<p>Aim: As a result of growing globalization and competition the issue of internationalization is becoming more and more important and relevant for companies all over the world. With fading barriers to trade, investment opportunities and technological innovation, more and more companies see new openings for increased profit and growth by going international. During the last number of years new Swedish fashion brands and clothing companies have entered the international market, and Swedish clothing in general is gaining wider interests outside Swedish borders. Due to this I found it interesting to look at how Swedish small and medium-sized clothing companies start their international expansion, particularly in terms of market selection and choice of entry mode. Polarn O. Pyret (PO.P) is a Swedish clothing company and one of the leading concepts for children wear in Sweden. PO.P has successively expanded internationally and is becoming bigger and bigger. The company was therefore a good source to gain a deeper understanding of the internationalization for Swedish clothing companies.</p><p>Method: This thesis has a descriptive and exploratory purpose and a qualitative approach. Furthermore, a single case study strategy has been used. The data is collected both from primary resources such as interviews by mail, face to face and phone, while secondary data is collected from homepages and annual reports. For the analysis a within-case data analysis has been made.</p><p>Result & Conclusions: The main finding for this thesis is that PO.P does not follow the traditional Uppsala model for internationalization. PO.P seems to penetrate new and more distant market stepwise while gaining more knowledge and experience about internationalization, but only by the use of franchising. The motivators to go international for PO.P can be described as proactive as growth and profit are the main motivators, instead of reactive such as demand from someone else. The result also implies that market condition in terms of competition and growth potential, in addition to socio-cultural factors play an important role in the internationalization process for PO.P.</p><p>It seems that it is important for PO.P when selecting the right market for internationalization, that the market is close in geographical distance, in addition to low psychical distance, as the customers in these markets can more easily understands the brand and the concept, due to similarities in culture, climate and development.</p><p>PO.P is using a combination of wholly owned concept stores and franchise stores in Sweden and master franchise agreements internationally. By using franchise agreements PO.P does not have to be responsible of all the risk and they can easily gain experience by the franchisee. Using master franchising can on the other hand also give them less control over the activities in the markets abroad.</p>

Expanding to foreign markets is increasingly popular for companies. The company has to decide which organisational structure, entry mode, to use in the new market. Factors affecting the change from one entry mode to another have obtained little attention. This thesis concerns Swedish companies’ changes of entry mode in Taiwan. The purpose is to investigate which factors that serve as triggers respectively barriers for the change of entry modes, to be able to examine which theories that can be used to explain and support mode changes. Different theories concerning choice and change of entry mode have been investigated. Based on the theories, a model including factors influencing entry mode changes was established. The model has contributed a foundation for the empirical findings as well as the analysis of the companies. As a method, a qualitative approach was conducted through interviews with five Swedish companies having a subsidiary in Taiwan. The criterion for the companies was that they should have a subsidiary in Taiwan, but entered the market with another entry mode. Considering the small number of companies and to obtain an understanding about the entry mode changes, a qualitative investigation was the most suitable. Conclusions that could be drawn were that the competitive Taiwanese market had triggered some of the companies to change their entry mode to a subsidiary in order to be present in the market. Increased sales volume did also have evident affect on why the companies changed their entry mode. The investigation also gives indications that barriers tend to be of internal and firm specific character. Concerning the theories explaining entry mode changes, no complete theory could explain the changes, but parts from different theoretical fields could be applied.

This very research was conducted through in-depth interview and affiliated with secondary data gathering to discuss the motive, entry mode of wood industry companies¡¦ China investment as well as its successful management experience. Wood industry companies in Taiwan have considerably started overseas investment owing to the market saturation that causes less and less sales. Furthermore, China¡¦s market opening policy and its great local demands both greatly contribute to more and more overseas investment. This very study has suggested wood industry companies to focus their overseas investment on locations where Taiwan based companies cluster. For those companies that aim to develop China¡¦s local market, it highly suggested Joint Venture or Strategic Alliance as entry mode since it¡¦s much easier to establish the relationship and secure the local resources. This very study has shown five key successful factors for wood industry companies¡¦ overseas investment in China. 1.The managing director has to develop the customers by himself or herself and organize a team that is be able to work independently. 2.A managing team that could fully devote itself to China market has to be built up. 3.Core competence ¡V Specialized Knowledge and Experience is successfully diffused among the team. 4.Creative fund raising mode is applied so that sufficient capital is provided. 5.The company has to keep very good relationship with the raw log group.

