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International Economic and Business Strategy

We develop tools and concepts used in analyzing and formulating the international economic and business strategy. First, the relationship between industry structure and competition in the global industries is examined. Next, value chain analysis is used to identify the internal capabilities of the firm that can be leveraged to create competitive advantage.

Effective international strategy depends greatly on the proper configuration and management of a company’s global value chain. Thus, the conflicting demands of global integration versus local responsiveness are further examined. Finally, a typology of strategic alternatives including multi-domestic, international, global and transnational strategies is presented.


To provide an impartial assessment of the company’s preparedness to engage in international economic and business activity.

A list of firm’s strengths and weaknesses, in the context of international economy and recommendations for resolving deficiencies that hinder achieving company goals.

Tools and Techniques
~ CORETM (Company Readiness to Export)

To conduct a systematic assessment of the suitability of the firm’s products and services for international customers, and to evaluate the degree of fit between the product or service and customer needs.

Determination of factors that may hinder product or service market potential in each target market and identification of needs for the adaptations that may be required for initial and ongoing market entry.

Tools and Techniques
~ Primary and Secondary Research

To reduce the number of countries that warrant in-depth investigation as potential target markets to a manageable few.

Identification of five to six high-potential country markets that are most promising for firms.

Tools and Techniques
~ Indexing and Ranking
~ Doing Business Report (World Bank)
~ FDI Indices Methodology (UNCTAD)
~ FDI Confidence Index and Offshore Location Attractiveness (A. T. Kearney)

To estimate the most likely share of industry sales within each target country and territory, and to investigate and evaluate any potential barriers to market entry.

3 to 5-year forecast of industry sales for each target market and delineation of market entry barriers in industry.

Tools and Techniques
~ National Trade Data Bank (US Department of Commerce’s STAT-USA)
~ UN Publications

To decide on the type of foreign business partner, clarify ideal partner qualifications and plan entry strategy.

Determination of value adding activities required of foreign business partners and listing of desired attributes.

Tools and Techniques
~ globalEDGE
~ Kompass
~ Dun & Bradstreet

To estimate the most likely share of industry sales the company can achieve, over a period of time, for each target market.

3 to 5-year forecast of company sales in each target market and understanding of factors that will influence company sales potential.

Tools and Techniques
~ Trade Audits



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