INTERNATIONA

L BUSINESS
MODULE I
An overview of environment of international business- Significance, nature, importance and
scope of international business.
Reasons for companies going international- major strategic decisions in international business,
factors influencing international business decisions
Indicators of growth of international business trade/GDP ratio, FDI/GDP ratio, FDI/capital
formation ratio, growth of international production, growth of global supply chains and global
sourcing. Impact of globalization on international Business.
MODULE II
Importance of socio-cultural environment, demographic environment and geographic environment in
international business.

Regulatory/legal environment of international business- kinds of legal systems, categories of laws, Indian laws
affecting international business, double taxation avoidance treaties, trade barriers- tariff and non-tariff barriers.

Regional economic integration schemes (Trade Blocs)- objectives/rational, International Commodity Agreements,
European Union, Euro, NAFTA, SAARC/SAFTA, ASEAN and AIFTA, India– Sri Lanka FTA, and BRICS. Issues
in regional economic integration like BREXIT.
Types of international firms and their strategies- international corporation, multinational corporation, global
corporation, transnational corporation, international orientations- ethnocentric, polycentric, regio centric and
geocentric (EPRG) orientations.
MODULE III

International market selection process. Market entry strategies exporting, licensing, franchising, strategic alliance,
contract manufacturing, management contracting.

Assembly operations, joint ownership ventures, wholly owned subsidiaries. Mergers and acquisition- market entry
strategies of Indian companies.
MARKET
A market is a place where parties can gather to facilitate the
exchange of goods and services. The parties involved are
usually buyers and sellers. The market may be physical like
a retail outlet, where people meet face-to-face, or virtual like
an online market, where there is no direct physical contact
between buyers and sellers.
INTERNATIONAL MARKET
A market can be defined simply or rather complexly. In the simplest terms, a market is a
system of institutions, rules and procedures relating to the exchange of goods and services
between persons or organizations.
An international market is defined geographically as a market outside the international borders of
a company's country of citizenship. A company, to the extent that it is a legally distinct entity
from its owners like a corporation, is usually a citizen of the country where it is organized. IBM,
for example, was formed in the United States. Thus, any geographic area outside the territorial
boundaries of the United States where IBM conducts business is IBM's international market. The
conceptual opposite of an international market is the company's domestic market, which is the
geographic region within the national boundaries of a company's home country.
International Market Selection Process
Market selection plays a crucial role at the international level. Market selection is based on a thorough evaluation
of the different markets with reference to certain well-defined criteria, given the company resources and objectives.

(a) International Marketing Objectives

(b) Parameters for Selection

(c) Preliminary Screening

(d) Short Listing of Markets

(e) Evaluation and Selection

(f) Test Marketing

(g) Commercial Production

(a) International Marketing Objectives: The first step in market selection process is to
determine or ascertain the export marketing objectives of the organization. The market
selected to serve a particular international marketing objective need not necessarily be the
best suited to achieve some other international marketing objective.

(b) Parameters for Selection: For proper evaluation and selection of the markets, it is
essential to clearly lay down the parameters and criteria for evaluation. The different
parameters for the selection of a market are firm's resources, international environment,
market situation, nature of competition, government policy, etc.
(c) Preliminary Screening: The objective of the preliminary screening is to eliminate the
markets which are not potential. The parameters used for the preliminary screening may
vary from product to product. However, parameters like the size of population, per capita
income, structure of the economy, infrastructural factors and political conditions are
commonly used.

(d) Short Listing of Markets: Preliminary screening enables to eliminate markets which
obviously do not meet consideration at the very outset. There would be a large number of
markets left even after the preliminary screening. They are further screened with the help
of more information than was used at the preliminary screening stage
e) Evaluation and Selection: The short listed markets are further evaluated with reference
to the cost-benefit analysis and feasibility study. They are then, ranked on the basis of their
overall attractiveness. Of the markets, the best one is chosen for the launching of product
considering the company’s resources and external environment

(f) Test Marketing: Initially, the market is tested on a smaller scale by launching the
product in a part of the markets This provides a feedback to the producer about the
market. At the same time, it helps the producer in assessing overall response of the
consumers from a specific market, after tested success, the production can be undertaken
on a mass scale.
(g) Commercial Production: Once the product is tested "in the selected market, the company goes
ahead with mass production. Minor modifications, if any, are introduced in the product mix
during this stage.
Why Singapore is a global business hub
Highly connected

