1. Companies “go international” for many reasons, including reactive ones, such as international competition, trade barriers, and customer demands. Proactive reasons include seeking economies of scale, new international markets, resource access, cost savings, and local incentives.
2. International expansion and the realization of a firm's strategy results from both rational planning and responding to emergent opportunities.
3. The steps in the rational planning process for developing an international corporate strategy comprise defining the mission and objectives of the firm, scanning the environment for threats and opportunities, assessing the internal strengths and weaknesses of the firm, considering alternative international entry strategies, and deciding on strategy. The strategic management process is completed by putting into place the operational plans necessary to implement the strategy and then setting up control and evaluation procedures.
4. Competitive analysis is an assessment of how a firm's strengths and weaknesses vis- those of its competitors affect the opportunities and threats in the international environment. Such assessment allows the firm to determine where the company has distinctive competences that will give it strategic advantage or where problem areas exist.
5. Corporate-level strategic approaches to international competitiveness include globalization and regionalization. Many MNCs have developed to the point of using an integrative global strategy. Entry and ownership strategies are exporting, licensing, franchising, contract manufacturing, turnkey operations, management contracts, joint ventures, and fully owned subsidiaries. Critical environmental and operational factors for implementation must be taken into account.
6. Companies of all sizes are increasingly looking to the Internet as a means to expand their global operations. However, localizing Internet operations is complex.
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