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A Guide to Preparing an International Business Plan

By: FITT Team

An international business plan acts as a framework that identifies goals and objectives, specific target markets and clients, resources required and strategies to be developed in pursuit of international business opportunities. The plan allows for the monitoring of progress via metrics against which success and failure can be measured. A comprehensive international business plan will be comprised of a number of integrated strategies related to business functions, including communications, sales and marketing, finance and production.

What Is an International Business Plan?

An international business plan is a valuable management tool that describes who a business is, what it plans to achieve and how it plans to overcome risks and provide anticipated returns. It can be used for a wide variety of purposes, such as to:

• Set goals and objectives for the organization’s performance.
• Provide a basis for evaluating and controlling the organization’s performance.
• Communicate an organization’s message to managers and staff, outside directors, suppliers, lenders and potential investors.
• Help the planner identify the cash needs of the business.
• Provide benchmarks against which to compare the progress and performance of the business over time.

A comprehensive and detailed plan forces the planner to look at an organization’s operations and re-evaluate the assumptions on which the business was founded. In doing so, strengths and weaknesses can be identified.

Although highly dependent on the individual business case, on average it takes a three-year commitment to establish a successful presence in a foreign market. This process may require tremendous human, technical and financial resources during the developmental period.

The Planning Process

An international business plan is subject to repeated adjustment and revision to keep it current with the changing circumstances of the organization. The plan is a feedback mechanism through which new information is continually incorporated into the organization’s operations. Planning always precedes action. Therefore, planning must be thought of as a continuous cycle. The analytical tools presented here are not intended to be used just once. If they are to be useful, they should be used repeatedly as part of a process of improvement and incremental adjustment.

Plan Preparation Guidelines

These 7 guidelines will help in preparing a comprehensive international business plan:

• Clearly define the objectives for producing the plan : Who is going to read the plan, and what will they need to do? These objectives can help you decide how much emphasis to put on various sections.
• Allocate sufficient time and resources to thoroughly research the plan : A plan is only as good as the research that went into producing it.
• Show drafts of the plan to others : It can be very useful to obtain feedback from others, both inside and outside the business.
• Create an original plan that is done specifically for each business case : A common mistake entrepreneurs make is to borrow heavily from a sample plan and simply change the names and some of the numbers. There are two big problems with this approach. First , the emphasis placed on various sections of the plan must reflect what is important to the particular business in question. Second , a good plan should flow like a story, with the sections working together to demonstrate why the business will succeed. Plans that borrow too heavily from other plans tend to be disjointed, with some sections contradicting others and various key issues left unaddressed.
• Outline the key points in each section before the writing starts : These points must then be reviewed to ensure the sections are consistent with each other, there is little duplication and all key issues have been addressed.
• Ensure financial projections are believable : For many readers, the financial section is the most important part of the plan because it identifies the financing needs and shows the profit potential of the business. In addition, a good financial plan will give the reader confidence that the author really understands the business.
• Consider writing the executive summary as the last step in the process: It is usually easier to provide a concise overview after the detailed content has been created.

If you’re having trouble getting started with your business plan, try writing like it’s a series of tweets—one for every section of your business plan. To get your point across, 140 characters is all you need.

Forcing yourself to boil each section of your business plan down to one main point is an exercise in decision making and strategy all in itself. When you’re done, you’ll have everything you need to take your next step, whether that’s practicing your pitch to potential investors or a business partner, or sitting down to expand each tweet into a full section of a more traditional business plan.

Core Content

The international business plan is the culmination of all of the work done to determine the appropriate venture for the organization’s growth. As part of the feasibility process, the organization will have determined its own internal readiness, conducted comprehensive target market research and carefully analyzed any relevant risks.

At this point, the organization can take all of this information and analysis and formally document the plan for moving forward. There are many different models and examples of how to put together a formal business plan, rather than one correct way.

The right format will depend on the organization, the venture being pursued and who will be accessing the business plan and for what purpose. However, there are some basic guidelines to follow.

One of the reasons business plans are developed is to convince investors and/or bankers to invest in the venture.

Increasingly, they are looking for a business plan to include two sections: one relating to online strategy (in terms of e-marketing, social media and ROI) and the second relating to corporate social responsibility (including quality, health, safety and environment policies).

The inclusion of these topics gives more credibility to the company by demonstrating its commitment to the community and to employees’ well-being.

Telling a Story 

One trend in business planning is to use a narrative structure in the document, rather than traditional technical writing techniques. Storytelling techniques are increasingly being used throughout the business world to create personal and organizational brands, deliver marketing messages and develop persuasive plans.

Stories make presentations better. Stories make ideas stick. Stories help us persuade. Savvy leaders tell stories to inspire us, motivate us. That’s why so many politicians tell stories in their speeches. They realize that “what you say” is often moot compared to “how you say it.

Instead of using bulleted points and cold, technical language, organizations employ a “beginning, middle and end” narrative style. This engages the audience by establishing the context, describing the conflict or obstacles and arriving at a successful resolution.

The Executive Summary

Usually the last step of preparing the international business plan is to develop the executive summary, a short overview of what the plan proposes to accomplish. For some purposes, a one-page business plan can also be useful.

There is not a great deal of difference between an executive summary and a one-page business plan. The most significant distinction is the one-page plan must completely fit on one page in a readable font, while an executive summary may spread over two or three pages.

One-Page Business Plan

There is a trend towards the one-page business plan, especially if the plan is to be presented to potential partners for their consideration. Audiences for the one-page plan will be looking for a “quick hit”: a clear and concise description of what the opportunity is and how it is being pursued.

For example, a one-page business plan might include the following topics, as described in Noah Parson’s article “How to Write a One-Page Business Plan” on the website Bplans :

• Customer problem/opportunity
• Your solution/approach
• Business model (how you make money)
• Target market (who is the customer and how many are there)
• Competitive advantage
• Management team
• Financial summary
• Funding required

The one-page plan (or the executive summary, if used in place of the one-page plan) may provide the first impression the audience has of the business. This is the most important document generated out of the business planning process, and significant effort and care should be taken in its creation.

There are many websites the provide blank samples of one-page business plans, including Bplans , the GoForth Institute and Startup.com.

A Note on Strategic Plans

A strategic plan covers many of the same points as a business plan. However, a strategic plan sets out the detailed action plan to be followed to achieve the objectives of the international business plan.

It must outline specific activities, their due dates and who is responsible for each activity. It is a project plan with a critical path. A strategic plan ensures any venture is carried out in a coordinated, informed and systematic way.

A key consideration in action planning is how quickly to enter the market, which is driven by the chosen market entry strategy. If market entry is done too quickly, the potential for costly mistakes increases. However, if it is completed too slowly, opportunities may be missed and competitors will have more time to react.

The Planning Cycle

Attaching the word “cycle” to planning implies that it happens more than once. International business plans need to be reviewed periodically because new information that has an impact on both planning and operations is continually coming in.

All plans, including international business plans and strategic plans, need to be reviewed every time there is a major event impacting the business, such as civil unrest, a currency fluctuation or the presence of a new competitor.