Technologically sophisticated infrastructure

Workforce

Legal protection

Business supportive environment

 MODES OF ENTRY INTO IB

TRADE INVESTMENT
CONTRACTUAL
RELATED
EXPORTING FRANCHISING OVERSEAS ASSEMBLY
PIGGY BACKING TURNKEY PROJECTS FDI
COUNTER TRADE MANAGEMENT CONTRACTS M&A
LICENSING JOINT VENTURE
CONTRACT MANUFACTURING WHOLLY OWNED SUBSIDIARIES
STRATEGIC ALLIANCE
 ENRTY MODE STRATEGIES
WHOLLY
OWNED FDI-
HIGH SUBSIDIARY Equity
JOINT VENTURE based

Non-equity
STRATEGIC
EXTENT OF or Equity
ALLIANCE
INVESTMENT based
& RISK FRANCHSING
Contractual
LICENSING Non-Equity
Based

LOW EXPORTING

DEGREE OF OWNWERSHIP AND CONTROL

LOW HIGH
I
TRADE RELATED ENTRY
1. EXPORT

Exporting means the sale of products and services in foreign

countries.
DIRECT : Selling product into international market

INDIRECT: selling to export oriented companies

INTERCORPORATE TRANSFER: through holding company and

subsidiary company
Direct Export
The organisation produce their product in their market (home) and
sells them to overseas customers.
Tata steel exports a large number of steel products to America,
European union, Qatar, Vietnam, Iraq….
MERITS AND DEMERITS
Control over foreign market
Higher start up cost
Good information feedback
from target market Greater information requirement

Better protection of Time consuming

trademarks, patents, goodwill..
Greater sales
Products exporting from India
Petroleum products (14% of total export)-46.54 billion USD

Pearls, Precious stones (7.78%)

Drugs formulations, Biologicals (4.36%)

Gold and other precious metal jewellery (2.95%)

Organic chemicals(2.83%)

Cotton and accessories (2.63%)

Motor vehicles and cars (2.58%)

Electric machinery and equipment (2.55%)

Products of Iron and Steel (2.55%)

Export Companies of India
Reliance Industries (15% of total Bajaj International Private Limited
export)
Aavind Mills
Tata Steel
Kiran Gems Private Limited
Sun Pharma Industries
ITC
Rajesh Exports Hindalco Industries
Tata Motors BHEL
Vardhaman Textiles Indian Oil

International Lace Trade Center

2. PIGGY BACKING
Old form of Strategic partnership

Form of distribution of products in foreign markets

Deals with larger company by small companies

Carrier act as an agent

Quality products carried by another firm into foreign market

Strategy to serve foreign markets, especially where the market has

high entry barriers.
3. COUNTER TARDE
Exchanging goods or services, which paid for, in whole or part, with
other goods or services, rather than with money.
Barter, switch trading, counter purchase, buyback, offset and
compensation trade
II: CONTRACTUAL
FRANCHISING

TURNKEY PROJECTS

MANAGEMENT CONTRACTS

LICENSING

CONTRACT MANUFACTURING

STRATEGIC ALLIANCE
1. Licensing
Agreement between the licensor and the licensee over a period of time for the
use of brand name, know-how, copyright, trade marks by paying license fee.
Licensing is an arrangement in which a company (licensor) sells the right to use
intellectual property or produce a company’s product to the licensee, for royalty.
The licensor has control on the use of intellectual property by the licensee, but
has no control on the licensee’s business.
Ex: British American Tobacco Company has given licenses in many countries for
the manufacture of their brand Cigarettes “555”
In India, ITC is the licensed producer of “555”.
Advantages
Obtain extra income

Reach new markets not accessible

Quickly expand without much risk

Pave the way for future investments in the markets

Disadvantages
It increases opportunities for intellectual properties and products
theft.
Inconsistent product quality may affect image

Lose on control
Franchising
Form of licensing

Franchiser and Franchisee

One party grants another party the right to use its trade marks or
trade name as well as certain business systems and processes to
produce and market a good or service according to certain
specifications
Ex: McDonalds- it give franchising option for expanding in
international markets.
MERITS & DEMERITS
Low risks

Better financial investments, managerial capabilities

Demerits:

