Internationalisation of Medium-sized Enterprises

Uwe Sachse

doi:10.3790/978-3-89644-885-9

Internationalisation of Medium-sized Enterprises

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Sachse, U. (2002). Internationalisation of Medium-sized Enterprises. An Integrated Approach to Management Consulting. Verlag Wissenschaft & Praxis. https://doi.org/10.3790/978-3-89644-885-9

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Internationalisation of Medium-sized Enterprises

An Integrated Approach to Management Consulting

Sachse, Uwe

(2002)

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Publisher Name: Verlag Wissenschaft & Praxis
ISBN: 978-3-89644-885-9
978-3-89673-155-5 (print edition)
DOI: https://doi.org/10.3790/978-3-89644-885-9
Edition: 1
Language: German
Pages: 234
Collections: NBE D&H
NBE WISO
Subjects: Business strategy

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Institution: € 106.00 (incl. local VAT if applicable)
Individual: € 69.90 (incl. local VAT if applicable)

Abstract

Besonders interessant ist dieses Buch für alle Unternehmen, die bereits internationalisiert sind und im Augenblick ihren Status überprüfen wollen. Sie erhalten eine Handlungsempfehlung, um schrittweise ihr Auslandsgeschäft zu optimieren. Dabei wird der Leser quasi an die Hand genommen und strukturiert von der eigentlichen Analyse, über die Strategieentwicklung bis zur Umsetzung über alle relevanten Themen zur erfolgreichen Internationalisierung informiert und begleitet. Neu ist die Integration des notwendigen Veränderungsmanagements in die gesamte Vorgehensweise.

