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The Internationalization of Companies

From a formidable domestic contender to a major international player: when companies grow beyond their national borders, new thinking, future-oriented positioning, and a clear focus on customers’ needs is required.
Worldwide growth requires new thinking

Dr. Andreas Froschmayer, Head of Corporate Development at DACHSER, outlines five main theses from the study of internationalization.

1st thesis

Internationalization of a company is always a long-term process of development. It comes to fruition along a planned strategy, to some extent; yet in part, it also results from the internationalization of the company’s customers themselves.

2nd thesis

The degree of internationalization can be measured by the geographic/cultural disparity: How many countries with what level of cultural diversity are part of the company?

3rd thesis

Elimination of the company’s “international department” is the sign that a company is truly international overall, and therefore no longer needs a separate department that deals exclusively with foreign business.

4th thesis

On the path to internationalization, the entire company’s capacity is at issue again and again: how many new organizational units have to be built up simultaneously for the organization? In other words: how fast is pace of internationalization, also when evaluating both organic growth and acquisitions.

5th thesis

The integration of new countries and organizational units always accentuates the tension between oneness and diversity: A common corporate culture or strategic core is critical to cohesion. This yields a degree of integration within that area of tension between a “global company” (where all services are the same) and a “multinational corporation" (where a high degree of understanding for individual markets and performance processes prevails).

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