United Kingdom

International Strategy 

Understanding the International Landscape

International Strategy and internationalization means different things to different businesses - from exporting goods, to manufacturing goods for import; from supply chain management, to supplying booming consumer markets in High Growth Markets; from tax structuring to structuring transactions. There is no one-size-fits-all strategy which comes with the guarantee of success.

 

Read below to understand more about each stage of international strategy and find relevant links to access further insights from our KPMG experts.

 

Market entry options need to be considered with an evaluation of your organisations strengths and weaknesses. There are a variety of common entry options including direct exporting, partnerships through joint ventures and strategic alliances, and mergers and acquisitions. There isn’t however a one-size-fits all approach to market entry decisions, each market and each business dictates a different answer.

 

 

The focus on exports continues to drive the UK government’s growth agenda as the Prime Minister backs his national challenge to; double exports to £1 trillion in 2020, increase the number of firms exporting by 100,000 by 2020 and finally raise the number of SMEs exporting from the current level of one in five, to the European average of one in four, by 2020.

 

 

Internationally established businesses are accustomed to dealing with different cultures, legal frameworks and business traditions. However, the diversity of legislation, regulation and laws cross-borders, and the considerable differences in their interpretation and application, could mean companies that are compliant in one jurisdiction may well fall foul of regulation in another. In addition to compliance, there are also many benefits that UK companies can exploit through these frameworks which  may not necessarily be clear.

 

 

The role of operational strategy is undergoing significant change. Gone are the days where the CIO was relegated to being the 'efficiency executive'. Instead, today's CIO is a catalyst for strategic value and a critical enabler of business strategy. In particular when examining your international strategy, operational decisions are impacted by the level of your business intelligence, management of the supply chain, resourcing decisions, logistics strategy and your overall organisational design. Understanding how best to structure these elements of your operations within international markets can play a pivotal role in marking your success or failure in these markets.

 

 

The economic might and increasing domestic wealth of high-populous developing markets will continue to play a vital role in growth opportunities across many sectors in the UK. A keen desire for western products and brands will continue to provide a growth stream for sectors such as retail and luxury goods;the energy race will continue to encourage opportunities in the energy and natural resources sectors, and the sheer pace of development and innovation will continue to drive technological and social needs.

 

 

Read the views of KPMG in-market experts, follow their perspectives on research findings and topical issues. Plus, client testimonies from the coal-face as they share their experiences of internationalising their business.

 

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