<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>

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 purpose of this thesis is to conduct an international market selection which will result in a suitable choice of market for an SME that is about to place offshore production in an emerging market. A focus during the thesis is directed towards potential risks that may occur and how SMEs can manage these. In order to fulfill this purpose the authors have developed two main research questions:How can an SME use the IMS-framework to select an emerging market for offshore production?How can an SME manage potential risks when placing offshore production in an emerging market?The theoretical framework consists of the description of the international market selection process that is relevant as it is the framework from which the selection of a target market originates. Further, a description of theories on entry modes and risk management is presented in order to provide insight on how SMEs can manage risks when placing production in an emerging market. The empirical chapter consists of interviews from a case company as well as Business Sweden and is structured in accordance to the theoretical chapter.In the analysis the theoretical frameworks are discussed and connected to the empirical findings. In the initial part of the analysis the international market selection is presented and discussed before it culminates in the authors chosen target market. The latter part of the analysis addresses the risk management SMEs is faced with when placing offshore production in an emerging market.The conclusion provides the reader with the chosen target market for the case company. It also shows that SMEs ought to apply a risk averse mindset when placing their production in an emerging market. The authors finally present suggestions for further research regarding SMEs ventures to place production in emerging markets.

The purpose of this thesis is to study Swedish retailers in order to find out which factors are the most crucial and influencing when it comes to international market selection. We as authors could find studies about international market selection, but not a single one regarding why Swedish MNEs choose to enter certain markets. We as authors therefore see a need for a better understanding of which factors have the greatest influence over market selection. The literature review that has been established in this study includes theories related to behavioristics, economics, risk and entry modes. By using an abductive approach and interviewing both large firms like H&amp;M and IKEA, as well as smaller companies like Clas Ohlson and Happy Socks, our results shows that the important factors differ depending on the company size. The analysis chapter also involves a discussion of the different entry modes of the four firms and how they could come to affect the internationalization process. This qualitative multi case research will serve as a foundation for firms aiming for international expansion and for people who wish to educate themselves further on how Swedish firms internationalize and why. It will also generate new research questions for future researchers to study whilst informing them of why this particular research gap is important to fill.

No description available.

Small and medium-sized enterprises are the foundation of Taiwan¡¦s Enterprises. With their flexible and efficiency manufacturing characteristics, SMEs are the most contributors for Taiwan¡¦s economic growth. In the past, most Taiwanese firms focus on OEM or ODM business. But in recent years, the growing wages caused manufacturing cost raise and Taiwanese firms faced the threat of severe global manufacturing competition. The situation has become increasingly difficult for many companies in Taiwan to stay in business. To build an own brand becomes an important strategy for Taiwan companies. This study explores the international branding strategy of Taiwanese enterprise. A qualitative case study approach was employed in this study to study six Taiwanese firms which attempt to build their brands in the international market. The result shows that (1) In order to quickly respond to environmental needs, the integration of internal resources (evaluate core capability) and the analyzation of external environment (market size) are required. (2) Entry mode: In order to lower the risk, Taiwanese firms prefer to cooperate with local companies instead of foreign direct investment, unless the market size is big enough. (3) Operational strategy: Unlike other global brand, Taiwan brand developed a unique business model. (4) International organization: Headquarter and branch must coordinate and build two-way communication to deliver a consistent brand value.

Abstract  Background:   The main aim of the research is to focus on the market potential of the cosmetic brands in the market of Aruba, Bonaire and Curacao (ABC islands). These islands are located in the Caribbean Sea in front of the coast of South-America. Before starting to expand, international companies first search for potential suitable markets to invest in. This thesis attempts to find out if there is a potential market for the cosmetic products of the companies on the ABCislands. 　 Purpose: The purpose of the Master thesis is to find out if there is a potential market for new cosmetic products on the ABC islands. To achieve the purpose, the research addresses the market potential analysis.  Conclusion:   The market of Aruba and Curacao offer a great number of potential clients and a good future prospect. These findings are also supported by research that was conducted in 2007 by the Icongrouponline.  Majority of the consumers on the islands are willing to try new professional cosmetics products. Additionally, the tourism industry plays an important role when assessing the market potential on these islands for professional cosmetics products.  Key words:   Internationalization, market selection, market potential and development, entry mode, cosmetics products, Aruba, Bonaire, Curacao

A lot of research has been done concerning the internationalization process of companies. However, researchers have identified a new type of firm that is leapfrogging and is operating internationally right after inception. These companies are Born Globals. We are interested in this trend and the purpose of this research is to understand the strategic behaviour of Born Globals. Therefore, we have done qualitative research on these companies and we will focus on their pre-internationalization steps, their key drivers and their relation to the home market. We have found three case companies, who have helped us in our understandings and we have made several conclusions, regarding their strategic behaviour.

