Running Head: INTERNATIONAL MARKET

International Marketing and Sales

[Name of the Writer]

[Name of the Institute]

[Date]
 International Market 2

Table of Contents

Introduction......................................................................................................................................4
Company and Industry Overview....................................................................................................5
TASK 1: MARKETING PLAN......................................................................................................6
1.1 The Value Proposition...........................................................................................................6
1.1.1 Mendelow’s Matrix.........................................................................................................7
1.1.2 Value Chain Analysis..........................................................................................................8
1.2 Key Findings........................................................................................................................10
1.3 Marketing Objectives...........................................................................................................12
1.4 Strategic Marketing Plan......................................................................................................13
1.4.1 Demographics................................................................................................................13
1.4.2 Business Consumer.......................................................................................................13
1.4.3 Geographic Parameters..................................................................................................14
1.4.4 Market Size....................................................................................................................14
1.5 Marketing Tactics................................................................................................................14
1.5.1 Traditional Marketing....................................................................................................14
1.5.2 Digital Marketing..........................................................................................................16
1.6 Ethics, Sustainability and CSR............................................................................................17
1.6.1 Company’s Core Competencies....................................................................................17
1.6.2 Recognise Issues............................................................................................................18
1.6.3 Develop CSR Initiatives................................................................................................18
1.7 Controls, Measurement, Review, Risks and Contingencies................................................18
1.7.1 Critical Success Factors.................................................................................................18
1.7.2 Key Performance Indicator (KPI).................................................................................19
TASK 2.........................................................................................................................................20
Introduction................................................................................................................................20
Critical Assessment of Uppsala Model on PureGym.................................................................20
Conclusion.................................................................................................................................22
References......................................................................................................................................23
International Market 3
 International Market 4

International Market and Sales

Introduction

Going international or global can be often described in incremental terms as less or more

gradual procedure, initiating with the surged global sourcing or exports, followed through a

modest global presence, developing into a multi-national organisation, and eventually

transforming into an international posture. In the current global economy, organisations of all

sizes are developing operations in the international markets. These expansion types can offer

numerous advantages, comprising of greater chances for the growth of market and diversification

(Ko et al., 2012). However, in spite of increasing number of the UK organisations that are

expanding abroad, still there are several organisations that have not made the overseas leap.

Majority of the organisations that expand globally go through this process to attain the larger

market, and have a competitive advantage. However, there are other advantages attached to

globalisation, which are; new markets, diversification, access to the new talent, and the

opportunities for international investment (Christopher, Payne and Ballantyne, 2013).

Furthermore, the organisations sometimes decide to expand globally, due to the presence

of a crowded domestic market (Cuadros and Domínguez, 2014). Such as in the case of Pure

Gym, the organisation has decided to move their operations globally because of the crowded and

continued competitive market of the UK. Thus, in this assignment being a marketing consultant,

a proposal needs to be provided for exploring the potential to expand to Brazil. Thus, the

assignment is divided into two main parts, which comprises of a marketing plan and in the

second part a report regarding the relevance and the practical application of “Uppsala Mode”
 International Market 5

needs to be structured. At last, recommendations regarding the market entry of Pure Gym needs

to be provided.

Company and Industry Overview

Pure Gym is known as the leading gym operator of the UK, which is offering low-cost or

reasonable facilities of fitness at over 200 sites. The launch of the business took place in the year

2009, by developing a flexible model so that the members could pay at an average of about £20

monthly without any commitment of contract. The organisation is able to position itself as

consumer’s gym-of-choice at the low market end. The Pure Gym focus is a great area for the

work-out. The members would only find the things, which they are probable to utilise and only

pay for those services (Gym, 2014).

Pure Gym offers online booking service and registration that gives the members for 24-

hour access towards the gym without paying for any additional amount. The eternal numbers of

staff are low relatively and all the individual trainers are self-employed (Gym, 2014). According

to the report of 2019 “State of the UK Fitness Industry” reveals that the fitness and health

industry of the UK is enduring to strengthen. There are more than 7000 gyms operating in the

UK, with a total membership of more than 10 million individual and a market-value of

approximately £5 billion. “Greenwich Leisure Ltd (GLL)” and Pure Gym have reinforced their

position as the leading public and private operator of the UK (Williams-Grut, 2018).
 International Market 6

TASK 1: MARKETING PLAN

1.1 The Value Proposition

A validity proposal is an additional declaration of the company’s plan or brand that is

presented to clients by showing what the company relies on, how it works, and why it deserves

its business. This shows why the product or service is better than the opposite offer. The

proposition of value works as a guide for this process (Christopher, Payne and Ballantyne, 2013).

