The process by which a firm internationalizes has long been a topic of discussion in academia. Several models, hypotheses, and theories have been created to explain how a company expands and sells its products to a new market. However, each industry and pathway to internationalization has yet to be explored. The arms trade industry is a highly complex and controversial field as it carries with it numerous political and defense implications. The purpose of this study is to analyze the internal strategies and processes by which an MNE within the arms industry performs a successful internationalization. Furthermore, it will challenge current internationalization theory and literature by providing new insight into this process. Hence, it is essential to explore the internal strategies, networks, and factors involved to enhance our understanding and contribute new methods to the scientific community. The study followed an abductive approach with a qualitative method has been performed through a single case study analysis. Semi-structured interviews with C-suite executives are conducted to collect data from Armscor Global Defense. There were several findings from this thesis. Some of our conclusions were that personal relationships are more important than distance when internationalizing. Another conclusion for the defense sector is that companies should not rely on governmental relationships. Companies in the defense sector also invest a lot of time and money in physical meetings, despite the possibility of virtual meetings.