, with a particular focus on its NAWI portfolio, demonstrating how technological innovation and customer-oriented and industry-specific adaptation have facilitated entry into complex European markets (Belgium in this case). Key findings emphasise that NAWI manufacturers succeed when they complement established theories with flexible frameworks that integrate innovation, localisation, and partnership strategies, thereby creating defensible niches and altering incumbent-dominated landscapes without actively disrupting market dynamics. The thesis makes a significant addition to both academic literature and managerial practice. Academically, it advances understanding of market entry in specialised B2B industrial sectors by synthesising theory with case-based evidence. Practically, it offers a decision-making roadmap for managers and decision makers of niche manufacturing firms seeking internationalisation through passive disruption, highlighting strategic priorities such as adaptive entry mode selection, barrier navigation, and innovation-led differentiation. Ultimately, the study argues that in specialised industrial markets, successful internationalisation or market entry is not merely about “entry” but about continuously reconfiguring strategies to sustain advantage and reshape the competitive landscape even after market entry and further market expansion.