When an organisation evaluates the proposition by demonstrating that the company is the largest

retailer in the region with the most shops and the best range of products, opening stores or

expanding company inventory can be an important part of strategy of organisation. A good

suggestion can be made as a business or marketing statement that an organisation uses to

condense why a customer should buy a product or use a service. This announcement, when it

comes to persecution, assures potential customers that certain products or services offered by the

organisation have more value or better solutions for them than with the other identical offerings.

Marketing involves the transfer of value to the organisation’s stakeholders, which includes

everyone affected by the transaction (Cuadros and Domínguez, 2014).

In the health and fitness world, there is a different set of target people, or in the market

sense, customers and stakeholders. When we think of the fitness and health industry, some

personas of customers try to reach it. (Cronin-Gilmore, 2012). The personas of customers of the

fitness clubs, such as PureGym encompass the individuals that want to be in good shape/healthy,

those who are trying to lose weight, those who want to train the competition and much more. The

stakeholders of PureGym comprises of the customers, athletes encompassing the celebrities,

companies involved in developing tech products related to gym, sponsorships, trainers, and the

individuals from abroad that are involved in creating such pieces (Cronin-Gilmore, 2012). In
 International Market 7

general, the stakeholders and consumer personas may remain static at times; depending upon

where the firm is headed, it might change. By going global, there would be a significant impact

over the stakeholders of organisation. The impact can be in a positive way, as the fresh ideas are

adopted by adopting the culture of new target market and getting informed by the practices they

go through (Chernev, 2015).

1.1.1 Mendelow’s Matrix

The Mendelows Matrix is a tool that companies can use to take stakeholders' thoughts

into account when starting their business or when setting important goals.

1.1.1.1 Minimal Effort

This comprises of the stakeholders that are mostly ignored by the organisation and do not

have too much power. The example of this could be the providers, with whom the organisation

have a little business. The decisions that identify these stakeholders have a little impact over the

operation of organisation. What you need to do here is to make sure that you do not spend the

resources on goals or possible reactions from these stakeholders (Milana, 2012).

1.1.1.2 Keep Informed

These stakeholders are very enthusiastic about the business; however, have less control.

They are important in such a case that they are not prevented from thinking about operations that

require more funding and could interfere with the work of the association.. However, such group

offer a "decent" but not easy service, so the stakeholders attains great interest to the organisation

but restricted power. The proposed method is to inform these stakeholders about plans and

results of correspondence with stakeholders and marketing (Milana, 2012).

 International Market 8

1.1.1.3 Keeping Satisfied

Here an individual will discover the stakeholders with great power, who essentially has

the ability to influence what the organisation does, but so far the interest of them in organisations

is quite less. This set is important as the benefits of organisation are also dependent over them.

The model could be government agencies and administrators, large service providers, or even the

governing bodies of various agencies (Hoogvelt, 2018).

1.1.1.4 Key Players

This quarter, involves dealing with the stakeholders that have a tremendous impact and

can express their own superiority. These can be the most important customers, the most

important suppliers, senior purchasing manager, etc (Evans, 2018).

1.1.2 Value Chain Analysis

By performing the analysis of PureGym values in the landscape, an individual can

identify the ways in which the organisation can attain competitive advantage. A company /

organisation is the selection of different exercises that offer multiple connections. PureGym

cannot replace all exercises on the external market. The value chain method suggests that

companies can view these exercises as sources for economic rent (Kokolakakis, Lera-López and

Castellanos, 2014). These exercises can also be obstacles for newcomers or cause disadvantages

for the competitors. “Porter’s Value Chain Model” is well known in the business world.

However, PureGym should not accept it as a standalone system by emphassing all exercises

equally (Walker, 2014). In the following way the Porter model is applied over the PureGym;
 International Market 9

1.1.2.1 Logistics

Without examining the in-bound and outbound logistics, the PureGym can encounter

various difficulties in the distribution of goods. Transport-related tests require that the

organisation focus on all parts of the switch from raw material to product. Several logging cases

comprises of restore resources, remove data sources, and move resources and components to

start production. PureGym can detect and update outbound shipments to identify out-of-court

resources and achieve business development goals (Mosey and Kirkham, 2017).