Franchisees may turn into future competitors

Affect reputation
CONTRACT MANUFACTURING
Low cost production

Sub contract manufacturing

It is the strategy of identifying a manufacturing units to produce items at a

competitive price in any part of the world.
Ex: Nike is producing Athletic footwear in a number of factories in south east Asia

Ranbaxy and Lupin got contract manufacturing contract from Eli Lilly Cynamid
(MNC)
In service sector: known as outsourcing

BPO, KPO
MANAGEMENT CONTRACTS
Efficient in production but bad in management or marketing

Lack of indigenous expertise to manage their own projects

Most common in Hotel industry

Ex: Engineers India Ltd got project management contract for providing
project consultancy for the revamp and up-gradation of the Skikda
Refinery in Algeria in 2005.
TURNKEY PROJECT
It is a contract under which a firm agrees to fully design, construct
and equip a manufacturing/business/service facility and turn the
project over to the purchaser when it is ready for operation in
exchange of remuneration
Ready to use

Jawar Airport in Noida, Noida international Airport : Swiss company

Ex: Delhi Metro

Strategic Alliances
Cooperative agreements between 2 or more companies to work together and
share resources to achieve a common business goal.
Ex: ICICI bank and Vodafone India are entered into a strategic alliances to
launch a unique mobile money transfer and payment service called “m-pesa”
Starbucks and Barnes & Noble: 1993

Apple and IBM

Spotify and Uber

Microsoft and TCS

HP and Microsoft

ADVANTAGES
Technology exchange

Global competition

Industry coverage

Reduce risk

Economies of scale
DISADVANTAGES
Clashing culture and management styles

Legal risk

Damage to reputation
Strategic Alliance Story of Apple and IBM
•1991 - In April, Apple gave a demo to IBM engineers showing an Apple OS running on an IBM
PS/2 Model 7 PC.

•1991 -In October, the demo in April led to the Apple-IBM deal, in which two rivals agreed to
work together. They signed a deal, Tanligent Project, to work together on the “Pink” operating
system(the one Apple engineers created to run on IBM’s computers). The terms are that IBM
would help Apple finish “Pink” and IBM would give Apple a license to use its PowerPC
processor.

•1995 - IBM’s project representative for the Taligent project left IBM 2 years after the Taligent
project.

•1998 - Following the resignation of IBM’s representative, the successor died, leading to the end
of the Taligent project. After the partnership, the two companies followed different directions.
IBM focused on PC Businesses while Apple produced tablets and phones.
•2014- Apple and IBM partnered up again to bring IBM’s big data and analytics
capabilities to iPhone and iPad The partnership aims to redefine the way work
will get done, address key industry mobility challenges and spark true mobile-led
business change.
•Throughout the partnership, Apple is to play a wider part on the device and
design aspect, while IBM lifts much of the weight as the front-facing enterprise
sales head. Unlike the previous partnership, the new collaboration has been going
well.
Benefits of this IBM- Apple Alliance
•User Centric Product

•Tackling the competition

•Leading in enterprise sector

•Increase in Sales

•Wider adoption for IOS in new sector

User Centric Approach
•While IBM Enterprise services are not user friendly which were mostly designed
for desktop based, they were possible to create User Centric Experiences focus
with Apple Expertise.
Tackling the competition
•Google, Apple's main competitor, has regularly outperformed the market. The
public is quite interested in its new line of smartphones, tablets, and even
wearable devices.
•Some Microsoft Windows machines are also performing admirably. Of course,
Apple has no reason to be concerned about its current market position. However,
the remainder of the competitors may have played a role in the decision to form a
joint venture with IBM.
 Leading in enterprise sector
• Apple sees IBM as the best company to complement its own expertise in device hardware and design.
Besides, IBM has always enjoyed a position of power in enterprise. Partnering with IBM would help Apple
emerge as a leading player in the enterprise sector. Apple is yet to make an impact on the industrial sector.
Increase in sales
• iPad sales have been showing a slight decline of late so this collaborative effort is definitely aimed at
restoring the device's position at the top of the heap.

