The Type Of International Strategy

There are many businesses that have expanded their business internationally in order to benefit in some sort of way rather it revenue or a better market for their product. In this thesis, I will research a multination company and its international strategy over the last 10 years. I will elaborate on it international orientation and rather it etho-, poly-, or geocentric. I than explain why the company decided on expanding to the chosen locations. Then I will clarify if they had core capability to succeed in those markets, along with its

Stages of company Internationalization (Uppsala Model) 1. International Marketing – Ethnocentric Orientation 2. Multinational Marketing – Poly centric Orientation 3. Global marketing – Geocentric Orientation 4. Transnational Marketing – Glocal

Considering the conducted research and analysis, it can be clearly seen that the international strategy is not effective, that is why, needs to be fixed. Moreover, the company has a success in the local market, so it may be reasonable to put the efforts to promote inside the country.

An application into the case of Lincoln Electric shows that this company is correct in doing international expansions. Such actions are suitable for the market development strategy when the company wants to increase sales outside the domestic market. In addition, because of diversified markets during the global expansions, this company has customized products to fit for or developed new ones. Thus, it is changing towards diversification strategy. The both success and failures of Lincoln during the international expansions are helpful for other industries. Importantly, a thorough understanding of the local is a key for international expansions (E. Porter,

Founded in 1975, Microsoft is a “global competitor”, that is, a global corporation following a unified strategy to coordinate many national operations (Porter, 2011); is the oldest major producer of software for personal computers (PCs) and the world 's largest software company with a strong, leading market share for its core products that make up over 80% of its revenue (Moody 's, 2013).

It is important for a company to choose a relevant internationalization strategy in order to attain competitive advantage. According to Philip Kotler and Gary Armstrong, a company can attain competitive advantage when the company is able to perform in one or more ways that competitors cannot or will not match (Philip Kotler, Gary Armstrong, 2007, p182)

At the time of increasing globalization worldwide, going international is the ultimate choice for most companies that aiming to expand their business and market in the future. However, entering and sustaining a new market has always been the challenge for most companies that chose to do so. Among the essentials matters to be considered in going international, the understanding of the dynamics of international management (IM) issues and how to resolve it is of paramount to all corporations. This paper will provide an analysis of concepts and highlight on cultural theories and a case study of Carrefour in Japan to emphasize the importance of sufficient knowledge in IM dynamisms in general, and cross cultural management, in particular.

Cultural assumptions can influence not just an individual 's behavior, but companies ' strategies and the way they choose to structure their organizations. The systems they use to motivate employees and control the organization similarly may be "culture bound," meaning that the underlying cultural assumptions are from the home country. Culture and the systems work as intended there but may not work when they are transferred and used elsewhere. Companies should understand that to be effective their structures and systems need to "fit," or be in alignment with, the culture and conditions of the countries in which they are operating.

Over several decades, there are several forces and rapid change in worldwide businesses which have been driven companies around the world attempting to survive in this uncontrollable changing.

A firm’s structural choices always involve two opposing forces: the need for differentiation (focusing on and specializing in specific markets) and the need for integration (coordinating those same markets). The way a firm is organized along the differentiation-integration continuum determines how well strategies, along the localization-globalization continuum, are implemented. A globalization strategy treats the world as one market by using a standardized approach to products and markets.

With the fast politic and economic development, and the rapid development in the high-technology and information industry, economic globalization has made the global competition more intense. Many companies expand internationally when domestic market begin to mature or become saturated. For those expanding into oversea markets, choosing appropriate strategy is crucial to its survival in the international business.

Facing that most autos were well built and reliable, quality took no longer centre stage in the mid 2000s. Hence, customers focussed on design and brand reputation. Thus the issue of brand identity became the most important competitive factor in the automobile industry.

There are two reasons to running the International Business, first is specialization between nations. In a relation with an advance or a certain power with all its weakness, therefore a country must be choose a strategic option to produce a strategic commodity. The second is the consideration of business development. A company that already moves in some kind of business inside a country often tries to

Advancement and globalisation has shrunk the barriers of business and imagination. It has aligned sellers and customers and marketing is playing a strategic and major role as a forceful and appealing command which is continuously adopting changes and advancement in different businesses and different levels of each business (Kim & Ko, 2012). Beer, J. E., Schumacher, T. & Liyanage, J. P. (2012, July) defined that there is a wide range of big and small organisations and companies in the automobile industry that are designing, developing, manufacturing, marketing and selling vehicles. In addition, this industry has a remarkable contribution in economic sector by revenue.

Strategy looks at the long term directions for an overall goal in a firm. The short term decisions creates a long term direction, to achieve competitive advantage, short term this means Fonterra formulising how to maximises its utilities to the best use of resources. Using strategic formulation in the global market helps to insure their goals happen with minimal risk and to the best potential, the ideology of formulation is key to incorporating the core values and perspectives of the firm into the long term market, and preparing to reduce any risk before making foreign investment (jkmurphy, 2014).