1.1.2.2 Marketing and Sales

In this phase, PureGym presents the advantages and goals of differentiating the products

offered to convince customers that their offer is better than that of the competition. Delivering

the services of training at low cost and with a special focus can only add value if the PureGym

promotes marketing and sales. This is where businesses and advertisers do important business

(Williams-Grut, 2018).

1.1.2.3 Services

PureGym's pre-membership and after-membership service will play an important

role in creating customer reliability. Demanding customers appreciate the after-membership

service as well as marketing and advertising measure (Ezrielev, 2018).

1.1.2.4 Human Resource Management

PureGym can relieve real estate managers by evaluating different HR perspectives,

including reporting, selection, preparation, interpretation, management work and other

management practices. HR's strong employees can enable PureGym to significantly reduce the

competitive pressure focused upon the inspiration, responsibility and desires of their employees

(Greasley, 2013).
 International Market 10

1.1.2.5 Procurement

PureGym should consider taking over exercises to improve the inbound, operating and

outbound areas of value chain. As mentioned above, the use of the Porter value of the model's

chain depends on whether its meaning is the same for everything. Having understood the general

meaning of value chain exercises, PureGym should include areas where it is possible to make an

impact, achieve efficiency, create divisions, or improve processes (Fisk et al., 2018).

1.2 Key Findings

SWOT analysis is an important landscaping tool that PureGym trainers can use to

examine their locations. It is an important system for checking the current strengths (S),

weaknesses (W), opportunities (O) and threats (T) of PureGym and for checking the current

operating conditions. PureGym is one of the leading organisations in the industry. The PureGym

maintains its unique status in advertising by carefully examining and reviewing the SWOT tool

(Gym, 2014).

OPPORTUNITIES
1. Crisis of Obesity;
STRENGTHS WEAKNESSES
1. Popular organisation 1. Low price lead
within the health and towards the gyms that
fitness industry of the are crowded, meaning
UK, with the largest utilisation of
chain of gyms equipment can be
2. 24/7 Opening hours, restricted.
with approximately 2. Few facilities offered
over 100 gyms with at the outlets of
this facility organisations.
3. Low cost for
membership.
(O1 + S3) Focus from the (O3+W1) Puregym is
government for controling currently in the procedure of
obesity in the UK, thus low creating a mobile app,
 International Market 11

more people in the costs of membership costs permitting the members to

UK are either obese or can be utilised by puregym in
overweight than at conjunction with this to
any time in the past. motivate the individuals that
2. A boost is seen in the are overweight.
fitness and health
industry. (O2 + S1) Statistical
3. Advancement of development of industry in
equipment and the industry proposes a large
technology. influx of new customers to
the facilities of fitness,
puregym can utilise its brand
reputation to fascinate these
members.
make reservations, which is
trageted to decrease the
waiting time for the
equipment, etc.
(O3+W2) Adress the lack of
range in the chains facilities
by providing the technology
such as “Virgin Active”, such
as making Pure Gym
equipment more compatible
with wearable technology or
mobile applications.

(O2 + S2) Enhancement in

unsociable working-hours,
allowing puregym to exploit
their opining timings of 24
hour, in order to match the
surging social demand.
THREATS
(T2 +S3) Income that is (T1+W2) Puregym requires
disposable is scarce, so by to evolve and expand their
1. Ageing population;
lasting with a low-cost facilities for such a rising
Over 10 Million
membership price it offers population, by offering new
individuals in the UK
great motivation for the activities or adjustment of
are aged 60 or above
custom. price for the senior members.
65 and that number is
anticipated to surge in
(T3+S1) Puregym can exploit (T3+W2) Structure a defence
the upcoming year.
their reputation along with strategy against developing
2. Economic instability;
popularity, for competing and strong competition, an
record amount of
with others. increase in the new services;
Britons are in work;
such as saunas and swimming
however, the average
pools, in order to attain
worker is poorer than
competitive advantage.
the last decade
3. Competitive market;
“Virgin active”
endures to be the
biggest gym in the
 International Market 12

number of outlet.

1.3 Marketing Objectives

A good way to develop a successful marketing plan is to use a SMART framework.