• iPads are the greatest choice for doing complex jobs, such as working with analytics apps, showing and
analysing data charts, and so on, because they are powerful and intuitive, as well as having a large enough
display
Wider adoption of IOS in new sector
•The adoption of the iPad in the enterprise will encourage employees to increase
their own use of iOS devices. Some who would otherwise have preferred
Android or Windows Phone devices may make the move to iOS. Apple generally
works as a lifestyle statement and wants its customers to feel more tech-savvy.
 Challenges of Apple and IBM Strategic Alliance
1. Organizational culture

2. Evolving technology

3. Regulatory compliance

4. Lack of control

5. Technology integration factors

6. Competition

7. Strategy implementation

8. Differential focus
III: INVESTMENT ENTRY
OVERSEAS ASSEMBLY

FDI

Merger & Acquisitions

Joint Venture

Wholly Owned Subsidiaries

OVRSEAS ASSEMBLY
The firm produces domestically all or most of the components or
ingredients of its product and ships them to foreign markets to be put
together as a finished products.
Lower tariff on unassembled equipment than finished products

Ex: automobile products

Coca-Cola ships its syrup to foreign markets and local bottle plants add
the water and the container.
Nano: Latin America, ASEAN Region

Maruti Suzuki : Africa

FDI
It is an investment in the form of a controlling ownership in a business in

one country by an entity based in another country.

Under this definition, there are several ways in which companies can
invest directly in foreign markets:-
• Construction of facilities or investment in facilities in a foreign market

(Greenfield investments): subsidiary

• Mergers and acquisitions

• Investment in a joint venture located in a foreign market

Examples of FDI-

• Tata Steel invested US$ 1 billion in a wholly owned subsidiary in Singapore

Vodafone, a British firm, acquired the Czech telecom Oskar Mobile.

• eBay, a U.S. firm, acquired Luxembourg’s Skype Technologies, a pre-packaged

software company
PROS & CONS OF FDI
FDI ROUTE
•Automatic: Where no approval or authority is required by the private
foreign investor. He can invest in any company with no need for
government approval.

• Government: In this route, there is no investment without the prior

approval of the Government of India.
FDI is strictly prohibited
• Gambling and Betting

• Lottery business (including government/ private lottery, online lotteries etc)

• Activities /sectors not open to private sector investment (eg, atomic energy
/railways)

• Retails trading (expect single-brand product retailing)

• Business of chit fund

• Real estate business or construction of farm houses

• Trading in transferable development rights (TDRs)

Cont….
• Manufacturing of tobacco, cigars, cheroots , cigarillos, cigarettes and
other tobacco substitutes

• Agriculture (excluding floriculture, horticulture, apiculture and

cultivation of vegetables and
• mushrooms under controlled conditions, the development and
production of seeds & planting
• materials, animals husbandry including the breeding of dogs, viniculture
& aquaculture under
• controlled conditions and services related to the agro and allied sector)
JOINT VENTURE
• A joint venture is a binding contract between two venture partners to
set up a project either in home country or host country or a third
country.

• In this case both parties are committed to joint risk taking and joint
profit sharing.
EXAMPLES
Volvo and Uber have announced that they would form a joint venture to
produce self-driving cars.
Mahindra & Mahindra has recently entered in to a joint venture with
Renault to manufacture cars.
WHOLLY OWNED SUBSIDIARIES
A wholly owned subsidiary is a company that is completely owned by another
company.
The company that owns the subsidiary is called the parent company or holding
company.
The parent company will hold all of the subsidiary's common stock.

A popular example of a wholly owned subsidiary is Volkswagen AG which

wholly owns Volkswagen Group of America
Marvel Entertainment and EDL Holding Company LLC are wholly owned
subsidiaries of The Walt Disney Company.
 Coffee giant Starbucks Japan is a wholly owned subsidiary of Starbucks Corp
•Tata Steel invested US$ 1 billion in a wholly owned subsidiary in Singapore.

•Wipro invested US$ 787.5 million in a fully owned unit in the US.

•Tata Power invested US$ 131.25 million in a wholly owned unit in Mauritius.

•Reliance Industries invested US$ 56 million in agriculture and mining-based wholly

owned subsidiary in Singapore.
ADVANTAGES
 The parent organization can exert full control over its operations in a
foreign nation.

 The parent organization does not require to reveal its technology to

others because the parent organization looks the whole activities of
subsidiary alone.

 Cost synergies because a parent and its subsidiaries could use

common financial systems, share administrative services and develop
joint marketing programs.
DISADVANTAGES
 Establishing a subsidiary is an expensive undertaking because the
parent organization needs to make 100% equity investment in its
subsidiary.

 The parent company also bears all of the risk of its subsidiaries.
MERGER & ACQUSISTION
Mergers and acquisitions (M&A) are transactions in which the
ownership of companies or their operating units are transferred or
combined.
A merger is a legal consolidation of two entities into one entity.