As part of the Accelerated Shared Growth Initiative of South Africa (AsgiSA), the South African government is focusing on improving the country's export performance (Department of Trade and Industry, 2006a). One of the objectives of the Department of Trade and Industry (DTI) is to increase the level of South African exports through the development and implementation of strategies for targeted markets. The DTI commissioned a study to scientifically identify priority products and markets in order to justify its export promotion activities and to ensure that government resources are effectively allocated. Tills led to the development of the Decision Support Model (DSM) by Viviers and Pearson (2007) as an instrument to identify realistic export opportunities for South Africa. The Viviers and Pearson (2007) study adapted and refined the methodology of Cuyvers et al. (1995) to the South African circumstances and used a sequential filtering process to identify realistic product/market export combinations for South Africa. The outcome of the DSM for South Africa was 9690 SITC product/market opportunities in seventy-four countries, clustered in twelve geographic regions. One of these regions was the Middle East. The DTI indicated the need for a study on South Africa's export opportunities to the Middle East as a result of their prioritisation of regions for export promotion. This need is therefore the rationale of this study. The research objectives were to analyse the identified Middle East countries and determine the product with the most realistic export opportunities to two of the Middle East countries and lastly, to develop a market profile to assist the DTI in promoting the exports of this product to these countries. In this study, several methods of product and market selection were investigated in order to determine the most suitable method to identify the product/market opportunities from the DSM to the Middle East. The product selection method selected involved a three-phase filtering process to determine the product with the highest export potential to the Middle East. The analysis was based on a cluster-selection process. It was determined that fruit juice was the product with the highest export potential to the region. The market selection process used a composite market potential index to determine which country in the Middle East had the highest potential for exports of fruit juice from South Africa. The two countries in the Middle East with the highest potential to import fruit juice from South Africa were Oman and Qatar. A market profile for the export of fruit juice to Oman and Qatar was developed. The market profile provided an economic overview of the two markets, analysed the market potential of fruit juice and provided technical information regarding the requirements for the export of fruit juice by South Africa to Oman and Qatar. The results of this study firstly indicate to the DTI and exporters that South Africa should export fruit juice to Oman and Qatar and secondly presents a market profile with detailed information of the process to follow in exporting fruit juice to these countries. / Thesis (M.Com. (International Commerce))--North-West University, Potchefstroom Campus, 2010.

As part of the Accelerated Shared Growth Initiative of South Africa (AsgiSA), the South African government is focusing on improving the country's export performance (Department of Trade and Industry, 2006a). One of the objectives of the Department of Trade and Industry (DTI) is to increase the level of South African exports through the development and implementation of strategies for targeted markets. The DTI commissioned a study to scientifically identify priority products and markets in order to justify its export promotion activities and to ensure that government resources are effectively allocated. Tills led to the development of the Decision Support Model (DSM) by Viviers and Pearson (2007) as an instrument to identify realistic export opportunities for South Africa. The Viviers and Pearson (2007) study adapted and refined the methodology of Cuyvers et al. (1995) to the South African circumstances and used a sequential filtering process to identify realistic product/market export combinations for South Africa. The outcome of the DSM for South Africa was 9690 SITC product/market opportunities in seventy-four countries, clustered in twelve geographic regions. One of these regions was the Middle East. The DTI indicated the need for a study on South Africa's export opportunities to the Middle East as a result of their prioritisation of regions for export promotion. This need is therefore the rationale of this study. The research objectives were to analyse the identified Middle East countries and determine the product with the most realistic export opportunities to two of the Middle East countries and lastly, to develop a market profile to assist the DTI in promoting the exports of this product to these countries. In this study, several methods of product and market selection were investigated in order to determine the most suitable method to identify the product/market opportunities from the DSM to the Middle East. The product selection method selected involved a three-phase filtering process to determine the product with the highest export potential to the Middle East. The analysis was based on a cluster-selection process. It was determined that fruit juice was the product with the highest export potential to the region. The market selection process used a composite market potential index to determine which country in the Middle East had the highest potential for exports of fruit juice from South Africa. The two countries in the Middle East with the highest potential to import fruit juice from South Africa were Oman and Qatar. A market profile for the export of fruit juice to Oman and Qatar was developed. The market profile provided an economic overview of the two markets, analysed the market potential of fruit juice and provided technical information regarding the requirements for the export of fruit juice by South Africa to Oman and Qatar. The results of this study firstly indicate to the DTI and exporters that South Africa should export fruit juice to Oman and Qatar and secondly presents a market profile with detailed information of the process to follow in exporting fruit juice to these countries. / Thesis (M.Com. (International Commerce))--North-West University, Potchefstroom Campus, 2010.