SMART stands for selective, measurable, accessible, realistic and timely. If it is not possible to

design the business goals and objectives to meet these requirements, then the marketing plan has

a good chance of success at this point. There is a need to understand how to apply the SMART

process to the business objective of PureGym. The goal must be to provide sufficient information

so that those involved can understand which results are appropriate. Solidarity only creates chaos

and leads to poor results. It makes no sense that someone has "more work". Goals without

measurable results are like playing football and not holding the position. Numbers are

fundamental to tracking the progress towards the goal and characterising a normal outcome

(Milana, 2012).

It is difficult to know if a goal has been achieved unless it tends to be evaluated

(Kokolakakis, Lera-López and Castellanos, 2014). The evaluation in this project will be done on

annual basis. One way to avoid disappointment is to define goals that no one can reach within a

practical timeframe. Goals are set with relatively characteristic and measurable progress towards

the goal. Thus, the complete expansion of this project is structured in between three years

(Greasley, 2013. The goals must be set considering the current monetary conditions and the

content of the business area. Thus, the goal set for this marketing plan is to internationalise the

operations of PureGym to the market of Brazil, as it is the leading country in the Gym chains

after the USA. Moreover, this country is selected as the labour of Brazil is cheapeer in

comparison with that of USA or any other European country (Christopher, Payne and

Ballantyne, 2013).
 International Market 13

1.4 Strategic Marketing Plan

In order to identify the target window, we must divide the market into small parts

(segments) according to the customers and their needs. With this breakdown, organisation can

increase a larger percentage of the entire sector or special advertising. Some customers have

different types of unpaid wages. The amount depends on the price of the product. With the help

of marketing, customers can see normal prices for products (Kokolakakis, Lera-López and

Castellanos, 2014). Accordingly, doing business strengthens the strength of the organisation. The

advertising department usually offers a bid. Customers may be authorised to purchase a product

at a lower product price. Organisations need to convey the sensitivity of the product to the right

observer. If an objective part of the industry gets too big, there is a big risk for this product.

Because they miss some of the key customers and increase shipping costs (Milana, 2012). The

target market segmentation is done in the following way;

1.4.1 Demographics

Age of the targeted individuals is between 18 and 40 years, with an average income of

approximately 3, 200 £ on yearly basis. As the primary aim of the organisation is to give a low-

cost membership to the customers (Gym, 2014). The targeted audience would be comprising of

55-60% women, and 40-45% men.

1.4.2 Business Consumer

This section involves the high-end customers, who would encompass local athletiuc

groups who would most probably to have individual trainers.

 International Market 14

1.4.3 Geographic Parameters

Most of the consumers would be living within 15 miles of the gym; however, few

customers could be living farther out due to the premium services provided by the organisation,

out of which the top most is the availability 24/7 at a low-cost membership (Greasley, 2013).

1.4.4 Market Size

The targeted place for the gym is “Copacabana, Rio De Jenario”. There are several

different gym options in the area that is targeted in the Brazil. These include, Bodytech, Smart

Fit, Formula, and many others (Mosey and Kirkham, 2017). However, due to the premium

services provided by PureGym, the organisation is capable to capture the market and attain

competitive advantage over the others.

1.5 Marketing Tactics

Nowadays, all organisations understand the digital marketing system. Regardless of

whether it's about placing an advertisement on the Internet or a website or page on social

networks, these efforts have worked very well in the last couple of years. In any case, this shift

from center to technology has also led to several organisations neglecting traditional marketing

systems that existed two or three decades ago. Despite the fact that they are old, it doesn't matter

what their concerns are; they are still capable to handle the sales (Gratton and Kokolakakis,

2017).

1.5.1 Traditional Marketing

In the following way, traditional marketing of PureGym can be carried out;

 International Market 15

1.5.1.1 Price

The cost offered in the gym depends on the plan of membership. A satisfactory number

of plans are available at a reasonable price due to their marketing method. It's so great that

everyone who wants to participate has their own participation program. Likewise, the evaluation

through regular fitness times (Williams-Grut, 2018).

1.5.1.2 Promotion

Promotion usually corresponds to market breaks that are filled with potential customers.

Accordingly, the gym focuses specifically on health and fitness magazines, online programs and

paper columns. This ensures that they offer people who are well on the way to finding their

services (Gym and Harbourside, 2014).

1.5.1.3 Physical Evidence

Physical evidence confirms that the stated marketing plan is the best decision. Since Pure

Gym has received good reviews from its customers and no problems have arisen due to a lack of

reserves, thus, the marketing plan is correctly working (Ezrielev, 2018).

