Because of an increased Globalisation, it is no longer a question whether or not to operate on an international level. Globalisation refers to the fact that companies do not only compete with local companies; they also compete with companies that invade the domestic market. The international participation establishes a coercion to deliver a competitive international marketing. Guidelines for Internationalisation and international marketing have been done on the basis of the premise of big companies. Hence, when it comes to small and medium-sized B2B companies this thesis contributes with additional information.   The purpose is to explore how small and medium- sized B2B companies market themselves in an international context. Understanding how these companies have come as far as they have come, how these companies perform on the international market and how they act to reach new markets. This has been explored through literature revolved around major steps in internationalisation and standardisation or adaptation of the marketing mix in the context of SME and B2B.     The study is based on three case studies of three Swedish international small and medium-sized B2B companies. The research approach was abductive, and the empirical collection was of qualitative form. The empirical material was collected through in-depth semi structured interviews with knowledgeable representatives from international small and medium-sized B2B companies. The interviews were complemented with secondary data.   Findings reveal that even though the three companies are in stage three in their internationalisation, there are differences in regard to how active they are internationally. Regarding how the companies internationalises, these companies internationalised because of a demand abroad or the benefit of increase profit. These companies mainly used waterfall approach and entered countries one by one with the exception of one company who used sprinkler approach. Also, these companies entered countries that are similar and close compared to the domestic country Sweden. Furthermore, these companies entered a market through Direct Export in forms of subsidiaries and own or locally agents. Furthermore, insights in standardisation and adaptation of the marketing mix were revealed, where product and place were adapted by all companies. Price and promotion were adapted in two out of three companies and standardised in one company. Connected to the context of the study, being a small and medium-sized company was not a crucial limitation for the companies’ internationalisation. Additionally, regarding the context of B2B, quality & design, Long-term customers & Word of Mouth showed to be the most important key factors for B2B companies that operate internationally.

The standardisations/adaptation theme is amongst the most debated within International Retailing. Much research has attended to the question of whether an MNC should adapt to local market needs or, if instead, it should emphasise the upholding of global standards to reap efficiencies. Within this debate there is much focus on resonating to market needs but less on the inheritance, history and structure of the MNC and how this affects the ability to adapt or standardise, or indeed to do both by applying the glocalisation theme. Existing research has placed less emphasis on how the MNC might be biased towards either standardising or adapting regardless of market conditions. Central to this debate is the transfer of a retail formula. It is commonly understood that the faithful replication of a retail formula means that each element of the marketing mix is copied ‘as is’ from home to host country. This can at best be a benchmark as no MNC would be able to completely copy a home-derived standard to the host market, however, some retail concepts are generically better able to perform this ideal act than others. They would attempt to standardise as much as possible, adopting a strategy that maximises replication as it seeks not to duplicate resources across borders. The key point in this attempt is whether it does so out of recognising that differences are insignificant, or if it does so because it is unable to see that the differences do matter. Seen from an institutionalisation perspective and, initially looking at the home-derived context only, one recognises the well-defined relationship and interaction between MNC and consumer culture and the position the MNC has obtained in terms of brand strength and success. It is easy to see that context will be different in the host market, but difficult to take this into account when transferring the retail formula out of the home context. More recent literature on embeddedness has addressed some of these linkages and influences which affect the way MNCs transfer their retail concepts, but the literature fails to recognise the full impact. The structural paradox embodies some of the dilemma in this discussion as it addresses the conflict between transferred operational structure and the need to adapt locally to market needs. The glocalisation theme approaches the same dilemma from a competency perspective but does not embrace what stops the MNC from being more adaptive. This research develops a model that aims to combine these perspectives. This model is deployed to three cases, all detailing the transfer of a highly standardised retail concept, hard discounting, which is an ideal platform to explore how home-derived structure is transferred and how it deals with trans-contextual dimensions across borders. The research looks critically and in-depth at how the standards applied impact on the levels of awareness paid towards the need to adapt to trans-contextual dimensions and seeks evidence that demonstrate how attention to the differences become vital to success. At the same time, the cases illustrate that the differences may alter, but the approach taken towards them remain the same. The model defines this approach as a strategic trajectory called ‘MaxRep’, which is developed out of the home context and remains aligned to this particular foreign context when transferred in on the host settings. The benchmarking of this approach against the glocalisation theme leads to the identification of gaps and definition of action to be taken to overcome these barriers to applying effective glocalisation.