Section Title	Page	Action	Price
Preface	V
Table of content	1
Index of diagrams	7
Index of tables	8
Acknowledgement	9
About the Author	10
Abstract	11
A. Introduction	13
1. Export and international business	13
2. Main issue and objective of the work	14
3. Structure and method of approach	15
B. Fundamental concepts	17
1. The term „medium-sized enterprise“	17
2. The term „internationalisation“	18
3. Internationalisation - not only in the export department!	18
4. Theories of internationalisation	23
5. Models of internationalisation for medium-sized enterprises	25
5.1. Institutional approach	26
5.1.1. Degree of internationalisation	26
5.1.2. Typologies of international orientation	26
5.2. Processual approach	27
C. Development of an integrated consulting approach to internationalisation of medium-sized enterprises	31
1. The general phase model for strategy consulting	31
1.1. Theoretical background	31
1.2. Elements of the phase model	32
2. The integrated phase model for the internationalisation of medium-sized enterprises	33
2.1. Introduction	33
2.2. Business Analysis	35
2.2.1. Project initiation	36
2.2.2. Environmental scanning	37
2.2.3. Internal examination	39
2.2.4. Competitive analysis	42
2.2.5. Key factors of internationalisation (KFI)	43
2.2.5.1. Success factors from the perspective of the „industrial organisation theory“	43
2.2.5.2. Success factors from the perspective of the „resource-based“ view	44
2.2.5.3. Success factors of the internationalisation of medium-sized enterprises (KFI)	46
2.2.6. SWOT - Analysis	48
2.2.7. Positioning	50
2.2.8. Change management aspects in the business analysis phase	53
2.2.8.1. Global mindset	53
Do you have a global mindset?	54
Does your organisation have a global mindset?	55
2.2.8.2. Advanced aspects of change management	56
2.2.9. Summary of business analysis	57
2.3. Strategic Planning	61
2.3.1. Strategy preparation	62
2.3.1.1. Dialogue about the future	62
2.3.1.2. Future priorities	63
2.3.1.3. Market pre-selection	64
2.3.1.4. Discussion on and focus of the strategic success position (SSP)	67
2.3.2. Strategy generation	69
2.3.2.1. The vision	69
2.3.2.2. The cores values	70
2.3.2.3. Determination of the strategic success position (SSP)	70
2.3.2.4. The strategic force	71
2.3.2.4.1. Low-budget internationalisation	72
2.3.2.4.2. Balanced internationalisation	72
2.3.2.4.3. Selection of the strategic force with the aid of the portfolio-concept	73
2.3.2.5. Targeting	74
2.3.2.6. Balanced score card in the internationalisation process	74
2.3.2.7. Change management aspects in the strategic planning phase	78
2.3.3. Summary of the strategic planning phase	79
2.4. Re-configuration	81
2.4.1. Utilisation of strategy models	81
2.4.2. Planning of the re-configuration	84
2.4.2.1. Scope of the market expansion	84
2.4.2.2. Timing of internationalisation	86
2.4.2.2.1. Time of market entry	87
2.4.2.2.2. Order of market entry	90
2.4.2.3. Market-entry mode	92
2.4.2.3.1. Market entry strategies according to the degree of capital investment	94
2.4.2.3.2. Discussion of the market-entry modes	102
2.4.2.3.3. Strategic value of disinvestments (market exit)	104
2.4.2.4. Marketing strategy	104
2.4.2.4.1. The market segmentation strategy	104
2.4.2.4.2. Market stimulation strategy	107
2.4.2.5. Strategy combinations / Strategy profiles	110
2.4.3. Implementation of the re-configuration	111
2.4.3.1. International product policy	113
2.4.3.2. International service policy	115
2.4.3.3. International price policy	116
2.4.3.4. International distribution policy	117
2.4.3.5. International communication policy	118
2.4.3.6. International brand policy	120
2.4.3.7. Organisation and budgeting	121
2.4.4. Change-management aspects in the re-configuration phase	123
2.4.5. Summary of the re-configuration phase	124
2.5. Monitoring	127
2.5.1. Elements and contents of monitoring	127
2.5.2. Change management aspects in the monitoring phase	129
2.6. Change management in the internationalisation process	131
2.6.1. Intercultural management	135
2.6.2. Conflict management	136
2.6.3. Summary of the change management phase	137
D. Empirical survey of the internationalisation of the medium-sized enterprise	139
1. Design of the survey	139
1.1. Objective of the survey	139
1.2. Organisation of the survey methodology	139
1.3. Sample and execution of the survey	140
2. Result of the survey	141
2.1. General characteristics of the sample	141
2.1.1. Participants in the sample	141
2.1.2. Function of the interview partner	141
2.1.3. General characteristics of the enterprises	142
2.1.4. Current degree of internationalisation	144
2.1.5. Intensity of competition	145
2.1.6. Target markets	145
2.1.7. Mode of strategy	146
2.1.8. Foreign activities	148
2.1.9. Evaluation of the sample	148
2.2. Single aspects of internationalisation	148
2.2.1. Introduction to the illustration of the results	148
2.2.2. The importance of internationalisation	149
2.2.3. Strategic planning of internationalisation projects	151
2.2.4. Internationalisation in times of change	154
2.2.5. Requirements for realignment in internationalisation projects	155
2.2.6. Success factors of the internationalisation project	157
2.2.7. Employment of and working with consultants	160
2.3. Evaluation of the phase model for the internationalisation process	161
2.3.1. Applicability of the phase model	162
2.3.2. Specific applicability to the enterprises interviewed	162
2.3.3. Advantages- and disadvantages of the introduced consulting approach	164
2.3.4. Effect of the application in the enterprise	165
3. Summarising view and evaluation of the empirical study	167
4. Critical assessment of the empirical study	169
E. Recommendation for action for the consulting of medium-sized enterprises	173
1. Frame conditions	173
2. Internationalisation framework	174
2.1. Business Analysis	176
2.2. Strategic Planning	176
2.3. Re-Configuration	178
2.4. Monitoring	181
2.5. Change management	181
3. The internationalisation road map	184
F. Conclusion and outlook	187
G. Bibliography	191
H. Appendix	199
1. Handbook for internationalisation - Checklist	199
1.1. Project Initiation	200
1.1. Project Initiation	201
1.2. ICP 1 - Analysis & Evaluation	202
1.3. ICP 2 - Strategy Preparation	206
1.4. ICP 3 - Strategy Generation	208
1.5. ICP 4 - Realisation Planning	211
1.6. ICP 5 - Implementation	214
1.7. Monitoring	217
2. Project Information for the Participants	219
3. Interview - Guideline	222
4. Marketing strategy per country	223

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Internationalisation of Medium-sized Enterprises

An Integrated Approach to Management Consulting

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