In contrast to what one might think, the expression is not equivalent to ‘export’<\/strong>. Exports are in fact only one possible form of internationalization.<\/p>\n More precisely, it represents the set of activities<\/strong> by which a company opens up to foreign markets<\/strong>, creating relationships<\/strong> with other companies, consumers and institutions operating in these territories.<\/p>\n When the development of these relationships takes place on a commercial level<\/strong>, we can speak of export.<\/p>\n After analysing the most widespread forms<\/strong> of internationalization, we will focus on the opportunities<\/strong> and risks<\/strong> of the process, using examples from the B2B world as always.<\/p>\n In addition, we will focus on how to develop an internationalization project<\/strong> and the tools to support this process, with a special focus on SMEs.<\/p>\n The characteristics<\/strong> of the latter in fact determine foreign development paths that are very different from those of multinationals.<\/p>\n <\/p>\n Business internationalization is a complex phenomenon, which does not necessarily involve the sale of goods and services and touches all operational areas of the company.<\/p>\n Here are its main types<\/strong> in addition to exporting<\/strong>:<\/p>\n <\/p>\n The internationalization of a company is a complex<\/strong> and challenging process<\/strong> that requires adequate knowledge, skills and means. Put another way, it is not possible to be international without a strategic plan<\/strong>.<\/p>\n Before delving into its elements and how to develop it, let’s see what opportunities<\/strong> and risks<\/strong> a company should take into account before embarking on an internationalization process, regardless of its type.<\/p>\n Post-World War II globalization has opened the doors of companies to a much larger market than before.<\/p>\n The development of economic agreements between individual countries<\/strong> and international institutions<\/strong> has facilitated this process: just think for a moment of the European Union’s single market, with a value of EUR 14,500 billion in 2021<\/a>.<\/p>\n On a theoretical level, this situation allows companies, even SMEs, to seize important opportunities<\/strong>. Here are some examples:<\/p>\n However, the fact that companies today have more tools at their disposal to internationalize does not mean that this process is simple.<\/p>\n Among the risks<\/strong> that an internationalization project brings are:<\/p>\n <\/p>\n Having seen what the benefits and risks of internationalization are, let us see how these factors can be managed.<\/p>\n The essential tool for this is the internationalization plan<\/strong>.<\/p>\n It is a document in which to condense goals<\/strong>, data<\/strong> and assessments<\/strong> relating to the company’s project.<\/p>\n Obviously, each reality constitutes a case in point, and this results in a different structure of the plan.<\/p>\n Before proceeding with its drafting, however, there is a fundamental step for every organization: the preliminary check-up<\/strong>. Let us see what it is.<\/p>\n The check-up is a process<\/strong> to assess the readiness of a company<\/strong> aiming to be international.<\/p>\n As we have said, this activity cannot be improvised, which is why it is necessary to know beforehand whether one is ready to take on the risks and opportunities of the project<\/strong>.<\/p>\n There are four elements<\/strong> that must be assessed:<\/p>\n Once you have checked that all the necessary conditions are in place, you can move on to drafting the plan.<\/p>\n Here are the elements that must not be missing from it:<\/p>\n Starting from these questions, let us see how an SME can build an internationalization plan.<\/p>\n The structure<\/strong> of a small or medium-sized enterprise is not the same as that of a large multinational.<\/p>\n If the latter can manage an internationalization project independently, for example by setting up distribution centres abroad, the former will have to proceed differently.<\/p>\n Let’s imagine, for example, an SME specializing in moulds for rubber and plastic components<\/strong>.<\/p>\n With a solid presence in three EU markets, the company’s management decides to look at sales opportunities in the still unexplored Netherlands. At the same time, the company needs to reorganize its supply chain<\/strong><\/a>, opting for a foreign supplier<\/strong> offering specific machinery.<\/p>\n The first step is the check-up<\/strong>: is the company really ready to target a new market?<\/p>\n The product knowledge<\/strong> accumulated over fifty years of history and a budget allocated at the beginning of the year make it possible to answer the question positively. As far as the capacity to adapt to the market is concerned,\u00a0previous experience<\/strong>\u00a0in economically and culturally similar countries allows reducing cultural barriers<\/strong>.<\/p>\n Now is the time to define goals<\/strong>.<\/p>\n The sales department<\/strong> aims to find at least two new business customers<\/strong> by setting a minimum turnover threshold<\/strong>. For machinery, it is decided to conclude a new contract for the purchase of new mould milling machines by the end of the year.<\/p>\n Having precisely defined the budget available, we come to a crucial stage<\/strong>.<\/p>\n We are talking about the analysis of target markets<\/strong><\/a>, both upstream and downstream of the value chain in which the company operates.<\/p>\n The first objective is to identify potential customers<\/strong> specializing in the production of plastic fasteners<\/strong> for the automotive sector<\/strong>.<\/p>\n With regard to suppliers<\/strong>, on the other hand, for the first time the mould manufacturer will have to compare different countries and evaluate the most suitable one<\/strong> to acquire the machines that the current partner is unable to offer.<\/p>\n![\"Business](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/modern-office-building-low-angle-view-of-skyscrapers-in-city-of-singapore-modern-office-building-low-angle-view-of-skyscrapers-in-city-of-singapore-scaled.jpg\" "\\"Matchplat\\"")
<\/p>\nThe forms of internationalization<\/h2>\n
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Getting international: what you should consider<\/h2>\n
The opportunities<\/h3>\n
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The risks<\/h3>\n
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![\"Strategia](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/close-up-of-multiethnic-managers-discussing-international-sales-scaled.jpg\" "\\"Matchplat\\"")
<\/h2>\nInternationalisation strategy: how to build it<\/h2>\n
Are we ready to be international?<\/h3>\n
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The internationalization plan: the essential elements<\/h3>\n
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Developing the plan: an example from the B2B world<\/h3>\n
![\"Business](\"https:\/\/www.matchplat.com\/wp-content\/uploads\/2023\/01\/container-ship-in-export-and-import-business-and-logistics-shipping-cargo-to-harbor-by-crane-water-transport-international-aerial-view-scaled.jpg\" "\\"Matchplat\\"")
Conclusions<\/h2>\n