This is a project that I worked on with a group for my "Marketing Strategy" module in my masters of International Marketing and Communications. The main focus is on the process of internationalizing companies. This report answers the following questions: - Is it necessary to go international? - What are influential factors for internationalizing?

1. Cases of Internationalisation Valentine Bitouzé, Vanessa Levrat,Laura Perenz, Kristina Schweigert, Stephanie L. Webb

4. One of the world’s ten largest banks in terms of stock market capitalisation

5. In 2005: award as the world’s best global bank

7. Combining strong implantation in local markets with global vision and capacities

8. Knowledge of domestic markets, hiring local staff

9. Growth depending on 3 key factors:

10. Customers

11. Net profits

12. Stock Market Capitalisation

13. Flexible management model (seize opportunities for growth and value creation), with a constant focus on:

14. Clients,

15. Efficiency

16. Risk control

18. Spain socialist Government liberalization of the country’s financial sector by various measures  deregulation

21. Objectives: consolidate and widen customer base on Spanish market through natural growth

22. Launch of massive advertising campaign: 11% interest rate

24. Knowledge of local markets (hiring local employees)

25. Diversification of activities on different geographic sectors

27. Further geographical diversification (UK market)

28. Synergy arises from technology and business model

29. Business in 3 currencies (€, £, $)

31. New legislation covering pension funds and plans

32. Reform of the stock market

33. Seen as a threat by the industry (higher competition)

36. Business (car fleet owners, leasing firms)

38. Need a secure and trustworthy trade platform

41. Customers not only active on the national market

42. Company’s structure ad-vantageous for internat-ionalisation

43. Economies of scale: More cars can be sold; more co-stumers won

44. Learning and knowledge sharing

46. Functionally and technically identical active markets

49. People management

52. Merge between SAGEM and SNECMA

53. SAGEM = broadband and mobile phone

54. SNECMA = leading aerospace manufacturer

55. Technological innovations / early movers

56. Structure:

57. China & Brazil  Software Development

58. Russia, India, Germany, France, & China  R&D

59. France & China  Production

60. Product Markets

61. Telephone

62. Multi-service networks

63. Defense and security electronics

64. Fingerprint biometrics

65. Avionics and on-board aircraft information systems

66. Global Positioning

67. Europe

68. Middle East

69. Africa

70. Asia (outsourcing for product production)

71. Latin America (central focus on Mexico)SAGEM’s strategy for entering Latin American market …

72. Entry Barriers for New Markets Competition – invitation to tender Cultural aspects, management of local workforce Geographic location – distance of the physical entities Example: Sales market  Mexico Software Development  Brazil Production  China Taxation issues and negotiations with country and local governments Market liberalisation Import/export tariffs Currency exchange rates Consistently fluctuating  ‘What you pay today may be worth more/less tomorrow.’ Labor Issues Consumer and community responses Is/isn’t locally developed or manufactured  taking away jobs Could unknowingly be providing funds for child/woman abuse LINK – all of these factors should be considered when attempting to enter into a new market.

74. Company Negotiations(short-term)

75. Change product to meet client demand  maintain client relationship or gain new client

76. Geographic Adaptation(mid-term)