Internationalization is a strategic issue for companies as it is today the central axis for the development of small and medium-sized enterprises (SMEs). Market expansion and the growing importance of emerging markets offer new development opportunities for SMEs to use innovative strategies - such as head-deck strategies - to effectively penetrate these markets. This book focuses on understanding these new strategies. Why do SMEs use head-of-bridge strategies in order to internationalize? How do they deploy such strategies abroad? Based on the example of five manufacturing SMEs, which are at different stages of internationalization, this book highlights the main motivations, stages of deployment but also difficulties encountered in this direction. This book is a tool for assessing potential locations and provide managers with a new alternative in terms of internationalization, enabling rapid identification of key stakeholders, adapting their international development plan and anticipating potential pitfalls.

With the globalization process, firms are seeking to expand their activities to international markets but are also “feeling” expanded competition from abroad. Small and medium-sized enterprises (SMEs), though seeking to expand abroad, have particularities that hinder their natural international expansion path due to particular barriers and challenges that most multinational firms have already overcome. Cases on Internationalization Challenges for SMEs provides a set of case studies on the internationalization of SMEs in order to share the latest empirical research findings in the field of internationalization in the context of a globalized world, and which considers a highly competitive international business setting. This includes examining the main reasons for the success or failure of the process of internationalization of SMEs and their inherent activities. Covering topics that include competitive advantage, export performance, and inward internationalization, this book targets managers, executives, and entrepreneurs concerned with how to adapt their companies to a fast-changing international business environment, how to conduct internationalization strategies, how to choose the most adequate international entry modes, and how to adapt their products and strategies to international markets. It is also suited for academicians, researchers, and students in the field of management.

Seminar paper from the year 2019 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences Frankfurt a. M., course: Strategic Management, language: English, abstract: This paper focuses on different internationalization strategies for small business. The current term paper should explain the basics by defining the essential terms. Subsequently, reasons and motives for internationalization strategies listed for small business. As a result, conceivable market entry forms are to be set out with their advantages and disadvantages. Based on the strategy forms, the opportunities and risks that could arise for small and medium-sized enterprises (SMEs) in an international market entry strategy are then highlighted. Finally, in the last chapter, a conclusion is drawn and daring a look into the future for the small business. Internationalization has undergone a dynamic development in the past three decades. The main driving force were the political changes in the world. This political opening also led to a disproportionate growth in the world trade. These changes also affect small and medium-sized companies and are a current challenge, that should be raised, which is also reflected in the close ties, between the Term middle class and foreign trade shows. The globalization of the economy is forcing medium-sized companies to rethink and restructure their business processes and value chains. However, SMEs lack specific prerequisites for carrying out international business activities. Not just capital and management but also the knowledge of internationalization is a significant success factor. Nevertheless, SMEs can develop opportunities and successfully translate them into an international activity that, especially because of its niche strategy, aims to meet the special needs of international clients that can not satisfied by large companies A niche production or export, however, is not enough to assert oneself against international competitors in the long term. That is why influences like use of technical advances, short product cycles and fast and active presence abroad to internationalize the value chain of the company. For a successful and targeted internationalization strategy for small business, it should be necessary to create a concept that includes motives, market entry forms, possible potentials and conceivable obstacles.

Seminar paper from the year 2017 in the subject Business economics - Operations Research, grade: 1,7, University of applied sciences, Cologne, language: English, abstract: The process of globalization has changed our world in a number of ways. From companies’ perspectives new production and sales markets have arisen beyond local borders and their numbers continue to grow. The motives and goals of internationalization of SME are, in general, very similar to those of bigger companies. The most important factors are additional market opportunities and thus a higher sales potential of products that are already established on the home market. The internationalization of companies entails opportunities but also risks. Several key factors must be considered and specific requirements fulfilled. The prerequisites and also the demands of SMEs differ considerably from bigger companies. A company’s business success in a foreign market depends significantly on the capability of finding a suitable and attractive market for one’s own product and service offers. After identifying the target market, the form of market entrance needs to be chosen. The typical forms are the export, licensing/franchising, branch establishment, subsidiary establishment and the joint venture. Regarding the software industry, the internationalization strategy depends highly on the degree of standardization. On this case the need of international customization must also be taken into account. This assignment is an introduction into the first steps and the specific challenges of SMEs in the course of internationalization. Short definitions of the terms of internationalization and SMEs, an overview of the companies’ motives and goals, and specific characteristics related to this topic are given. Subsequently, the different options and decision-making processes are presented and specifically exemplified for software providing companies.