About the author

Author: FITT Team

The Forum for International Trade Training (FITT) is the standards, certification and training body dedicated to providing international business training, resources and professional certification to individuals and businesses. Created by business for business, FITT’s international business training solutions are the standard of excellence for global trade professionals around the world. View all posts by FITT Team

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I have a company in Dubai and I am looking for someone who can write an internationally designed business plan with me for investors. Do you have an address I can contact?

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Craft Your International Business Plan: A How-To Guide

Are you ready to take your business across borders? International expansion is a great way for businesses to grow and succeed in new markets. But before you dive into an international market, there are specific steps you need to consider: crafting a strategic plan. Whether it’s determining the competitive landscape of a target country or understanding local customs and regulations, an effective international business plan can lay the foundation for long-term success while also providing guidance on how best to allocate resources and manage risks. But where should one begin? Let’s dive into it!

Analyze Potential Markets

In today’s global market, expanding your business into new markets can open up a world of opportunities for ecommerce revenue growth. To get ecommerce revenue from new markets , the first step is to analyze potential markets. This involves conducting market research to identify which countries or regions hold the greatest potential for your business. You can start by looking at demographic data, economic trends, and consumer behavior in different parts of the world.

Of course, you should also delve into the market-specific data. Analyzing the competitive landscape and potential barriers to entry is sure to determine which markets are most viable for your business. Additionally, understanding cultural differences and local customs can give you insight into how your product or service may be received in a new market. Businesses can now expand their reach and increase their revenue streams in ways they never thought possible.

Set Clear Goals and Objectives

Once you have identified potential markets, it’s time to set clear goals and objectives for your international expansion. These goals should align with your overall business strategy and take into account the resources needed to enter a new market successfully.

Do you want to increase brand awareness, generate more revenue, or establish partnerships in a particular region? Or maybe you want to expand into a new market to diversify your customer base and reduce risk. Whatever the reason may be, setting clear and measurable goals can guide your decision-making process and ensure that your international business plan is aligned with your long-term vision.

Develop A Robust Strategy

With potential markets and goals in mind, you need to develop a robust strategy for entering the international market. But how do you know which strategy will work best for your business?

Direct Exporting

Direct exporting involves selling your products or services directly into the international market. This approach can be a low-cost way to test the waters and gain valuable information about overseas markets without the commitment of setting up a physical presence. However, it does require careful planning and research. Consider your product’s suitability for the market, the logistics of shipping and delivery, legal and regulatory requirements, and how you’ll handle customer service.

Licensing and Franchising

If you prefer a more hands-off approach, licensing and franchising can be viable options. Licensing involves granting another company the rights to use your intellectual property, such as trademarks or patents, in exchange for royalties or fees. Franchising is similar but typically involves a more comprehensive arrangement where the franchisee follows your established business model and brand guidelines.

Joint Ventures and Strategic Alliances

Collaborating with a local business through joint ventures or strategic alliances can also be an effective way to enter a new market. This approach allows you to benefit from the other company’s expertise and established networks while sharing the risks and costs associated with entering a new market.

Mergers and Acquisitions

For businesses looking to make a big splash in the international market, mergers and acquisitions can provide a quick way to gain market share, access new technologies or products, and expand your customer base. These transactions require significant financial resources and due diligence to ensure compatibility and avoid potential risks.

Identify The Resources You Need

No matter which strategy you choose, entering the international market requires a significant investment of time, money, and resources. It’s essential to identify what you need to make your international expansion a success.

Consider the staffing and expertise needed to manage operations in a different country. Will you need to hire local employees? If so, do you understand labor laws and cultural norms for managing a workforce in that country? Will you need to partner with local vendors or suppliers? How will you handle language barriers and cultural differences? It’s also crucial to assess your financial resources and determine how much capital you’ll need for market research, legal expenses, marketing efforts, and other related costs. Secure funding or explore financing options early on to avoid delays in your expansion plans.

Consider Different Countries or Regions

As businesses expand globally, you must first understand the unique culture, customs, and laws of different countries or regions to effectively reach and connect with their target audience. For example, did you know that in Japan, it’s considered impolite to loudly slurp noodles? Or that in China, the color red symbolizes good luck and happiness? Or that in Germany, punctuality is highly valued?

When you consider the cultural nuances and preferences of your target market, you can tailor your marketing strategies, product offerings, and overall business approach to resonate with local consumers. This can go a long way in building trust and brand loyalty in the global marketplace.

Decide How You Will Marke Yourself Abroad

Now that you have a clear understanding of your target market and their cultural preferences, it’s time to decide how you will promote and market your business abroad. This can include tactics such as translating your website and marketing materials into the local language, partnering with local influencers or businesses, and utilizing social media platforms popular in that region.

Even consider any legal or regulatory requirements for advertising and marketing in the target market. In certain countries, there may be restrictions on certain types of advertising or requirements for labeling and packaging. Other countries may have specific rules for online advertising and data collection.

Venturing into the international arena can be a game-changer for your business, opening up new avenues of growth and diversification. The journey, however, is paved with its unique set of challenges and complexities.

A strategically crafted international business plan acts as the compass guiding you toward success. It entails rigorous market analysis, clear goal-setting, robust strategic development, resource identification, cultural understanding, and effective marketing. Such a plan ensures that your business meets the needs and expectations of your new customers, stands tall amidst global competition, and reaps the rewards of global expansion. Get ready to embrace an exciting journey filled with opportunities, learning, and growth. Now that you have a step-by-step guide in hand, the world is truly your oyster!

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Business Plan Template for International Business

• Great for beginners
• Ready-to-use, fully customizable Subcategory
• Get started in seconds

Thinking about expanding your business into international markets? It's an exciting opportunity, but it comes with its fair share of challenges. That's where ClickUp's Business Plan Template for International Business can help!

With this template, you'll be able to:

• Clearly define your business objectives and strategies for international expansion
• Conduct thorough market research and analysis to identify target markets and assess demand
• Analyze the competition and devise effective strategies to stay ahead
• Create detailed financial projections and risk management strategies for a solid foundation

Don't leave your international expansion to chance. Use ClickUp's Business Plan Template to ensure a comprehensive and well-structured plan that sets you up for success. Start expanding your horizons today!

Business Plan Template for International Business Benefits

Expanding your business internationally can be a daunting task, but with the help of the Business Plan Template for International Business, you can ensure a successful venture by:

• Outlining clear and achievable business objectives for international expansion
• Developing effective international marketing strategies to penetrate new markets
• Conducting thorough market demand analysis to identify profitable opportunities
• Analyzing competition to gain a competitive edge in international markets
• Creating accurate financial projections to make informed investment decisions
• Implementing risk management strategies to mitigate potential challenges and uncertainties

Main Elements of International Business Business Plan Template

When expanding your business internationally, it's crucial to have a well-structured plan in place. ClickUp’s Business Plan Template for International Business includes:

• Custom Statuses: Track the progress of each section of your business plan with statuses such as Complete, In Progress, Needs Revision, and To Do.
• Custom Fields: Add important details to your plan using custom fields like Reference, Approved, and Section to ensure all necessary information is included.
• Custom Views: Access multiple views to effectively manage your business plan, including the Topics view for a comprehensive overview, Status view to track progress, Timeline view for a visual representation, Business Plan view to see the complete plan, and the Getting Started Guide view to assist you in utilizing the template effectively.
• Collaborative Features: Utilize ClickUp's collaboration tools, like assigning tasks, commenting, and attaching files, to work seamlessly with your team on developing and refining your international business plan.