An acquisition occurs when one entity takes ownership of another

entity’s stock, equity interests or assets.
CROSS BORDER M&A
Tata Steel - Corus,

Hindalco - Novelis,

Lupin – Gavin

Tata Motors - Jaguar Land Rover.

MARUTI & TOYOTA
Baleno

Ciaz

Ertiga

Brezza
CASE STUDY
Mahindra & Mahindra (M & M) is a major player in the tractor and
certain segments of the automobile market in India. After an
impressive growth for a few years, the tractor market in India has been
stagnating during 1998-1999 to 2000-2001. M & M has been selling its
tractors and utility vehicles in foreign markets including USA. Some of
the components for its products have been sourced from abroad. M &
M has a 100 per cent subsidiary in USA, Mahindra USA, with a strong
network of 100 dealers.
Mahindra has a five per cent market share in the US market in the 20-30 horse power (HP)
range. As a part of the strategy aimed at building a global supply chain, Mahindra USA has
signed a memorandum of understanding (MoU) with the Korean tractor major Tong Yang,
a part of the $ 2 billion Tong Yang Moolsam group, according to which Mahindra will
source high horse power (mostly 25-40 hp range) and sell them around the world under the
M & M brand name. To start with, the premium range of tractors will be sold in the US. M
& M’s current tractor range is more utility-oriented and lacks the aesthetic appeal that
Tong Yang’s tractors have, a must for a strong presence in the US market.
QUESTIONS
1) What are the advantages and disadvantages of global sourcing?

2) How will the foreign market expansion help M & M?

3) How does the strategic alliance with Tong Yang benefit M & M?

4) What are the possible risks of the alliance? How can they be
overcome/Minimized?
Global Sourcing
Global sourcing is a highly viable solution for facilitating the development of goods and services
requiring intensive labor, high production costs, technological proficiency, language proficiency,
and other high value skillsets. If an organization’s native country does not provide a conducive
ecosystem for ideal outcomes, it tends to rely on sourcing from a foreign destination instead
Pros and Cons of Global Sourcing
PROS CONS

•Cost effectiveness •Local Regulatory hurdles

•Diversification •Quality mismatch

•Infrastructure outsourcing •Political pushback

•Filling the skill gaps •Language Barriers

•Bilateral Partnership
CHALLENGES FACED BY IB
1. International company structure

2. Foreign laws and regulations

3. International accounting

4. Cost calculation and global pricing strategy

5. Universal payment methods

6. Currency rates

7. Communication difficulties and cultural differences

8. Political risks

9. Worldwide environmental issues

1. International company structure:-
If the aim is to be competitive globally, the first consideration is the
structure and location of the organization.

It can have a centralized or decentralized system.

Example: Coca-Cola offers an effective multinational business

structure.
The company is organized into continental groups, each overseen by a President.

The central Presidents manage Presidents of smaller, country-based or regional

sub-divisions.

Despite its diverse global presence, the Coca-Cola brand and product is controlled
centrally and consistent around the world.
2. Foreign Laws and Regulations:-
From tax implications to trading laws, Cyber security laws navigating
legal requirements is a central function for any successful
international business.

Example: Employment and labour requirements differ by country. For

instance, European countries stipulate that a minimum of 14 weeks
maternity leave be offered to employees, while on the other hand, it is
maximum up to 26 weeks for Indian ones.

FEMA, GSP, MFN, IPR Laws etc.

3. International Accounting:-
Different tax systems, rates, and compliance requirements can make the
accounting function of a multinational organization significantly
challenging. Accounting strategy is key to maximizing revenue and the
location where your business is registered can impact tax liability.

In many EU countries, consolidated statements are prepared using

IFRS(International financial reporting standards) whereas unconsolidated

statements use national rules.

In Germany, the tax accounts should be the same as the commercial

accounts.
4. Cost Calculation and global pricing
strategy:-
Company must consider costs to remain competitive while still ensuring
profit. Researching the price of direct, local-market competitors can give
a benchmark.

Example: Swedish furniture giant IKEA, known in Europe for its low- cost
value,

But struggled initially in China due to local competitor costs of labour

and production being much cheaper.

By relocating production to China the company was able to successfully

cut prices to better reflect its brand and boosts sales among target
consumers
5. Universal Payment Methods:-
The proliferation of international e-commerce websites has made
selling goods overseas easier and more affordable for businesses and
consumers.

