This thesis is focusing on problem of choosing the right foreign market for international expansion of a small company. It's main part is about setting the right foreign market entry strategy, that comprises of internationalization strategy, market entry mode strategy and international management strategy. On the basis of this strategy were set the criteria for evaluating target market's potential, and they were also immediately used in analysis of two pre-chosen markets.

Subject of this thesis is "Process of recognition and aquirement of a foreign market for Habla CZ, s. r. o. comapny". The aim is to criticize the feasibility of entering a slovakian market, which was preliminary chosen as prospective. The description of each step of a foreign market recognition and aquirement occupies the theoreticaly-metodological part of the thesis. Practical part adresses application of the theoretical steps in real case of Habla CZ company. The thesis includes prospective market analysis from both the macro environment and micro environment point of view. Form and strategy of entering the market is then chosen according to the results of the market analysis, appropriate usable marketing mix is composed. The feasability of supposed opportunity of entering the foreign market is qualified in the end and strategy and mothod of communication with bussines partners is suggested.

The aim of this thesis is to provide a comprehensive overview of the possible forms of entry on foreign markets. Various inputs are compared according to an advantages and disadvantages. Diploma thesis is focused on trading with West Africa, particularly with Nigeria. Therefore I will bring the importance of the process of discussions and negotiations with respect to awareness of differences in cultural aspects of the negotiations and contracts. In conclusion, I refer to the establishment of a specific joint venture in Nigeria. Any input options on the international market are assessed in the context of trade in goods.

This paper explored the requirements and subsequent competencies needed for an emerging market SME to operate in the developed markets on design, development and manufacturing projects. This was analysed by first exploring the differences in the requirements of the two markets and then determining what competencies a typical SA company would have to acquire to be competitive in the DM. The case was explored through a study of an SA SME operating in the design and development market, who was in the process of internationalising into the US and European markets. Data was gathered through a desk analysis of specifications from each market as well as in-depth interviews with the firm’s key decision makers and customers from each market. The first outcome was that there was a difference in the requirements of the two markets, namely the level of detail and sophistication of the DM specifications, the greater need for a competitive product in the DMs, both in pricing and functionality, the requirement for socially ethical practices and that EMF products need to overcome the negative COO effects. The final outcome was that EM SME’s needed to improve on their current competency set, namely an adaptation of the development process, sourcing practices and improvement in technical competencies. The firm also developed a method of introducing their product to the DM, such that the COO effect was reduced. This was done through the use of SA OEM’s and DM MNE’s supplying SA. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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Diplomová práce se zabývá analýzou forem vstupu na zahraniční trh v odvětví dřevostaveb zaměřenou na konkrétní firmu D.E.E.D. a.s., a její případný vstup na Ukrajinský trh. Využití metodologie forem vstupu na zahraniční trh pro střední firmu by měla následně ukázat, zda na trh vstoupit či ne, a jakou formu zvolit. Výsledky budou dále také srovnávány s podobným trhem, kde firma již působí. Na tomto základě bude navrženo efektivní využití a postup do budoucna.

The purpose of this master thesis is to define a market entry strategy into Denmark for a SME from Czech republic. The thesis includes a complex analysis of the danish entrepreneurial environment and defining a strategy how to enter the market. The thesis intends to be a useful guide for Czech SME's how to expand on this market.

Tato diplomová práce se zabývá návrhem a analýzou strategie vstupu společnosti RENOCAR, a.s. na slovenský trh. Práce obsahuje přehled související literatury s důrazem na publikace, které se zabývají problematikou internacionalizace firem a vstupem společností na zahraniční trh. Analytická část zkoumá momentální situaci na trhu s automobily v České a Slovenské republice a stručně představuje toto průmyslové odvětví z evropského pohledu. Pomocí základních finančních ukazatelů pak hodnotí současný stav ve společnosti RENOCAR, a.s. Na základě výsledků získaných z výše uvedených analýz, autor ve třetí části práce navrhuje a kriticky analyzuje strategii expanze společnosti.

The subject of internationalization of Born Global small and medium-sized enterprises (SMEs) that start cross-border business operations shortly after the company’s foundation has received growing scholarly attention in the last decades. Although the research of the influence of the market knowledge - information a firm has about a specific foreign market, on internationalization decisions was developing rapidly to account for the challenges of the established internationalization theories, multi-factor comprehensive analysis of the influence of all the interlinked factors of the market knowledge remains overlooked by research. Therefore, the main purpose of this thesis is to contribute to the understanding of the impact of foreign market knowledge on the decisions of business-to-business (B2B) Born Global SMEs regarding when, where to, and how to internationalize, and concerning the ways of operating in the foreign market(s). To fulfill the purpose of the paper, the authors carried out a qualitative multiple case study with six Born Global SMEs working in the deep tech industry which has started international operations up to one year after the establishment. Fieldwork consisted of 14 virtual interviews with the Marketing Managers and Founders of the firms. The results of this study show that the process through which the studied B2B Born Global SMEs internationalize is very similar among all companies: it starts between a few weeks up to one year after the inception of the company, and it follows a typical progressive process (first, the firms have one of their employees or external representatives physically going to the foreign market of interest; then establish the partnerships with local companies; later appoint a local representative to the market, and lastly establish a subsidiary company). Next, the research illustrates that the studied Born Global SMEs acquire foreign market knowledge from external parties by the method of grafting. Furthermore, the study also concluded that there are three groups of factors of the foreign market, which are categorized based on the firms’ perception of the factors’ influence on decisions of B2B Born Global SMEs about when, where to, and how to internationalize. These groups are: important (economic opportunities, networks, political context), disregarded (language, culture, and legal regulations) and overlooked (political context, legal regulations, and language) factors. Lastly, such foreign market knowledge factors were found to influence the decisions of B2B Born Global SMEs’ about ways of operations in the foreign market(s): political situation, economic opportunities, and legal regulation impact the companies’ decisions about operations in the foreign market(s).

Globalization has driven the internationalization of both SMEs and large enterprises and has caused new opportunities and challenges to emerge. As a result of these new challenges, such as increased foreign competition, or due reasons such as lack of international experience, change in strategy, or dissatisfaction about their performance, many internationalized firms withdraw from their international operations. Permanent exit of international markets may not always be the best option. Re-entering these markets can be rewarding as the intangible resources gained from their initial internationalization experience may facilitate their international market re-entry, thereby having an advantage over newly internationalizing firms.   The main purpose of this study is to contribute to the concept of the re-internationalization process. This is done by exploring the relationship between international heritage and the different stages of the re-internationalization process, which consists out of: the initial internationalization experience, de-internationalization, the international time-out stage and the firm’s international market re-entry.   Based on the results of this study, it can be concluded that SMEs apply international heritage differently, based on their level of resource commitment to the international market. This study shows that firms with a higher level of resource commitment tend to apply their international heritage on a global level, whereas firms that commit less resources only apply their international heritage in the market in which the international heritage was gained. Furthermore, while the disruptiveness of the market exit varied between the case companies, all four firms continued to commit resources to the exited market, albeit to varying degrees. Lastly, the empirical findings show that the role of international heritage is not a facilitating one, but that it causes the firm to be more careful.