How To Use Business Plan Template for International Business

If you're planning to expand your business internationally, using a Business Plan Template specifically designed for international business can help you stay organized and set clear objectives. Follow these six steps to make the most of the template:

1. Research the market

Before diving into your business plan, conduct thorough research on the target international market. Understand the local culture, consumer behavior, and competition. Identify potential challenges and opportunities, and determine how your business can meet the needs of the international market.

Use the Docs feature in ClickUp to compile your market research findings and gather insights.

2. Define your objectives

Clearly define your objectives for entering the international market. Are you looking to increase market share, expand your customer base, or establish strategic partnerships? Set specific, measurable, attainable, relevant, and time-bound (SMART) goals to guide your business plan.

Create tasks in ClickUp to outline your objectives and break them down into actionable steps.

3. Develop a marketing strategy

Craft a comprehensive marketing strategy tailored to the international market. Determine the most effective channels, messages, and tactics to reach your target audience. Consider cultural differences and language barriers, and adapt your marketing approach accordingly.

Use the Board view in ClickUp to map out your marketing strategy, assign tasks to team members, and track progress.

4. Create a financial plan

Develop a detailed financial plan for your international business venture. Estimate costs such as production, distribution, marketing, and legal fees. Analyze potential revenue streams and project financial outcomes. Include a contingency plan to mitigate risks and account for unforeseen circumstances.

Utilize the Table view in ClickUp to create and manage your financial plan, including budgeting, forecasting, and tracking expenses.

5. Address legal and regulatory considerations

Research and understand the legal and regulatory requirements of operating a business in the target international market. Ensure compliance with local laws regarding taxes, licenses, permits, and intellectual property. Seek legal counsel if necessary to navigate any complexities.

Create custom fields in ClickUp to track legal and regulatory tasks and deadlines, ensuring nothing falls through the cracks.

6. Monitor progress and adapt

Regularly review and monitor the progress of your international business plan. Track key performance indicators (KPIs), evaluate the effectiveness of your strategies, and make adjustments as needed. Stay agile and responsive to changes in the international market.

Use the Dashboards feature in ClickUp to visualize and analyze your KPIs, allowing you to make data-driven decisions and drive continuous improvement.

By following these steps and using the Business Plan Template for International Business in ClickUp, you'll be well-prepared to expand your business globally and navigate the unique challenges and opportunities of the international market.

Get Started with ClickUp’s Business Plan Template for International Business

Entrepreneurs and companies looking to expand internationally can use the Business Plan Template for International Business in ClickUp to create a comprehensive plan for success.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a solid international business plan:

• Use the Topics View to outline and organize different sections of your business plan, such as objectives, marketing strategies, financial projections, and risk management.
• The Status View will help you keep track of the progress of each section, with statuses like Complete, In Progress, Needs Revision, and To Do.
• The Timeline View will allow you to set deadlines and milestones for each section, ensuring timely completion of your business plan.
• Utilize the Business Plan View to have a comprehensive overview of your entire plan, including all sections and their statuses.
• The Getting Started Guide View will provide you with a step-by-step guide on how to use the template effectively.
• Customize the Reference, Approved, and Section custom fields to add additional details and track important information.
• Collaborate with your team members to brainstorm ideas, analyze market demand, conduct competitive analysis, and develop financial projections.
• Regularly review and update your business plan to ensure it remains relevant and aligned with your international expansion goals.
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7 steps to create your international business plan

Congratulations! You’ve made the decision to go global . Now how do you get started?

First, determine your company’s export readiness by taking this nine question quiz created by the U.S. Department of Commerce. The website calculates your readiness score and provides additional resource links to help overcome any corporate weaknesses.

Next, develop a plan. Stanley Pfrang, Market Development Director – India, the Middle East and Africa, WEDC , and Jen Pino-Gallagher, Bureau Director, International Market Development, DATCP , shared a seven step plan at a program I recently attended.

• Proactively develop a plan. Some companies reactively dive into the international market after receiving a product or service inquiry from overseas. A better strategy is to first think through planning steps two-seven to help avoid costly missteps.
• Conduct market research. Is there a need or demand for your product or service? Is market expansion feasible? Who are your competitors? What financial and legal paperwork is required? Do your current customers also operate in global markets? If so, what can you learn from them about opportunities and potential pitfalls?
• Entering new markets. Who can help you distribute your product? Do you need storage space? Will you need a manufacturing partner located in your target destination?
• Logistics. How important is your delivery speed? The decision will help you select transportation carriers and/or delivery routes.
• Payments. Determine what currency you will accept. Will you sell in U.S. dollars and/or foreign currency? Will you offer a discount if payment is received in U.S. dollars? Will you accept letters of credit? Will you require a down payment before production begins on goods or services?
• Visit the market before entering it. How do your competitors operate? How will your customers use your products or services as compared to those of your competitor? Trade shows are a good, inexpensive resource to help you see market potentials and downsides.
• Resources. Explore state and federal government online resources. Join an industry association knowledgeable about international trade. Talk to customers and maybe even competitors to learn from their mistakes and wise decisions.

After sharing the seven step plan, Pfrang, Pino-Gallagher and other program panelists offered additional tips.

Don’t be afraid to ask questions about companies interested in your product. How long have they been in business? Obtain customer and vendor references. A face-to-face meeting to establish a relationship before doing business is best and can be done using Skype or a similar internet connection if necessary.

When seeking a trade consultant, hire a native of the foreign market you wish to enter because she will better understand the market needs and difficulties. At a minimum, hire someone with English as his second language.

Never automatically dismiss a lead that comes your way. Always explore the possibilities. It may lead to big things.

Be ruthlessly conservative in planning when internally strategizing your approach to new markets and opportunities that arise. Remember to include the impact on staff resources, time zone differences and product distribution methods.

Read Kiss, Bow or Shake Hands , a book that provides insights into business culture and customs in many different international markets. Lastly, always remember the primary goal of marketing.

So now it’s your turn to share advice. What resources do you use? What wisdom have you developed through experience? I’d love to hear from you. You can leave your comments below or you can reach out to us on Twitter and Facebook .

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One Response to 7 steps to create your international business plan

I run a small time web business in the evening, and have been operating globally for over a decade. If you have any type of web presence for your product, you quickly find yourself doing global sales on a small scale in terms of units – i.e. single items – though not necessarily on a small scale in terms of income- about 30% of my sales are out of country -that is where my strongest customers are (and oddly in the countries with universal health care and some of the highest tax rates). Many local banks are not set up to handle those type of transactions economically so I use various on line payment systems. You lose 3-4% but it is a lot simpler than any other option. I learned this the hard way when my community bank took 4 months to finalize a simple overseas bank transfer from the Philippines. For screening customers I am basically linked to other people working in the same type of business. We share mainly which customers to avoid, scammers and the like. Likewise I have come to learn a lot about what countries to ship to an which to avoid as well as the various headaches of different import customs and other processes. It can be a tricky process but a lot of local small businesses are doing it . In terms of language barriers – if you are not dealing with English speaking customers there are various free translation services on line – In todays world though you need these markets – Wisconsin is the weakest state I have for sales and overseas is by far the most profitable.