Determining acceptable payment methods and ensuring secure

processing must be a central consideration for businesses who seeks
to trade internationally.

Example: PayPal, Universal Payment Card (UPC)

6&7 :Currency Rates & Communication
difficulties and cultural differences-
The most challenging international business problem is to protect
against fluctuations in currency.

Example: if a company uses trucks to move its products and a

currency fluctuates change the cost of fuel, there will be a direct
impact on shipping costs.

7. Effective communication with colleagues, clients and customers

abroad is essential for success like religious and cultural traditions
will help to navigate better potential communication problems in
international business.
8. Political Risk
Political Risk is related to political uncertainty and instability. Before
considering expansion into a new or unknown market, a risk
assessment of the economic and political landscape is critical.

Example: Facebook is banned in China partially in preference for

national social networks and also due to government regulation over
internet content.

IBM’s exit from India(1978)

9. Environmental issues
Worldwide environmental issues like production methods might impact
the local environment through waste and pollution.

The major environmental problems are pollution, global warming,

ozone layer depletion, acid rain, natural resource depletion,
overpopulation, waste disposal, deforestation and loss of biodiversity.
APPROACHES/ STAGES/EVOLUTION OF IB
ETHNOCENTRIC ORIENTATION:
The ethnocentric orientation of a firm considers that the products,
marketing strategies and techniques applicable in the home market
are equally in the overseas market as well.

Example- Patanjali Ayurveda & food product are only focus on the
domestic level after that they sale in global market
POLYCENTRIC OPERATION :
Under this approach, the companies customizes the marketing mix to
meet the taste, performance and needs of the customers of each
international market.

Example- Diamond industry for export in global level and setting their
branch offices.
REGIOCENTRIC ORIENTATION-
In this approach a company finds economic, cultural or political
similarities among regions in order to satisfy the similar needs of
potential consumers.

For example countries like Pakistan, India and Bangladesh are very
similar. They possess a strong regional identity.
GEOCENTRIC APPROACH-
Under this approach, the company analyses the tastes, preference and
needs of the customers in all foreign markets and then adopts a
standardized marketing mix for all the foreign markets.

For Ex- Coca-cola adopted this strategy by selling its popular soft drink
with the same content, packaging, branding & advertisement themes
worldwide.
Domestic company
limits its operations, mission and vision to the national political
boundaries.
 This companies focuses its view in the domestic market
opportunities, domestic suppliers, domestic financial companies,
domestic customers, etc.
A domestic company is also known as a local company.

All Indian Company are treated as Domestic Company but all

Domestic Company are not Indian Company.
International company
 an enterprise which exists in one country but sells products in more
than one country.
 It holds the marketing mix constantly and extends the operations to
new countries.
 International companies have no foreign direct investments (FDI) and
make their product or service only in their home country.
In other words, they're exporters and importers.

For example- Indian firms exporting textiles, jute, spices, nuts, rice all
around the world.
Multinational Corporation
 an enterprise operating in several countries but managed from one country.

 Multinational companies have investment in other countries but do not have

coordinated product offerings in each country.
 More focused on adapting their products and service to each individual
local market.
The firm becomes the fully fledged multinational companies with the
assembly of production facilities in several countries & regions of the world.
 For Example – Nike, Mc Donald's, Sony etc
Global company
Either produces in home country and focuses on marketing these
products globally
or produces the products globally and focuses on marketing these
products domestically
A global firm pursues a unified strategy to coordinate various
international operations.
For ex- Hilton and Hyatt Hotels, Adobe, Cisco, 3M, Monsanto, and
American Express.
Transnational companies
essentially shed their home nation identity and act as stateless
organizations.
 In other words they do not identify itself with one national home like
an MNC.
Transnational companies are much more complex organizations and
invested in foreign operations, R&D and marketing powers to each
individual foreign market.
It is an integrated global enterprise that links global markets at profit.

For Ex- HUL, Starbucks, Walmart, Nestle, Coca cola, etc

Market entry strategies of Indian companies
•Exporting

•Licencing and franchising

•Joint ventures

•Strategic alliances

•Wholly owned subsidiaries

•Greenfield investments

•Export processing zones and special economic zones

•E-commerce and online marketplaces

•Government partnerships and trade agreements

•Frugal Innovation