1.5.1.4 People

So far it has been made clear that market-oriented methods are aimed at people and put

the customer at the center of the business, Pure Gym used this method. And the chapters contain

the most appropriate goals that people have according to their reasoning (Ezrielev, 2018).

1.5.1.5 Product

The product that PureGym offers is service. People are considering (predefined time)

access to various exercises, including treadmills, abseiling and so on. Exercises offered by

instructors or the trainers also improve product service (Greasley, 2013).

 International Market 16

1.5.1.6 Process

The process refers to how the product is presented to the customer. As a key feature of an

organisation is the outstanding customer service that employees provide, the freight process can

be handled properly (Cuadros and Domínguez, 2014).

1.5.1.6 Place

Pure Gym, as mentioned earlier, is located in the United Kingdom, but since then, much

of the management plans and various factors related to geography have impacted the company.

Now that this is completed, more and more statistical numbers are filling in an additional portion

of the organisation’s free space (Cuadros and Domínguez, 2014).

1.5.2 Digital Marketing

When the workload of the creative workforce, which had the best support of the great

celebrities of the fitness industry and the past, the organisation is full of thoughts and creative

building ideas, unveiling the unusual man himself and at the same time incorporating domestic

television advertising. After reviewing the thoughts on various media, from external

promotions such as boards, slides and digital displays to the PureGym website and printed

materials. The organisation have created an individual and intense style that truly supports the

open and accessible theme that the group is addressing. For daily acceptance, the PureGym

marketing team is supplemented with a selection of pre-made articles with good light in the

heart of digital sources, for example, by focusing on Internet standards (Cuadros and

Domínguez, 2014).

As the e-mail marketing study shows, the number of speculations about other

marketing principles on the Internet, such as online flags and online advertising, has doubled.
 International Market 17

PureGym-enabled email marketing includes a number of well-known capabilities, such as

accessing a website, sending links through e-mail messages to the company, gym locator, and a

re-registration button. In relation to links, the e-mail contains 8 links to another page of the

website. Because of these circumstances, 4 of them direct users to a page to set the page for the

user to return to the gym. The rest is a link to their core website and social media, through which

the user knows exactly who the organisation is and what contributions they make (Gym, 2014).

1.6 Ethics, Sustainability and CSR

Sustainability is a holistic method of managing organisations that focus on creating and

improving the long-term financial, social, and environmental value of the society. There are

answers to the world's difficulties that organisations face in both the general and private spheres.

Corporate responsibility and business practices inspire an individual to understand how

companies can improve their increasingly conscious corporate culture (Christopher, Payne and

Ballantyne, 2013). . It enables us to understand that the responsibility of responsible companies

plays a role in the business system - and to show how companies can benefit if they work "great"

in principle and are willing to spend their resources to “Corporate Social Responsibilities

(CSR)”. CSR is a comprehensive business concept that reflects an organisation's obligation to

conduct business in an ethical and manageable manner, considering the practical, social and

natural effects of business practices (Evans, 2018). Following are the strategies of PureGym;

1.6.1 Company’s Core Competencies.

Many valuable causes organisations can select for supporting, but without the center and

agreement on what your company is doing, CSR efforts may be less. It is possible that an
 International Market 18

organisation has created functions, research and information in a specific area and supports a

reason that corresponds to this ability and can also be the result of community partners and

online organisations with new customer and sales views (Kokolakakis, Lera-López and

Castellanos, 2014).

1.6.2 Recognise Issues

Improve customer-oriented social sustainability organisations by donating to charities by

supporting and buying products that offer social benefits. As a company scandal uncovered later

in the news shows, customers are also reluctant to use their purchasing power to protect

insurance companies from unreliable or malicious organisations through blacklisting and

negative social media cruising (Hoogvelt, 2018).

1.6.3 Develop CSR Initiatives

Important organisations also use CSR projects to secure and develop their greatest

resource, and their representative. 76 percent of 20- to 30-year-olds think about corporate social

and natural responsibility when choosing a job, and 64 percent would not assume this position if

a potential company does not have solid CSR (Christopher, Payne and Ballantyne, 2013).

1.7 Controls, Measurement, Review, Risks and Contingencies

1.7.1 Critical Success Factors

Regardless of whether an individual work in a sole proprietorship or are just starting out,

a fruitful marketing approach is critical for the progress. However, for marketing to continue, the
 International Market 19

efforts must be consistent in the same way to ensure progress (Christopher, Payne and

Ballantyne, 2013).