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International Business Plan Template

What is an International Business Plan?

An international business plan outlines the goals and objectives of a business that is looking to expand into international markets. It is a comprehensive document that outlines the strategy and tactics of a business that is looking to enter into the global marketplace. The international business plan is a critical component of the overall business plan and should be developed in concert with other elements of a business’s overall strategy.

What's included in this International Business Plan template?

• 3 focus areas
• 6 objectives

Each focus area has its own objectives, projects, and KPIs to ensure that the strategy is comprehensive and effective.

Who is the International Business Plan template for?

The International Business Plan template is designed for organizations of all sizes and industries who are looking to expand their operations and business into other countries. The template provides a comprehensive framework for businesses to establish effective international business relationships, utilize digital platforms, and recruit qualified international talent. It is a powerful tool that can help businesses develop and grow their international presence.

1. Define clear examples of your focus areas

When creating an international business plan, it is important to define the focus areas that will be addressed. Focus areas are the broad topics that the plan will address, and should be tailored to the specific needs of the business. Examples of focus areas could include establishing effective international business relationships, utilizing digital platforms, and recruiting qualified international talent.

2. Think about the objectives that could fall under that focus area

Objectives are the specific goals that the business wants to achieve within each focus area. Objectives should be tailored to the business’s specific needs and should be achievable and measurable. Examples of objectives could include building an international network, developing international partnerships, creating an online presence, and strengthening online connections.

3. Set measurable targets (KPIs) to tackle the objective

KPIs, or Key Performance Indicators, are measurable targets that help to quantify the success of a project or objective. KPIs should be tailored to the specific objectives of the business and should include an initial measure, a target measure, and a unit of measure. Examples of KPIs could include increasing the number of international advisory board members, increasing the number of website visits, and increasing the number of international hires.

4. Implement related projects to achieve the KPIs

Projects are the specific actions that the business will take to achieve each objective. Projects should be tailored to the specific objectives of the business and should be achievable and measurable. Examples of projects could include creating an international advisory board, establishing strategic alliances, developing an international website, and expanding social media presence.

5. Utilize Cascade Strategy Execution Platform to see faster results from your strategy

Cascade is a powerful strategy execution platform that helps businesses quickly and effectively develop and execute their international business plans. Cascade provides businesses with the tools and insights they need to stay organized and ensure their plans are executed accurately and efficiently. With Cascade, businesses can stay on track and achieve their goals faster than ever before.

Dictionary of International Trade

International business plan.

Planning is essential for any business. Before venturing into international markets companies have to draft an International Business Plan as this document will help them set their goals, effectively allocate their resources and determine which countries offer the most potential for their products as well as how to reach the clients and how to make competitive offers. The purpose of the international business plan is to prepare companies, specially middle and small, to enter the international market place or to better organize their existing international business activity. The International business plan can be divided into six sections following a time sequence.  Each section helps to plan international business strategies and take effective export decisions:

• Section 1. Export diagnostics.
• Section 2. Market selection.
• Section 3: Market entry methods.
• Section 4: International offer .
• Section 5: International promotion strategy.
• Section 6: Economic plan.

The Plan will serve as step-by-step guide to lead the company through the process of exporting products and services to international markets. International Business Plan Template and Example.

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How To Scale Your Business Internationally

Since more than 95% of global consumers live outside of the U.S. , reaching new customers transnationally can help you expand your business market, profits, and revenue. Following are five tips on how to scale a startup business or established business globally.

1. Create a Service or Product that Meets a Need in Global Markets

Many of the world’s largest international companies are based in the U.S. Digital connectivity as a means to expand into new global territories has become more common. There are many considerations when you plan to scale a startup business or an established business globally. 

Evolving technology is one way to help scale or establish an overseas business easier when you’re selling a product or service.  Every country’s population has its own economic structure, lifestyle, and culture. If there’s no need for your product or service in a new area, you’re likely to lose time and money attempting to conduct business there.

Develop an international business plan

Any business plan needs a sound strategy that identifies a need for a product or service and explains how it will meet that demand. Developing a strategy can help you protect your resources and ensure expansion makes sense. It’s important to consider how a new area’s competition, cultural attitudes, and regulations could affect your product or service’s likelihood of success.

2. Research International Regulations

Every country in which you want to expand will have varying laws on everything from employment to marketing claims, and data privacy to taxes. 

You’ll want to operate legally and protect your business resources to avoid costly mistakes that can affect your budget and reputation. It’s wise to work with legal experts from the country in which you want to expand to ensure you’re following all rules and regulations.

Research assistance programs

In your research, you may discover government programs that could assist your business expansion. For example, there might be incentives for opening an office in a different country. Knowing this, could help inform your expansion strategy.

3. Hire Local Employees in the Region

Hire local employees in the area in which you are planning to expand has some advantages. Having local employees can:

• Help ensure that you avoid cultural and language issues in omnichannel marketing and other company representations, such as your website.
• Demonstrate that your company is invested in the area’s people and community. That can improve sentiment for your business and help spread the word about your company, which, in turn, can help you win more customers.
• Help your company relate better to local customers. Customer-facing employees, such as customer support and sales teams, can help achieve this by speaking to customers in their native language. It also helps increase the diversity of your workforce. Plus, workers in other countries can also learn about other cultures through international teamwork.
• Make your company more attractive to talented job candidates who are interested in working internationally or attending international events, such as business summits.

4. Explore Ways to Attract Local Customers

Market research can help you understand your target audience in each new area. You need to ensure your business proposition stays consistent in international markets, and you need to meet prospective customers where they are. For example, determine and target customers in the area that spend time on a particular social network. 

International marketing and sales teams can also benefit from local input to ensure customer experience strategies will work in that market. For example, learn whether an acceptable word or phrase in one language may be offensive in another. This effort includes:

• Accepting local forms of currency
• Offering culturally respectable messaging and communication in locals’ native language
• Marketing on customers’ preferred channels
• Providing customer support from local workers

5. Enable a Strong Company Culture

Weave your vision throughout corporate communications and global branches. All employees should be unified by the same mission, even when business strategies differ locally.

When your employees work across various time zones, ensure that collaboration and your company’s culture remains strong. 

Use technology and tools in daily operations that facilitate asynchronous collaboration. These could include social platforms like Discord, video conferencing and chat platforms like Microsoft Teams, and cloud-based project management solutions like Workfront.

Support team bonding

Support international team bonding by bringing teams together when possible. This might be through an annual in-person summit or virtual gatherings that can accommodate multiple offices. Publicize successes of international departments. This signals to all employees and teams the global impact your company is making. As your business strategy evolves, solicit input from your global teams to help everyone get involved and feel valued.

Learn More About Ensuring Global Business Success

International expansion can be an exciting time for a company. It can help you gain more customers, bolster international local economies, and provide other benefits to the world.

If you are involved in an international business, or you’re interested in global scaling, the Managing in the Global Digital Economy course from Wharton Online can help you succeed. 

This course:

• Covers the growth of the digital economy through various digital platforms, 
• Details how the network effect can unfold at global levels
• Explains the risks of international expansion
• How to develop a successful digital strategy

Learn more and enroll her e .