Aim: As a result of growing globalization and competition the issue of internationalization is becoming more and more important and relevant for companies all over the world. With fading barriers to trade, investment opportunities and technological innovation, more and more companies see new openings for increased profit and growth by going international. During the last number of years new Swedish fashion brands and clothing companies have entered the international market, and Swedish clothing in general is gaining wider interests outside Swedish borders. Due to this I found it interesting to look at how Swedish small and medium-sized clothing companies start their international expansion, particularly in terms of market selection and choice of entry mode. Polarn O. Pyret (PO.P) is a Swedish clothing company and one of the leading concepts for children wear in Sweden. PO.P has successively expanded internationally and is becoming bigger and bigger. The company was therefore a good source to gain a deeper understanding of the internationalization for Swedish clothing companies. Method: This thesis has a descriptive and exploratory purpose and a qualitative approach. Furthermore, a single case study strategy has been used. The data is collected both from primary resources such as interviews by mail, face to face and phone, while secondary data is collected from homepages and annual reports. For the analysis a within-case data analysis has been made. Result &amp; Conclusions: The main finding for this thesis is that PO.P does not follow the traditional Uppsala model for internationalization. PO.P seems to penetrate new and more distant market stepwise while gaining more knowledge and experience about internationalization, but only by the use of franchising. The motivators to go international for PO.P can be described as proactive as growth and profit are the main motivators, instead of reactive such as demand from someone else. The result also implies that market condition in terms of competition and growth potential, in addition to socio-cultural factors play an important role in the internationalization process for PO.P. It seems that it is important for PO.P when selecting the right market for internationalization, that the market is close in geographical distance, in addition to low psychical distance, as the customers in these markets can more easily understands the brand and the concept, due to similarities in culture, climate and development. PO.P is using a combination of wholly owned concept stores and franchise stores in Sweden and master franchise agreements internationally. By using franchise agreements PO.P does not have to be responsible of all the risk and they can easily gain experience by the franchisee. Using master franchising can on the other hand also give them less control over the activities in the markets abroad.

The aim of the thesis is to describe the entry mode choice and market development progress of the successful MNC ABB in the specific emerging market China. The authors also want to use theories in the master course of International Business and Entrepreneurship to explain the internationalization of one specific company ABB

The internationalization process of emerging market multinationals (EMNCs) has been the focus of study of several studies on the recent decades. Importance was given as well to differentiate the patters of those from the multinationals coming from developed countries (MNCs). This study investigates specificities in the path of a Brazilian steel industry, Gerdau, into foreign production in developed countries, Canada and United States. By pointing out the different theories, the case of Gerdau can be better understood not only as an internationalization process, but as well as a company that could reach opportunities in a sector going through a problematic period by acquiring regional players, instead of using exports to reach those markets. Some authors states managerial capabilities being understood as second most important competitive advantage of Brazilian firms, loosing only to differentiated access of natural resources. In this study, we go through the understanding of how this capabilities played important role in a company outside of the natural resources business, supporting Gerdau's successful path.

Executive Summary Swedish companies have a relatively small domestic market that quickly becomes saturated. For those companies who are dependent on increased sales in order to survive or have the ambition to grow internationalization is the one option. Traditionally companies have ex- panded internationally by first exporting to countries with a short geographical as well as cultural distance. With increased experience the companies have entered markets farther and farther away, culturally as well as geographically. Eventually it might be possible to for example start production abroad. With today’s increasingly internationally competitive market it becomes more frequent that companies establish business in foreign countries at a more rapid pace. The choice was to study PMC Cylinders, a Swedish medium sized company that has been operating internationally for approximately thirty years. This company ́s internationaliza- tion processes have been analyzed in order to understand factors that might bridge these distances to other countries. These distances can be bridged by for instance existing customers, consultants, sister com- panies with complementary resources or employees with host country origin. Further the way of establishing foreign operations can contribute. With shorter distance there is no big issue. For example Norway was perceived almost like selling in Sweden. When the per- ceived distance is medium, here Germany serves as an example, it becomes more compli- cated. Existing British customer relationships made it possible to enter the German market. It was not enough to use an agent which was the case at an earlier failed attempt. Relation- ships with different actors and ways of entering foreign markets become even more impor- tant when this distance is long. Here China can serve as an example; the country is far away geographically as well as culturally. Together with a customer production was established in the Chinese market. This was also seen as an opportunity by a sister company to follow one of their customers. Thus the efforts of the companies were combined. PMC Cylinders also used employees with technical, cultural and language knowledge to bridge the distance. Thus there were a number of factors making the establishment in China possible. By the study of PMC Cylinders internationalization processes certain patterns were found. The outcome of these patterns is a structured model with a number of steps. This model implies that with increased geographical and or cultural distance the importance of connec- tions and ways of entering the market grows. The model is a decision tree which can be seen as an internationalization tool for PMC Cylinders.

