ESTRATEGIAS EN LOS

NEGOCIOS INTERNACIONALES

ESTRATEGIAS DE
ESTRATEGIA DE ESTRATEGIAS DE ESTRATEGIA DE
CONTROL
PRODUCCIÓN COLABORACIÓN MERCADEO
ORGANIZACIONAL
Alianzas estratégicas con otras Adaptación de la empresa para
Con qué cuenta la empresa para Verificar el cumplimiento de todas las
empresas contemplando costo - incursionar en mercados con
competir internacionalmente. etapas del proceso de planeación
beneficio. características diferenciadas.
estratégica.

ESTRATEGIA DE ESTRATEGIAS BÁSICAS DE

ECONOMÍA DE TIPOS DE ACUERDOS DE MERCADEO
LOCALIZACIÓN COLABORACIÓN
Ubicación estratrégica con operaciones
menos costosas pero conservando
calidad
A. LICENCIA
B. FRANQUICIAS A. ESTANDARIZACIÓN GLOBAL.
C. CONTRATOS GERENCIALES B. DE LOCALIZACIÓN.
D. OPERACIONES LLAVE EN C. TRANSNACIONAL
MANO D. INTERNACIONAL
E. COINVERSIONES
F. ALIANZAS DE PARTICIPACIÓN
ACCIONARIA
 CONCLUSION

Every company has a series of goals and objectives to meet, among these is optimal
positioning in the market in which it is located; To achieve this, they must generate
strategies that allow them to face the dynamism of the business world, that provide
adequate adaptation to the evolution of the environment and that allow them to be
flexible enough to adapt to the characteristics and needs of the diversity of international
markets.

The conceptual map addressed in this document outlines some of the strategies that
companies use to deal with international business and that provide them with an
important competitive position as well as a series of advantages over their rivals.

Roughly speaking, the strategies proposed (production, collaboration, marketing and

organizational control) are carried out to make the process of internalization of
companies more feasible and less risky; However, it is important to emphasize that
because they are adequate, they do not represent the path to success, much less do they
refer to the treasure map, since we know the instability of international business and the
abrupt changes that the evolutionary process entails; rather, they correspond to a series of
guidelines that could make possible the growth of the company and its foray into
globalization.

An example of this is represented by the company Bimbo, a completely Mexican

organization that knew how to adapt and to a certain extent adapt to the needs and
characteristics of foreign markets, achieving great growth and development both
nationally and internationally, and has been able to expand and diversify its operations.
products, has achieved enormous institutional growth and has acquired other brands that
allow it to participate in a broader range of the market. Grupo Bimbo is a clear example
of internalization through the development and application of strategies such as those
mentioned above.