The Wharton School is accredited by the International Association for Continuing Education and Training (IACET) and is authorized to issue the IACET CEU.

International Business Plan Structure

Is your business missing the opportunities in the international markets? Are you struggling with where to start your international expansion and how to go about it?

International Business Plan outlines corporate goals and steps towards foreign markets entry. It is also called the  Export Business Plan . At Win Global, we apply a 3-step approach to your international expansion.

Step 1: Building a Solid Foundation for International Business Plan

During this phase we determine the readiness of your business to the international expansion and help you to build four pillars of the successful international expansion:

• Selection of the product, service or solution to expand internationally
• Defining global value proposition for the selected product, service or solution
• Profiling ideal buyers or distributors of the product, service or solution
• Target market selection

Step 2: Analytical Phase of International Business Plan

This is a very important stage of the preparatory period for entering the international markets. It summarizes all the information collected from foreign market research and risk assessment. Based on obtained information a company checks the feasibility of continuing international business planning and makes a first go-or-not-to-go decision.

Step 3: Planning Phase of International Business Plan

This is the final stage when we put together a foreign market entry plan for our clients and consider all steps that must be taken in order to succeed in international business. The typical content of International Business Plan is:

• Executive Summary of International Business Plan
• Corporate Global Vision and Goals
• Four Pillars of the International Business Expansion
• Foreign Market Research Summary
• Risk Assessment
• International Business Strategy At this stage, we identify the best strategy that will help our client to enter each particular foreign market of interest. The examples of international business strategies are exporting, licensing (franchising), joint venture, foreign direct investments, etc.
• International Business Action Plan Based on an International Marketing Plan and the project approach International Business Action Plan contains activities, milestones, estimations, resources, performance measurement and evaluation criteria.
• Cost and Benefit Estimate .

Contact us now to schedule a free and no-obligation discussion about your issues in international expansion and determine if we can help you. Fill out the contact form now .

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5 International Business Examples to Learn From

• 29 Jun 2021

The term international business refers to any business that operates across international borders. At its most basic, it includes the sale of goods and services between countries.

Yet, other forms of international business do exist. For example, a business that produces components or products overseas but sells them domestically can be considered an international business, as can an organization that outsources services, such as customer service, to locations where labor expenses are cheaper.

For most organizations, decisions around building, producing, and selling products or services are informed by many factors. Cost is an important one because businesses that primarily operate in developed markets, like the United States and Europe, can often source cheaper labor abroad.

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Other factors play a role in decision-making, too. For example, an organization that makes a conscious effort to become more sustainable may produce its product as close as possible to the end user to reduce greenhouse gas emissions related to transportation, even if it might result in higher labor costs. Likewise, a business may take pride in sourcing local labor to create jobs and support the economy.

Although international business can benefit the global economy, it also carries inherent risks. The fact that each country has its own government, regulations, inflation rates, and currency can complicate business models and must be weighed against the perceived benefits of operating internationally. Some of the most common challenges of international businesses include language and cultural barriers, currency exchange rates, and foreign politics and policies.

What Is a Successful International Business?

International businesses must have resilient, adaptable, communicative, and resourceful employees who know when to seize expansion opportunities. They need to have a deep understanding of international economics to anticipate how global markets will affect their bottom line and international marketing to effectively communicate their organization’s value to diverse audiences.

Are you interested in working with an international organization? Do you have plans and aspirations to take your business international? Here’s a look at five well-known international businesses that have successfully—and not so successfully—navigated the global market.

Examples of International Businesses

Apple Inc., founded by Steve Jobs, Steve Wozniak, and Ronald Wayne in the 1970s, is now considered one of the most influential international companies. Headquartered in the United States, Apple designs, develops, and sells electronics, software, streaming, and online services worldwide.

Apple opened its first international location in Tokyo, Japan, in 2003 after saturating the American market. Under Jobs, Apple touted ease-of-use, innovative design, and customer loyalty with the marketing slogan, “ Think Different ,” and it continues to use visionary strategic marketing and a tight ecosystem to overcome competition and attract creative audiences around the globe.

Apple not only sells products internationally but has supply chains from 43 countries that ship supplies to China for final production and assembly. By keeping a tight-knit and strong relationship with suppliers, strategic inventory, and a focus on sustainability, Apple stands as one of the world’s most successful companies.

2. Financial Times

The Financial Times is a formerly British daily newspaper that’s now owned by the Japanese holding company Nikkei. The Financial Times’ mission is to deliver unbiased, informed investment and economic information to empower individuals and companies to make secure investment decisions.

The Financial Times had a rocky start trying to break into the international market. Andrew Gilchrist, former managing director of the Financial Times , describes his experience at the publication in the online course Global Business .

During his tenure, the Financial Times prioritized entering the international market in India. Despite a large English-speaking population and strong government support, domestic journalism was considered culturally and legally suspect. In fact, the Financial Times was eventually tied up in legal knots because the local newspaper barons were able to challenge every move through the courts.

Eventually, the Financial Times’ attempt to go international in India led to an economic slowdown and sluggish company growth.

3. McDonald’s

Two brothers, Maurice and Richard McDonald, converted their drive-through barbecue restaurant in San Bernardino, California, into a burger and milkshake restaurant—now known as McDonald’s—in 1948.

The McDonald brothers focused on creating a better business system geared toward self-service and efficient and repeatable processes that relied on heating lamps instead of waiters. This model, known as “ Speedee ,” led to lower costs, cheaper products, and faster growth. It became the epitome of “fast food.”

Soon after, Ray Croc took McDonald’s a step further by bringing in franchisees and suppliers, leading to the creation of restaurants across the United States. McDonald’s model continued to expand, and, in 1967, the company opened locations in Canada and Puerto Rico .

McDonald’s has been internationally successful, thanks in large part to the consistency its business model allows. The fact that a Big Mac tastes the same regardless of which country you order it in is a testament to the company’s long history. Today, there are 38,000 restaurants in more than 120 countries.

4. Coca-Cola

Coca-Cola was created by pharmacist John Pemberton in 1886 at a soda fountain in Atlanta, Georgia. It was used as a tonic for common ailments due, in part, to the addition of cocaine and caffeine derived from the kola nut, which was a major ingredient at the time. (This was later removed from the recipe in 1903.)

Although popular at its inception, Coca-Cola became the company it is today because of the marketing and business leadership of Asa Griggs Candler and future investors, who dramatically increased sales and expanded syrup factory production into Canada.

Eventually, an independent bottle company licensed the rights to Coca-Cola’s syrup production and distribution, streamlining production and generating massive profits. Coca-Cola later remarketed for Germany, China, and India, and it’s now sold everywhere except Cuba and North Korea .

Coca-Cola currently has over 900 bottling and manufacturing facilities worldwide , many of which are in North America, Asia, and Africa.

H-E-B is a popular American grocery company with more than 340 stores in Texas and northeast Mexico. It was founded by Florence Butt in 1905 and expanded into Mexico in 1997.

The primary driver of international expansion wasn’t a desire to capture greater market share, but rather, a desire to gain access to foreign produce markets in warmer climates, from which the company could source produce during its domestic suppliers’ off-season in the northeastern United States.

