Choosing a Strategy for Entering International Markets

Domestic enterprises entering international markets have both problems and many opportunities to improve the efficiency of their activities. The article identifies the reasons why enterprises revise their business strategies and form new marketing strategies for entering the markets. The main ones are: increasing sales; increase in profits; ensuring both short-term and long-term profitability; increasing the capacity for innovation; economies of scale; education; competition; incentives on the part of government. It is noted that the strategy of entering international markets should be based on the principles of the overall strategy of the enterprise and be developed on the basis of an analysis of existing forms of strategies: export, joint venture, direct investment. The existing forms of strategies are considered and their essence is analyzed. Thus, the export strategy is considered as the choice by the enterprise of foreign markets for the promotion of goods, while production remains on its own territory. The joint venture strategy is implemented by combining the efforts of the enterprise with partners of other countries to conduct joint business based on the formation of partnerships and joint business activities, as result of which certain capacities are created outside the country. The direct investment strategy involves investing capital and creating own warehouses, manufacturing and trading enterprises, as a result of which the company becomes fully involved in foreign economic activity. It is proved that for an enterprise that is just starting its export activities in the foreign market, it is advisable to apply an export strategy of indirect exports and choose mediation. The stages of formation of the company’s strategy for entering the international market are presented: defining the mission of the enterprise; formation of goals and objectives; study of the external environment of the enterprise, assessment of the functional components of the internal environment of the enterprise; development and analysis of strategic alternatives, strategy selection; implementation of the strategy in the activities of the enterprise; evaluation and control of the strategy implementation