This collective book offers a cross-country perspective on the internationalisation of small and medium-sized enterprises (SMEs). Scholars from prestigious institutions in Europe, North America, Australia and China provide new insights on how SMEs develop and perform their international activities.

The international community is confronted with a new set of challenges, the scale and complexity of which is virtually unprecedented. In this connection, there are heightened demands for international business research to provide guidance for decision-makers on how to solve actual problems. Impact of International Business addresses current challenges and issues, and provides fresh insights that are pertinent for policy and practice. The book examines various contemporary international business issues from various viewpoints, draws on research conducted in different countries, examines IB issues in both developed and emerging country contexts, offers various theoretical perspectives and different methodologies. It provides both rigorous empirical and conceptual advances and insights that are useful and relevant for managers and policy makers in their search for solutions in face of current challenges posed by the international environment.

This impressive Handbook provides a dynamic perspective on the international entrepreneurial strategies of SMEs, including the role and experience of their founders, as well as the collaboration of these SMEs in networks with larger firms. The expert contributors from all over the world and the editors explore the origin and evolution of internationalizing SMEs, the changing history and the future outlook of this sector. They study the effects of different cultures on the origin and growth of entrepreneurship and SMEs. The Handbook also outlines the various types of Born Globals that emerge from different parts of the world. This book will prove essential reading for researchers and students of international business, entrepreneurship and SMEs. Founders of internationalizing SMEs will also learn about novel management practices, whilst educational institutions and governments will find invaluable insights on how to foster and support SMEs in their internationalization efforts.

This book explores emerging trends in internationalization, analyzing the processes and steps that firms take when entering new markets. This timely contribution highlights the need for a deeper understanding of today’s internationalization process, critiquing existing literature and instead proposing a new paradigm based on a re-interpretation of the Resource-based View (RBV). Analysing the motives behind internationalizing, the factors affecting entry choices, and the challenges connected to outsourcing and offshoring, the authors present a new framework for understanding the reasons behind internationalization and the financial risks that are involved. With theoretical discussion and empirical case studies, this book seeks to offer an informed insight into internationalizing, making it an invaluable read for those researching entrepreneurship on a global scale, as well as managers and leaders of international firms.

Research Paper (undergraduate) from the year 2003 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,9 (B+), Heidenheim University of Cooperative Education (Economic - International Commerce), course: International Commerce, language: English, abstract: “There will be hunters and hunted, winners and losers. What counts in global competition is the right strategy and success.” Heinrich von Pierer1 In business planning the globalization of the world market and the limits of domestic growth raise the question to what extent a foreign commitment should be considered if at all.2 In Germany these considerations are particularly underlined by the strong integration into the world economy. German enterprises obtain a third of their total revenue in foreign business, 25 % of all jobs depend on foreign trade.3 Contrary to expectations, going global is no longer subject only to large multinational companies. Due to saturation tendencies in the domestic market, global competition and the dependency on international key-account customers small and medium-sized enterprises (SMEs) have been faced with the need for international activities. 4 Considering the fact that SMEs account for 97,3 % of all German enterprises, generating almost 45 % of the total revenue per year, the importance of future growth potential becomes evident.5 In general, SMEs are referred to as the “backbone” of German economy and many of them, the so called “hidden champions” have successfully faced the challenge of entering foreign markets.6 Others have been afraid to take this step. For these, the need for adaptation remains and their continuity will depend on the competitiveness in the world market. In general, entering new markets is connected with a multiplicity of chances and risks. SMEs especially, tend to underestimate the importance of profound information and the need for a realistic estimation of own capabilities.7 Accordingly, it becomes necessary to focus on a SME specific approach which considers major evaluation criteria for carefully developing market entry strategies. 1 Dr. Heinrich von Pierer, President and Chief Excecutive Officer of Siemens AG: Quotation cp. ‘TheGlobalist’ (2000) 2 cp. Hoppen (1999:144) 3 cp. Statistisches Bundesamt (2001:1.6) 4 Due to the IFM in Bonn (2000) SMEs intend to increase their foreign sales from an actual average of 30 % to 50 % in 2020 5 cp. IMF Bonn (2000) 6 cp. Hibbert (2000:1) 7 cp. Brenner (1999:2 et sqq.)