Entering international markets involves a sequence of interrelated strategic choices.

In this course you will:

Assess market potential and select targets

1. Use quantitative metrics (GDP, market growth, competitive intensity) and qualitative factors (cultural distance, institutional environment) to rank global markets

2. Apply portfolio frameworks to classify markets into “focus,” “promise,” “occasion,” and “abstinence” segments

3. Examine case studies such as Audi’s plant decision in Győr and the evolution of Austrian export champions

Evaluate and choose entry modes

1. Compare exporting, licensing, franchising, turnkey projects, joint ventures, acquisitions, and greenfield investments through the lenses of the OLI paradigm and the Uppsala model

2. Analyze the trade-offs between control, cost, speed, and risk inherent in each mode

3. Review empirical evidence on entry-mode performance across different regions

Structure ownership and governance

1. Determine optimal equity shares, board representation, and governance clauses in international joint ventures

2. Learn partner-selection criteria and conflict-mitigation mechanisms for alliances

3. Explore transaction-cost and internalization theories to justify levels of ownership and control

Plan timing and sequence of expansion

1. Weigh first-mover advantages and late-entrance flexibility, with examples such as Volkswagen in China

2. Contrast sequential vs. simultaneous entries and the role of network effects in “born global” firms

3. Devise exit-or-scale strategies for underperforming subsidiaries

Integrate theory and practice

1. Translate frameworks into actionable market-entry blueprints

2. Critically evaluate live business scenarios through interactive case discussions

By the end of the course, you will be able to:

Analyze and prioritize international markets using rigorous quantitative and qualitative criteria.

Compare and recommend appropriate entry modes for specific strategic objectives and risk profiles.

Design governance structures and partnership agreements that balance control with local collaboration.

Formulate market-entry timing and sequencing strategies aligned with corporate resources and industry dynamics.

Apply theoretical models to real-world cases, crafting coherent, data-driven internationalization plans.

As this is a highly interactive class, it is essential that you arrive prepared and attend every session. You may miss one session, but please note that participation constitutes a significant portion of your final grade, so any absence will affect your score. If you miss more than one session, you will be deregistered from the course.

Interactive lectures: Core concepts, theories, and models presented with real-time Q&A.

Student presentations: Teams analyze designated cases or company projects and lead class discussions.

Case studies & exercises: In-depth examination of landmark internationalization stories and hands-on group work to draft market-entry proposals, supplemented by a variety of analytical methods.

Discussions & peer feedback: Open discussions and structured critique sessions to refine strategic plans and presentation skills.

Your grade is composed of 60% individual assessment—20% active class participation/short presentation and 40% final exam—and 40% group assessment—30% case‐study analysis and presentation and 10% peer review of another group’s presentation.

Note: You must pass each assessment component to pass the course.

Final grading scale:

≥ 90%                      → Grade 1 (A)

≥ 80% & < 90%       → Grade 2 (B)

≥ 70% & < 80%       → Grade 3 (C)

≥ 50% & < 70%       → Grade 4 (D)

< 50 %                        → Grade 5 (F)

There are no specific prerequisites, and course registration is on a first-come, first-served basis during the open registration period.

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