Example investigation section

[Heading using keywords and reflective of the content]

[Copy relevant criteria from the rubric + check that the section demonstrates it, get feedback

(e.g. Library Drop-In Session), and delete prior to submission]

[Section’s objective in relation to the report’s aim]

[Identify the appropriate concept(s) from the Unit]

[Outline the process to apply the appropriate concept(s)]

[Apply the appropriate concept(s) to the selected firm, presented as a table]

[Present a clear outcome from the application]

[Interpret the application outcome using the academic literature, guiding the firm’s nuanced

understanding of the outcome for their international expansion potential]

[Summary of section demonstrating the achieve of the section’s objective in relation to the

report’s aim]
 Excess’s International Expansion

Entry modes for Excess’s international expansion

Here I investigate Excess’s potential entry modes to enhance their international expansion

(Swoboda et al., 2015). Entry modes are used to access international business opportunities,

ranging from exporting (Davis et al., 2000), to wholly owned subsidiaries (Jung et al., 2008).

Selecting an entry mode is dependent upon three sets of criteria, being the firm, the industry

or market, and the host country (Davis et al., 2000). Internal criteria include the firm’s

capabilities (Swoboda et al., 2015), motivations, international experience, and size (Davis et

al., 2000), and risk tolerance (Li & Li, 2010). External criteria include industry and market

attractiveness, cultural distance, country risk, and institutional context (Arslan et al., 2015;

Morschett et al., 2010). Nonetheless, once firms have found a successful entry mode, they

will often adopt this for future expansions as well (Davis et al., 2000; Swoboda et al., 2015).

Using the criteria, I will now assess Excess to determine probable entry modes (Table 7).

Table 7: Excess’s criteria for entry mode selection

Excess Entry mode characteristics

Firm
Capabilities Limited Low commitment
International experience Limited Low commitment
Size Small Fast penetration and return
Motivations Market seeking Outbound entry modes
Risk tolerance Moderate Moderate commitment
Market
Market attractiveness High Higher commitment
Country
Cultural distance Low Higher commitment
Country risk Low Higher commitment
Institutional context Similar Higher commitment
Other
Prior entry mode Exporting
Sources: Excess (2019); Dong & Smith (2020); Zhang (2019)

The external criteria support a high commitment entry mode, such as a wholly owned

subsidiary (Jung et al., 2008; Morschett et al., 2010), though the internal criteria constrain the

choice. A merger is suggested due to the learning benefits (Li & Li, 2010), and

appropriateness for market seeking motivations and growing markets (Morschett et al., 2010).
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 Excess’s International Expansion

Excess’s international experience indicates that it has developed confidence for a

commitment beyond exporting (Li & Li, 2010). Matching this with the host country market

opportunity and similarity in institutional context (Swoboda et al., 2015) and culture (Arslan

et al., 2015), indicatively presents a safe context for the joint venture (Li & Li, 2010;

Morschett et al., 2010). Importantly, the joint venture allows the desired quick market

penetration (Morschett et al., 2010), and growing local and internationalisation capabilities

(Li & Li, 2010). Important now to select trustworthy partners (Stevens & Makarius, 2015).

In summary, a merger has been selected to enhance Excess’s likely international expansion

success.

(399 words)

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 Excess’s International Expansion

[Heading using keywords and reflective of the content] Entry

modes for Excess’s international expansion
[Section’s objective in relation to the report’s aim] Here I investigate Excess’s potential

entry modes to enhance their international expansion (Swoboda et al., 2015). [Identify the

appropriate concept(s) from the Unit] Entry modes are used to access international business

opportunities, ranging from exporting (Davis et al., 2000), to wholly owned subsidiaries

(Jung et al., 2008).

[Outline the process to apply the appropriate concept(s)] Selecting an entry mode is

dependent upon three sets of criteria, being the firm, the industry or market, and the host

country (Davis et al., 2000). Internal criteria include the firm’s capabilities (Swoboda et al.,

2015), motivations, international experience, and size (Davis et al., 2000), and risk tolerance

(Li & Li, 2010). External criteria include industry and market attractiveness, cultural

distance, country risk, and institutional context (Arslan et al., 2015; Morschett et al., 2010).

Nonetheless, once firms have found a successful entry mode, they will often adopt this for

future expansions as well (Davis et al., 2000; Swoboda et al., 2015). Using the criteria, I will

now assess Excess to determine probable entry modes (Table 7).

[Apply the appropriate concept(s) to the selected firm, presented as a table] Table 7:

Excess’s criteria for entry mode selection

Excess Entry mode characteristics

Firm
Capabilities Limited Low commitment
International experience Limited Low commitment
Size Small Fast penetration and return
Motivations Market seeking Outbound entry modes
Risk tolerance Moderate Moderate commitment
Market
Market attractiveness High Higher commitment
Country
Cultural distance Low Higher commitment
Country risk Low Higher commitment
Institutional context Similar Higher commitment
Other
Prior entry mode Exporting
Sources: Excess (2019); Dong & Smith (2020); Zhang (2019)

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 Excess’s International Expansion

[Present a clear outcome from the application] The external criteria support a high

commitment entry mode, such as a wholly owned subsidiary (Jung et al., 2008; Morschett et

al., 2010), though the internal criteria constrain the choice. A merger is suggested due to the

learning benefits (Li & Li, 2010), and appropriateness for market seeking motivations and

growing markets (Morschett et al., 2010).

[Interpret the application outcome using the academic literature, guiding the firm’s nuanced

understanding of the outcome for their international expansion potential] Excess’s

international experience indicates that it has developed confidence for a commitment beyond

exporting (Li & Li, 2010). Matching this with the host country market opportunity and

similarity in institutional context (Swoboda et al., 2015) and culture (Arslan et al., 2015),

indicatively presents a safe context for the joint venture (Li & Li, 2010; Morschett et al.,

2010). Importantly, the joint venture allows the desired quick market penetration (Morschett

et al., 2010), and growing local and internationalisation capabilities (Li & Li, 2010).

Important now to select trustworthy partners (Stevens & Makarius, 2015).

[Summary of section demonstrating the achieve of the section’s objective in relation to the

report’s aim] In summary, a merger has been selected to enhance Excess’s likely

international expansion success.

(399 words)

Page 13