Craig Boyan, president of H-E-B, explains in Global Business that, upon becoming an international business, H-E-B bought blueberries from Chile and Peru to sell year-round. Despite it being expensive to ship blueberry crates to Texas, this enabled the company to continue meeting its customers’ needs. Since then, production has increased with demand, especially in Mexico, which has an ideal climate to produce blueberries year-round. H-E-B now sources blueberries mostly from Mexico, making them more available and affordable for customers.

What Do You Study in International Business?

Many businesses succeed by expanding their markets, production operations, and supply chains internationally. But doing so requires savvy business leadership bolstered by economic knowledge, an understanding of markets, and the ability to learn political and cultural trends.

Business professionals who have a successful career in international business need various skills and expertise . Acquiring these combined skills employers are looking for, along with international business experience, can lead to long-term career success. Some of these important skills include:

• Strong communication skills
• Emotional intelligence
• Cultural awareness
• Knowledge of finance and accounting
• Entrepreneurship skills
• Understanding of global economics

Why Study International Business?

Regardless of the role, professionals must stay current on all business practices. A global business education provides a wide range of opportunities to create and capture value for organizations. To bring this value to the workplace, individuals need to understand the economic, political, and social factors that drive change and how decisions affect global markets .

Strategists and entrepreneurs should learn about the broader macroeconomic and political landscape of their organizations to grow their business internationally and manage global teams. Professionals in heavily regulated industries can also use this knowledge to develop approaches and frameworks to navigate their complex industries.

If you’re considering joining a global business or thinking about ways to expand your organization internationally, completing an online Global Business course is an excellent way to quickly gain those skills.

Are you interested in breaking into a global market? Sharpen your knowledge of the international business world with our four-week online course Global Business , and explore our other business in society courses. Not sure which is right for you? Download our free course flowchart .

This article was updated on July 19, 2022. It was originally published on June 29, 2021.

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International Business Strategy

Due to increasing globalisation the past decades, even smaller companies have been able to cross national borders and do business abroad. Consequently, many terms have been given to companies operating in multiple countries: multinationals, global businesses, transnational companies, international firms et cetera. The aim of this article is to clearly define these different terms and see how they differ from each other, because they do differ! An often used framework to distinguish multiple forms of internationally operating businesses is the Bartlett & Ghoshal Matrix (1989). Bartlett and Ghoshal clustered these businesses based on two criteria: global integration and local responsiveness . Businesses that are highly globally integrated have the objective to reduce costs as much as possible by creating economies of scale through a more standarized product offering worldwide. Business that are highly locally responsive have as extra objective to adapt products and services to specific local needs. It seems that these strategic options are mutually exclusive, but there are companies trying to be both globally integrated and locally responsive as can be seen in some examples below. Together these two factors generate four types of strategies that internationally operating businesses can pursue: Multidomestic , Global , Transnational and International  strategies.

Figure 1: Bartlett and Ghoshal’s Typology of Multinational Companies: Global, Transnational, International and Multidomestic Strategy

Multidomestic: Low Integration and High Responsiveness

Companies with a multidomestic strategy have as aim to meet the needs and requirements of the local markets worldwide by customizing and tailoring their products and services extensively. In addition, they have little pressure for global integration. Consequently, multidomestic firms often have a very decentralized and loosely coupled structure where subsidiaries worldwide are operating relatively autonomously and independent from the headquarter. A great example of a multidomestic company is Nestlé. Nestlé uses a unique marketing and sales approach for each of the markets in which it operates. Furthermore, it adapts its products to local tastes by offering different products in different markets.

Global: High Integration and Low Responsiveness

Global companies are the opposite of multidomestic companies. They offer a standarized product worldwide and have the goal to maximize efficiencies in order to recude costs as much as possible. Global companies are highly centralized and subsidiaries are often very dependent on the HQ. Their main role is to implement the parent company’s decisions and to act as pipelines of products and strategies. This model is also known as the hub-and-spoke model. Pharmaceutical companies such as Pfizer can be considered global companies.

Transnational: High Integration and High Responsiveness

The transnational company has characteristics of both the global and multidomestic firm. Its aim is to maximize local responsiveness but also to gain benefits from global integration. Even though this seems impossible, it is actually perfectly doable when taking the whole value chain into considerations. Transnational companies often try to create economies of scale more upstream in the value chain and be more flexible and locally adaptive in downstream activities such as marketing and sales. In terms of organizational design, a transnational company is characterised by an integrated and interdependent network of subsidiaries all over the world. These subsidiaries have strategic roles and act as centres of excellence. Due to efficient knowledge and expertise exchange between subsidiaries, the company in general is able to meet both strategic objectives. A great example of a transnational company is Unilever.

International: Low Integration and Low Responsiveness

Bartlett and Ghoshal originally didn’t include this type in their typologies. Other authors on the other hand have attributed the name to the lower left corner of the matrix. An international company therefore has little need for local adaption and global integration. The majority of the value chain activities will be maintained at the headquarter. This strategy is also often referred to as an exporting strategy. Products are produced in the company’s home country and send to customers all over the world. Subsidiaries, if any, are functioning in this case more like local channels through which the products are being sold to the end-consumer. Large wine producers from countries such as France and Italy are great examples of international companies.

Figure 2: Organizational structures of the Bartlett and Ghoshal’s MNC Typology: Global, Transnational, International and Multidomestic Strategy

Table 1: Characteristics of MNC Types (Multidomestic, Global, Transnational) – Bartlett and Ghoshal

MNE Archetypes of Administrative Heritage

Bartlett and Ghoshal are not the only academics who have been trying to classify internationally operating companies. Verbeke (2013) has looked at a large number of multinational enterprises (MNE’s) and their administrative heritage, and distinguished four archetypes of MNE’s: Centralized Exporter, International Projector, International Coordinator and the Multi-centred MNE. Each will be elaborated on below.

Centralized Exporter

The centralized exporter is a home-country managed firm that trades and sells products internationally. In this case, most production facilities are located in the home country and foreign subsidiaries, if any, are functioning largely as facilitators for efficient home country production. Products are standarized and only minor customer-oriented activities are done abroad. The centralized exporter is very close to an international or global company in Bartlett and Ghoshal’s typology.

International Projector

The second archetype is the international projector. These kind of companies build upon a tradition of transferring its proprietary knowledge, which was developed in the home country, to foreign subsidiaries across the globe. These subsidiaries are essentially clones of the home operations, since the business model and its success recipe are simply copied and pasted abroad. The automotive company Ford is known for this strategy in its early days in the 1900s. Disneyland is another great example of a successful business model that has been copied all over the world.

International Coordinator

The international coordinator does not only rely on knowledge and resources from its home country as could be seen in the two archetypes above. Instead the international coordinator manages international operations both upstream and downstream the value chain through a tightly-controlled but still flexible logistics function. They tap into location advantages from multiple countries in order to form an efficient vertical value chain across borders. It is therefore perfectly possible that the raw materials are bought and manufactured in multiple countries and that the product is being assembled elsewhere where labor is cheapest. A good example of an international coordinator is Apple. The components of Apple’s flagship product, the iPhone, are bought from multiple suppliers all over the world and are finally assembled in China. Design and marketing on the other hand are still largely done in California where Apple is headquartered.