1.7.1.1 Budgeting

The market costs can be from very low to very high. So, the customer must decide how

much to spend. Consider the marketing process and spending plan for the test strategy that an

individual implement before starting a business. If he has indivisible expenses, individual need to

carefully analyse how to spend the marketing pounds (Cronin-Gilmore, 2012).

1.7.1.2 Targeting

As a private company, organisation have no choice either try to be everything for

everyone. Make a distinction between what distinguishes an individual from the business and

what does not differentiate them from the competitors and target the marketing tools to those

who may benefit most (Gratton and Kokolakakis, 2017).

1.7.1.3 Development of Objectives

Marketing can be used for a variety of purposes, including: to grow your business,

provide information, or promote unique opportunities. Think about what the marketing efforts

should accomplish and customise the message in a similar way (Kokolakakis, Lera-López and

Castellanos, 2014).

1.7.2 Key Performance Indicator (KPI)

An important performance indicator is a measurable value that shows how an

organisation satisfactorily fulfills important business goals. Organisations use KPIs at various

levels to assess progress toward goals. Higher-level CPIs can focus on overall business

performance, whilst lower-level CPIs can focus on departmental processes such as contracts,
 International Market 20

marketing, HR, support, and more. It is considered as one of the most important performance

indicators available. Measure cost eligibility and find the best ways to reduce and solve your

costs (Mosey and Kirkham, 2017). By counting all of the costs for a service that the company

sells, an individual can see signs of an improvement in the brand's actual total sales. This

information is crucial to deciding how to defeat the opposition. Accept claims and isolate them

according to the volume of all loan contracts (Evans, 2018).

TASK 2

Introduction
In the business context, the Uppsala mode of internationalisation is considered to be one

of the most applied theories. This model has been extensively used to describe the International

operations of the firm. Uppsala model is also adapted to assess whether the organisation can

access the market successfully. In the field of economics, internationalisation refers to the

method in which the association of organisation in the international market is increased. This

model was developed by Swedish researchers in 1970s who highlighted that most theories

related to international behavior often overlooks cultural aspects of the foreign market. Such

aspect is identified as an important part in international marketing (Kokolakakis, Lera-López and

Castellanos, 2014). Therefore, this report aims to critically evaluate the validation of the model

and its application in the PureGym.

Critical Assessment of Uppsala Model on PureGym

Today’s market has gained a competitive edge, making it necessary for the firms to adapt

effective strategies as a response to individual market. In the case of PureGym, it is significant

that the firm assess the market environment before entering the International market. According
 International Market 21

to Johanson and Vahlne, Uppsala model is a step by step process in which the organisation can

learn and attain knowledge with experiences. Considering this, it can be demonstrated that to

gain knowledge about the cultural aspects of the international market PureGym must initiate the

process of investment and commitment in the foreign market (Gym, 2014).

Through investment, the firm will be able to assess the International process and develop

commitment. However, such process is found to be rather slow and uncertain. It has been

evaluated that uncertainty and commitment are observed to have an association with each other.

High uncertainty can result in reduced commitment in the international market. However,

PureGym can reduce such uncertain factor with gained experiences of investment within the

market due to limitation of risk factors. Such limitation has a positive influence on the

commitment within the International market. In today’s dynamic market, the need for

international relationship and network has become important (Mosey and Kirkham, 2017).

To compete in such environment, Johanson include the concepts of “network

relationship” and “trust building” within this model. Based on these concepts, it is suggested that

PureGym has to identify and create network and relationships within the international market to

develop trust amongst the people. This may be beneficial for PureGym in gaining increased

knowledge about the internationalisation processes from the developed networks and

associations. However, efficient management is required within the working environment of the

firm to accelerate the process of internationalisation into the foreign market (Ko et al., 2012).
 International Market 22

Conclusion
In conclusion, it can be demonstrated that the Uppsala model may become an effective

strategy for PureGym in increasing the internalisation of the firm in the foreign market whilst

gaming enhanced experience and knowledge. It can be predicted that regulating the process of

investment with increased network in the market can assist PureGym in attaining trust and

enhanced knowledge about the International marketing. However, effective management and

decision-making is essential to manage the uncertainty and time associated with such process.
 International Market 23

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