In recent years, Taiwanese companies have enjoyed a more positive expansion in overseas markets due to increasing internationalization. In 2011, Taiwan's total foreign trade set a new record becoming the EU's 15th largest trading partner. The EU is Taiwan's largest source of foreign investment, but Taiwan only sees the EU as a secondary market for foreign investment and has yet to take full advantage of the opportunity to invest in the EU market. The EU is the world's largest single market which is home to a population of nearly 500 million people, and the EU is a major export market for more than 130 countries and is the market which gets the world's largest overseas investments. However, examining the ranking of the trade ratios of Taiwan and EU trading partners, Taiwan's direct investment in the EU is too low. The purpose of this study is to investigate foreign entry mode of Taiwanese companies in European Markets and the reasons affecting foreign entry mode choice, to identify the key factors considered by Taiwanese companies in deciding to enter the European market, to explain how to assess the most appropriate entry mode for Taiwanese companies entering the European market, and to explain why Taiwanese companies¡¦ average investment in the European market is low. According to the framework of this study, the first step is to explore the influence of the motivation of internationalization, host country environmental factors, and corporate identity for Taiwan companies when choosing European market entry mode. The second step would be to explore the process of development and changing reasons concerning exports, exclusive agents, and joint venture subsidiary entry mode. Expecting there would be some findings can be summed up through the literature review, secondary data, and interview providing Taiwan companies considering the European market as a reference. The results of this study show that the motivation of internationalization, host country environmental factors, and corporate identity will not only affect Taiwanese companies in choice of the European market entry mode, but also could be analyzed in which two or more factors to assess the most suitable for its own entry modes and strategies to improve the success rate of entering overseas markets. As cases where the Taiwanese companies¡¦ European market investment is low, this situation could be explained by motivation of internationalization and corporate identity. Since Taiwan companies are mostly small and medium-sized enterprises which lack of adequate resources and capabilities, but want to use the quickest way to enter the vast overseas markets, the export model is the mode that can make Taiwan companies reach its purpose of entering overseas market in the shortest amount of time.

After China reform in 1979, telecommunication industry in Mainland China develops speedy, especially in mobile communication market. At present mobile telephone in Mainland China exceed 40 million. Mainland China is the third market in global mobile telephone market. The mobile communication equipment corporations that's worldwide to know, such as Motorola¡BNokia¡BEricsson etc. They have entry Mainland China to establish agencies in 1980s. Those corporations start a great quantity invest and set up sole venture or joint venture companies in 1990s. This study is to analyze mobile communication market in Mainland China and understands the mobile communication equipment corporations' business strategies. How they entry Mainland China and what is the factor influence they entry.

In1987, the Government released the law about restricting people to cotact between Taiwan and China, and the trade between Taiwan and China became more and more important. With the trend of economic community in globe and the industrial environment in Taiwan changed, the Multinational Enterprises (MNEs) should think about them how to keep advantages in global competition. Internationalization is the best choice that can help Taiwanese enterprises promote their competitive position in the world. China is a developing market and a lot advantages, such as rich resources and cheaper labors. Above all, China has become the major location of Taiwanese firm¡¦s foreign direct investment. Compared with the process of MNEs located in North America/European Unit (developed countries, DC), the international process of Taiwan¡¦s MNEs is very different with in other countries. This is interested topic to investigate the entry strategies of Taiwanese firm¡¦s FDI in China. Focused on China, this thesis try to find out the model of entry mode and entry timing. The two basic types of entry mode are wholly owned subsidiary (WOS) and joint venture (JV). This study also defined the FDI timing of 1993 is the intermediary to differentiate early entrant from latter entrant. The study collects 48 effective cases from electronics and non-electronics industries. The analytical technique used in this research includes descriptive statistics, factor analysis, cluster analysis, bivariate correlations, Multivariate Analysis Covariate of Variance (MANCOVA) and logistic regression. The study finds that the strategic roles of the MNEs have significant influences on the choice of entry mode. With different strategic motivations, the type of entry mode and the timing of entry are also difference. The relationship between entry mode and entry timing is not significant. In the view of global logistic management, Taiwan¡¦s MNEs will be an early entrant in China.