1 Why is there need for a firm to become internationalized?

Pursue for expansion in global markets. 1. Need to grow? 2. Operational efficiency need for scale in R&D, production, market shares? 3. Creation of new knowledge, innovations? 4. Globalization of customers: they need consistency and worldwide coordination? 5. Globalization of competitors, they are capturing market growth anyway?

1.1

Company and environment; what is your presence in global markets?

How should you build the necessary global presence? Just wondering if ANU staff on applying would be considered for the Green Steps program? Your decisions will help to determine who will supply the products to meet the demand your company, competitors, new entrants. Home markets, enter into major region in year two and full-scale globalization by year three. Find your competitive edge in global competition. You have no choice but to look at the world not merely as a market to exploit but also as a potential gold mine to reduce your cost structure, recruit talent and tap for new ideas. How should you eliminate the existing shortcomings? Without systematic analysis, purposeful thinking and careful orchestration, widespread global presence can easily degenerate into managerial distraction, resource duplication, and inefficiency. Have you done your home-work, if the process for internationalization can transform your clear competitive edge? Is the mindjet of top management sufficient global? How should you create the needed global mindjet? Knowledge, skills, experience regarding how to navigate the company in a global environment will become increasingly a core requirement for leaders. The knowledge and skills are crucial. 1

Succeeding in job will depend increasingly on skills at managing across national and cultural borders. * What factors make some markets more strategic than others? * What should companies consider in determining the right mode of entry? * How should the enterprise transplant the corporate DNA as it enters new markets? * What approaches should the company use to win the local battle? * How rapidly should a company expand globally? 6 basic cornerstones: 1. Choice of products, 2. strategic markets, 3. mode of entry, 4. transplanting corporate for internationalization, 5. winning the local battle 6. speed of global expansion.

2 How to internationalize? Go-to-Market- strategy

2.1 Choice of Products for launching

Global expansion forces companies to develop at least three type of capabilities: Knowledge about foreign markets, skills at managing people in foreign locations and skills at managing foreign business. The launching should act as maximizing returns while minimizing the risks associated with early internationalization moves. These first moves represent experiments with high learning potential and when succeeding they build confidence and credibility for the organization.

2.2

Choice of Strategic markets

The sequence with which a globalizing company enters various markets should depend on two factors: the strategic importance of the market and the firms ability to exploit that markets. The importance of market should be estimated though the current and future market size, as well as the learning opportunities offered by that market.

2.3

Appropriate Mode of Entry / Speed of Entry/ Gradual or Born Global

Company can select if it relies on traditional export, distribution network or licensing. There are different types of ownership control modes. Choosing the right mode of entry is critical. Inappropriate decisions can impose unwanted and undesirable constraints on the options for future developments. * size of the market * need for customization * local content requirements are strong * model of ownership and control over the locally performed activities. Alliance based entry modes have several advantages: permitting the firm to share the costs and risks associated with the market entry, allowing rapid access to local know-how. A major downside of alliances their potential for various types of conflicts stemming from differences in corporate goals and corporate cultures. The choice of the mode should depend on the particular circumstances and nature of the opportunity.

2.4

Implementation of actual Entry

How to transplant the core elements of the companys business model; its practices and its core beliefs its DNA to the new subsidiary. Clarifying and defining core beliefs and practices.

2.5

Winning the local Battle

One of the ingredients in establishing local presence is an understanding of the uniqueness of the local market and of which aspects of the companys business model require change, local adaptation and which need to be reinvented.

2.6

Building Global Competitive advantage

Securing presence is strategically important. How to manage the teams and processes? How to create the long term marketing position, innovations and competence? What is your understanding for the process of internationalization? What is internationalization? Why is internationalization required? 3

What is the current condition of the market and what condition are anticipated? The process of internationalization starts from assessment, of your own self. Growth dynamics model is a thinking tool that systematically writes down, what one can basically do with the current situation of the business. It is basically a haphazardly arranged line diagram. The lines of this diagram are directional. This avoids two types of outcomes by one action. The two types of outcomes are separated into two loops. I viewed this as an electrical mesh wiring diagram. Every single wire represents a polarity. Thus, every wire is both the source and the consumption of the power, as it lets current pass through it by offering resistance. The activity connected to the wire is the electrical device. It may be an amplifier that boosts the signal or a Zener diode regulator or a . It can also be a complete energy consumption device. Every resultant loop of the current connects back to the power grid.

The loops are divided into two types. One that increases the power and one that does not. Current still passes through both the types of the loop but the later one The resultant loop of the currents is In the business context, it could be described by using as represent the