However, some sectors benefit more than others from globalization and some countries have a comparative advantage over other countries in certain sectors. To develop a successful global strategy, leaders must first understand the nature of global sectors and the dynamism of global competition, international strategy (i.e. internationally dispersed subsidiaries act independently and operate as local companies, with minimal coordination from the parent company) and global strategy (which leads to a large number of business strategies and a high degree of adaptation). to the local environment). In principle, there are three main differences between them. First, it concerns the degree of participation and coordination of the Centre. In addition, the difference relates to the degree of standardization of products and the responsiveness of the local business environment. The last is that the difference is related to strategic integration and competitive movements. Compared to licensing, franchise agreements tend to be longer and the franchisee offers a broader set of rights and resources, which typically includes equipment, management systems, instructions for use, initial training, site authorization, and all the support the franchisee needs to manage their business in the same way as the franchisee. In addition, while a licensing agreement covers things like intellectual property, trade secrets, and others, it is limited to the company`s brand and franchise know-how. [14] On the other hand, international licensing is a mode of entry abroad that has some disadvantages and reasons why companies should not use it: in this section we will study traditional modes of international expansion.

Beyond import, international expansion is achieved through export, licensing agreements, partnerships and strategic alliancesAn mode of international membership involving a contractual agreement between two or more companies stipulating that the parties concerned cooperate in some way to achieve a common goal for a certain period of time., acquisitions and creation of new subsidiaries 100%, also known as Greenfield VenturesAn international entry mode that created a new 100% subsidiary. Diese Modi des Eintritts in internationale Märkte und ihre Merkmale sind in Tabelle 8.1 «International-Expansion Entry Modes» dargestellt. Shaker A. Zahra, R. Duane Ireland et Michael A. Hitt, « International Expansion by New Venture Firms: International Diversity, Mode of Market Entry, Technological Learning, and Performance », Academy of Management Journal 43, Nr. . .

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