The purpose of the research is to seek for the key success factors of free trade agreements. And the result show: -FTA between countries with similar cultural background brings more benefits. But sometimes difference could be a plus. -Countries with more FTA signed benefit more while signing new FTAs. Other important factors include the sound institution and operational environment offered by a country. -FTA between geographically proximate countries benefits more. Also, FTA with country with good location that is closed to big markets brings more benefit. -Factors like the original tariff, quality of infrastructure, cost of human resources, and level of technology are the reasons that affect the benefits of FTA.

Made available in DSpace on 2016-04-25T16:45:29Z (GMT). No. of bitstreams: 1 Alexander Homenko Neto.pdf: 710741 bytes, checksum: 789fa7c3c45620256c32e5c9c4fd3307 (MD5) Previous issue date: 2010-05-11 / This research analyzes the factors of distance in international business from the perspective of the entrepreneur of small and medium Brazilian company. To establish the structure proposed in this work was taken as a basis for the factors of distance in international business, the CAGE framework proposed by Ghemawat (2001) and the typology of the entrepreneur, the model investigated by Andersson (2000). The sample has analyzed consisted of 30 small businesses that responded to a questionnaire on the Web (e-survey) and the method applied on this research were the correlation matrix of bivariate Pearson in a two-tailed test and the Conbach's alpha to measure the reliability to the sample. We concluded in this research that the factors of distance in international business, when analyzed in isolation, correlate differently than when analyzed according to the profile of the entrepreneur. And on the typology of the entrepreneur adopted, there is no. evidence for a profile of the entrepreneur for small and medium firm in the research sample. For future research, it was proposed extension of the structure factors of distance for international business related to the profile of the entrepreneur with, a focus not only quantitative but also qualitative / Esta pesquisa analisa os fatores de distância em negócios internacionais sob a perspectiva do empreendedor da pequena e média empresa brasileira. Para elaborar a estrutura proposta deste trabalho tomou-se como base, para os fatores de distância em, negócios internacionais, a estrutura CAGE, proposta por Ghemawat (2001) e para a tipologia do empreendedor, o modelo investigado por Andersson (2000). A amostra analisada foi composta por 30 pequenas e médias empresas que responderam a um questionário na web (e-survey) e o método aplicado à pesquisa foi a matriz de correlação bivariada de Pearson bi-caudal e para dar confiabilidade à amostra foi aplicado o teste de Alpha de Cronbach. Concluí-se nesta pesquisa que os fatores de distância em negócios internacionais, quando analisados de forma isolada, correlacionam-se de forma diferente do que quando analisados em função do perfil do empreendedor. E diante da tipologia do empreendedor adotada, não há um perfil definido de empreendedor para a pequena e média empresa na amostra da pesquisa. Para futuras pesquisas, foi proposta a extensão da estrutura dos fatores de distância para negócios internacionais relacionados ao perfil do empreendedor c,om um enfoque não somente quantitativo, mas também qualitativo

<p>Country portfolio analysis, a commonly used tool among companies when evaluating potential target markets, only focus on potential sales instead of including cost and risk into the equation. However, some researchers today have become aware of the importance of taking these costs and risks into account. One of these researchers is Pankaj Ghemawat, who has developed a framework called CAGE which is supposed to be a complementary tool to the country portfolio analysis model. In this thesis we study if Swedish MNCs consider the factors suggested in the CAGE-framework when evaluating emerging markets. Furthermore, we suggest some adjustments to the evaluation process.</p><p>Data have been collected through a web-based questionnaire. The respondents were all headquarter managers in Swedish multinational corporations (MNCs). Our results show that the two most overlooked distances of the CAGE-framework are the cultural and the geographic distances. Hence, the two most considered were the economic and administrative distances. This is in partial accordance with Ghemawat’s theory, in which he states that the cultural distance is one of the two most overlooked distances. However, he presents administrative distance as the second most overlooked distance, which means that our thesis shows a somewhat different result than Ghemawat’s findings.</p><p>A company evaluating an entry into an emerging market needs to consider the CPA-model, but this is not enough. They also need to take other factors into account. These are previous as well as future growth of the market, predicted growth for the specific product or service in the market in question, and the competitive situation in the emerging market. A consideration of these factors gives the company a complete picture of a market regarding profit potential. Thereafter, this potential needs to be adjusted for the distances in the CAGE-framework.</p>

Country portfolio analysis, a commonly used tool among companies when evaluating potential target markets, only focus on potential sales instead of including cost and risk into the equation. However, some researchers today have become aware of the importance of taking these costs and risks into account. One of these researchers is Pankaj Ghemawat, who has developed a framework called CAGE which is supposed to be a complementary tool to the country portfolio analysis model. In this thesis we study if Swedish MNCs consider the factors suggested in the CAGE-framework when evaluating emerging markets. Furthermore, we suggest some adjustments to the evaluation process. Data have been collected through a web-based questionnaire. The respondents were all headquarter managers in Swedish multinational corporations (MNCs). Our results show that the two most overlooked distances of the CAGE-framework are the cultural and the geographic distances. Hence, the two most considered were the economic and administrative distances. This is in partial accordance with Ghemawat’s theory, in which he states that the cultural distance is one of the two most overlooked distances. However, he presents administrative distance as the second most overlooked distance, which means that our thesis shows a somewhat different result than Ghemawat’s findings. A company evaluating an entry into an emerging market needs to consider the CPA-model, but this is not enough. They also need to take other factors into account. These are previous as well as future growth of the market, predicted growth for the specific product or service in the market in question, and the competitive situation in the emerging market. A consideration of these factors gives the company a complete picture of a market regarding profit potential. Thereafter, this potential needs to be adjusted for the distances in the CAGE-framework.

Background:             Internationalisation for businesses has been researched for decades and has been well understood. However, new types of organisations have emerged in the digital age, disrupting the organisational landscape. One of these disruptive organisations is born digitals (BD), which have become more prominent in recent years. Some of the biggest companies today are BDs, including Google and Spotify. However, how they internationalise and their processes look is not well understood. Because of this, it is of interest to understand how these organisations internationalise as they have been such a disruptive force in the international market.  Purpose:                       The purpose of the study is to investigate the internationalisation process of a BD firm, to recognise what internal and external factors influence their decision-making and whether specific strategies are being used. It aims to utilise prior internationalisation theories to provide a further understanding of these organisations and the way they work. The goal of the study is also to provide a framework that BDs can use to internationalise successfully.  Method:                         This study implemented a qualitative research design with an inductive approach and a single case study for the research design. The case company works with search engine optimisation (SEO) within the online service providers (OSP) industry. It included interviews with six employees from the company, with a total of nine interviews. The interviews were conducted in a semi-structured manner to create flexibility in the interview design.   Conclusion:                  The key points of the study results were the following: (i) several internal and external factors and how they influenced BDs' internationalisation were identified, and which factors had a more significant impact on their processes. (ii) It was identified that they do not plan for specific internationalisation strategies, however, it was seen that they do develop strategies, although done unconsciously. (iii) This resulted in the development of a new framework that aims to provide insights into the process BDs undergo when internationalising.