Multicentred MNE

Finally, the multicentred MNE consist of a set of entrepreneurial subsidiaries abroad. Local responsiveness is the foundation of this company’s strategy. The only thing that holds these firms together are the shared financial governance and the identity and interests of the founding fathers and owners of the company. Ultimately the multicentred MNE should be viewed as a portfolio of largely autonomous and independent businesses. Bartlett and Ghoshal’s multidomestic strategy is most closely associated with this archetype. Philips is known for using this approach in the early years of its existance.

Figure 3: MNE Archetypes of Administrative Heritage (Verbeke, 2013): Centralized Exporter, International Projector, International Coordinator and Multi-centred MNE

International Business In Sum

Taken this all together, there are many ways in which companies can do business abroad. When a firm has economic operations located in at least two countries, they are often referred to as multinational enterprises or companies (MNE’s or MNC’s). But the way in which they do business abroad determines whether we can call it an international, global or transnational company for instance. By being aware of these different types of multinationals, you will be better able to structure your own strategic options when going global. In case you want to know more about foreign market entry options, you might want to read more about the  OLI paradigm .

Further Reading:

• Bartlett, C.A. & Ghoshal, S. (1989). Managing Across Borders. The Transnational Solution. Boston: Harvard Business School Press.
• Harzing, A.W. (2000). An Empirical Analysis and Extension of the Bartlett and Ghoshal Typology of Multinational Companies. Journal of International Business Studies.
• Verbeke, A. (2013). International Business Strategy. Cambridge University Press.

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4 thoughts on “ International Business Strategy ”

GOOD ENOUGH FOR YOUNG BUSINESS MEN AS ME

Well done and informative. This helped me understand the terms better. Thanks.

Amazing article, brought clarity to all sub types, along with examples. Thank you for this.

The content was very informative and understandable. The examples used made it practical. Nice piece!

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How to Develop an International Business Strategy

International expansion is the next step for many businesses looking to grow and are in the position to do so. Global markets offer new opportunities for increased customer retention, new distribution channels and improved worldwide brand recognition. 

However, it’s difficult to know where to begin with this exciting and important decision. To help you develop an international business strategy, explore our recommended steps below.

Research Your Market

Decide on what you’re bringing to the market, set your goals, make a note of any competition, develop the finer points of your strategy, evaluate your infrastructure, create a system for distribution.

• Consider a Partner or Consultant

Your organization should already have some idea of the location it would like to expand into. This has possibly come from discovering market potential related to the location or you've found a market need you can capitalize on. 

If not, consider several markets. There are many options for market research available to you. For example, the International Trade Administration has developed a resource known as the Country Commercial Guides . This is a valuable resource for analyzing market opportunities and conditions around the world. 

Seek out multiple sources of information, but also realize remote research is never enough. If you can, attend trade shows in those target markets for research purposes. This also allows you to make local contacts and get to grips with the local culture a little better. This kind of bespoke understanding will allow your organization to further develop its product offering within that market.

Finally, don’t neglect to research the local regulatory environment. It's crucial and will ensure a greater chance of continued success later in your expansion process.

Decide on what your business is selling and determine what makes your company worth buying from. Does your product or service stand out? Is your business model easily distinguishable from similar ventures?

Determine which of your products or services fit well within the new market. If you only have one product, this is a very simple step. But if you have many, you need to decide which ones fit the market's needs. Also, do those products fit the culture as well? Having this knowledge beforehand will help your chances of success.

Now your organization has decided on a product or service and you’ve researched your market, you can use these to begin setting your goals. What do you want to achieve? How many products do you want to sell over a specific period? Your goals must be incredibly specific as they'll be the framework to chart your growth by. For example, you could aim for:

• A specific market share.
• Sales numbers.
• Greater profitability.
• Improved cost-efficiency.
• Customer retention and growth.

Develop sales goals for year one, year two and so on. Also, consider the time it takes to get to market and the time to meet your first few goals. You also need to calculate when you’ll hopefully see a return on your investment.

Local competitions can make or break your expansion process. Without thorough research, you’ll fly blind through unfamiliar territory. Competition lets you see what works within a market and then improve upon it. 

Researching competition is also one of the best ways of understanding a market because the business models and offerings of healthy competition help to define a market or industry.

Consider any marketing campaigns that will be run side-by-side. Similarly, also plan for the following:

• Whether you'll hire overseas or expatriating current employees.
• Establishing either a physical presence or another type of expansion option, such as an in-country partnership (ICP) or a merger or acquisition.
• Any financial regulations that apply to the market in question.
• How you'll manage your employees overseas.

Think about your branding as well. Will your organization want to keep it consistent or change it to fit within specific markets that may have distinct cultural differences?

A key part of developing an international business strategy is to audit your business capabilities at this moment in time. First of all, determine how financially viable an expansion is for you right now. 

If you’re pursuing an international expansion strategy in-house, create a team ready and willing to carry the strategy through to fruition. This group needs the skills and collaborative experience to support the process fully. On top of this, determine your failsafe plans. If something goes wrong, do you have an exit strategy or a way of mitigating financial risk?

Finally, when evaluating infrastructure, analyze how effective your business technology is and whether it will hinder your expansion process. Many issues could cause this, such as limited real-time data, lack of visibility or siloed software systems unable to talk to one another.

The absence of an innovative digital structure can slow an expansion process down or stop it altogether. 

How will your business distribute its products or services within the new market? This could come under the remit of franchising or licensing arrangements, but those aren’t the only methods. You could also sell through in-country distributors or simply through an e-commerce website. 

You could even sell your intellectual property (IP) rights to another business. Each of these comes with its own regulatory guidelines, so you’ll need to further research what will apply as each method comes with advantages and disadvantages.

Consider A Partner or Consultant

When pursuing international expansion, it’s always wise to consider working with a global expansion consultancy or a Global Professional Employer Organization (PEO). These experts help to ease the stress of global expansion, ensuring compliance and enhancing your regulatory knowledge of a market or locale. 

Not only that, but they can also help you to make the most of global talent acquisition and manage your HR processes, freeing up your team for more business-critical tasks. For example, here at Global Expansion, we can get your business set up in no less than 140 countries around the world within days.

They’ll take care of all your HR-related tasks involved in your business strategy, ranging from finding and screening the most talented employees to managing payroll in one centralized platform.

We realize global expansion is an important thing to get right and this blog only covers one aspect of the process. If you’re looking for a more in-depth look at expansion, read on to discover what our latest helpful guide can offer.

Discover More Expansion Considerations

Our latest guide is a fantastic starting resource for businesses of all types. Inside, you’ll find the various methods of growth, the differences between national and international expansion as well as how to mitigate risk within bringing your business into a new environment.

Plus, there's much more that will guarantee you a good foundation of knowledge for beginning your expansion process. Not only compliantly but also successfully.

Click the link below for your copy.

Related Articles

Top 4 Challenges of International Expansion

What Is the Importance of Mergers and Acquisitions in Conducting International Business?

Global Compliance Made Easy: Partner With an EOR

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More From Forbes

3 tips to successfully scale your business internationally.

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Rocky Romanella - CEO, 3Sixty Management Services .

Scaling your business internationally is a valuable opportunity for growth. Because of e-commerce, the web is international and the world has become smaller for businesses. People rarely expect to visit a website and see a product or service that is only available domestically. Businesses should be able to successfully scale and meet the demands of international customers.

Scaling a business internationally can be a challenge. One of the biggest mistakes leaders make is forgetting to acknowledge they are a guest in another country. Leaders should start preparations months before their trip. Here are three tips to help:

1. Be clear how long you're staying.

This is extremely important because governments and entities are trying to gauge your commitment as an organization. Are you just there temporarily because you have a hot new product or business model right now? Are you there because you want to establish operations in this country? It's best to be upfront and clear about how long you plan to stay and what level of commitment your company is looking for.

2. Be prepared to explain who you are and what you do.

You cannot just show up and expect to succeed. Even if you’re a household name in your own country, that doesn’t mean people elsewhere know who you are. And you cannot assume they do. You have to explain who you are and what you do to your new customer base. A thorough, articulate strategy describing who you are and what your product does is important to give you credibility. Include an understanding of how this product, business or solution fits into a long-term strategy. Help people understand their potential roles and the new experiences they can participate in.

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This can be the biggest obstacle. Your organization may have great processes and procedures in your own country but these do not always translate into the current rules and regulations of the country in which you are expanding. Labor rules do not always get the due diligence that is necessary for an international expansion. There are work councils in different countries that guide how you exercise your personal time. There could be more religious holidays celebrated than you are used to. In many countries, decision-making is more collaborative.

Ways of doing business vary, as well. In the United States, for example, being aggressive or assertive can be recognized as a sign of strength, but in other countries, that may not be the norm and can be considered rude. Always try to understand and inquire about how things are done to avoid any misunderstandings.

Attempting to assimilate your business into a new culture requires you to demonstrate through your actions that you deserve their respect and business. Remember—no one is too big to fail in a new country. To be successful as an organization, you must be viewed as someone who wants to be part of the country and viewed as an organization that is sincere, fair, honest and impartial.

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Undergraduate Major & Minor - International Business

This co-major supports a primary Carlson School major by providing students with exposure to international breadth in areas such as economics and globalization and deepens their knowledge of a given region by a semester study abroad, language proficiency, and coursework specific to where they are studying. The student learns how business is done within a culture and the importance of understanding the nuances of working across multiple cultures. Recognizing that career placement and early stage career success depends on strong skills (e.g. accounting, marketing, finance, human resources, operations, information systems, or entrepreneurship), the international business major must be completed with another major or co-major in the Carlson School of Management. Students who desire to work in international business will often begin in their primary major and with experiences and language skills, move into roles where they have responsibility for working with partners or offices internationally. 

Co-Major Curriculum

There are three active curriculums for this co-major. Please be careful to select the link that matches the time frame that you entered the Carlson School. If you are not sure which curriculum applies to you, connect with your academic advisor.

Minor Curriculum

View the full International Business Minor catalog:

International Business Minor Program Requirements and Course Descriptions

Four-year Plan

International business major sample plan.

The APAS is the official method for tracking the completion of your specific degree requirements. Please be aware that there are multiple ways for students to progress through this major. This is just one sample. Students should work with their advisor to develop their individual plan.

Italic: course pre-requisites and co-requisites (designated by &)

Bold : Liberal Ed requirement

Freshman Year

Fall Semester

• Econ 1165 Business Economics ( Soc Sci ) (4cr)
• BA 2551 Business Statistics in R ( Math ) (4cr)
• BA 1011 Leading Self & Teams (2cr)
• BA 1021 Design Your Life (1cr)
• Language (5cr)

Spring Semester

• Acct 2051 Financial Reporting (4cr)
• BA 2051 Solving Business Scenarios in Excel (2cr)
• BA 2062 Powerful Problem Solving (2cr)
• Writ 1301 First Year Writing (4cr)

Sophomore Year

Maroon Block I-Core

• Mktg 3001 Principles of Marketing (3cr)
• IDSc 3001 Information Systems & Digital Transformation (3cr)
• BA 3001 Race, Power, & Justice in Business ( RPJ ) (3cr)
• Acct 3001 Strategic Management Accounting (3cr)
• Design Your Career (1cr)
• BA 3051 Data-Driven Business Decisions ( BA 2551 & BA 2051 ) (3cr)

Gold Block I-Core

• Fina 3001 Finance Fundamentals ( Acct 2051 & BA 2551 ) (3cr)
• Mgmt 3004 Strategic Management (3cr)
• SCO 3001 Sustainable Supply Chain Management (3cr)
• HRIR 3021 Human Capital Management (3cr)
• BA 3062 Impact Lab Project ( BA 2062 ) (2cr)

Declare a major:  z.umn.edu/CarlsonDeclare

Junior Year

• BA 3551 Business Analytics ( BA 2551 & BA 2051) (3cr)
• Mgmt 3045 The International Environment of Firms (2cr)
• Primary Major course (4cr)
• BA 2005 Corporate Responsibility & Ethics ( Civ ) (3cr) 

Semester Abroad

• Coursework may include courses toward the IB major, primary major, liberal education, or electives.

Senior Year

• BA 3033W Business Communication (3cr)
• Primary major course (4cr)
• IB Breadth course (3cr)
• IB Foundations course (2cr)
• Mgmt 4505 Senior Seminar in International Business (2cr)
• Liberal Ed (3cr)
• IB Foundations course (3cr)
• IB Depth course (3cr)
• Liberal Ed (4cr)

Total Credits Needed for Degree: 120

Note: Students must complete an international experience as part of the program requirements. Short-term programs or semester-length programs may be used to meet this requirement. Explore your options: z.umn.edu/CarlsonIE

Major notes:

• This major must be completed along with another major in the Carlson School. 
• ALL courses for the major must be taken as A-F grading.
• Students need to study abroad for at least one full semester for the International Business major. F-1 visa holders will have this requirement fulfilled.
• Language Study Requirement: At least two college years (four semesters) of a foreign language (or equivalent) and must be A-F grading.
• MGMT 3045 The International Environment of Firms: Must be taken at the Carlson School and ideally before your semester abroad.
• MGMT 4505 Senior Seminar in International Business: Must be taken at the Carlson School and is to be completed after your semester abroad.
• International Business major coursework may be taken abroad, but should be reviewed in advance.
• To Petition Courses: Meet with your advisor to discuss possible courses and the petition process if these courses have not already been reviewed.

Minor notes:

• Language Study Requirement: Additional language beyond high school is highly recommended, but not required for the minor.
• An international experience that meets the Carlson School requirements of all students will fulfill the minor requirement.
• MGMT 3045 The International Environment of Firms: Must be taken at the Carlson School

A career in international business involves thinking globally about the business environment. A global mindset involves a multifaceted approach to understanding cultural differences, governing bodies, and financial variances that are experienced in the international marketplace. International business primarily deals with managing multinational business and turning local and national companies into international success stories.

Sample careers for International Business majors:

• Customs Broker
• Export Sales Representative
• Global Sourcing Specialist
• International Account Representative
• International Buyer
• Product Manager
• International Trader/Broker

Companies/Orgs that hire International Business students:

There are many different types of companies that hire international business majors. Typical companies include most multinational companies, U.S. companies with an international presence, or companies that do business outside of the United States.

FIND MORE INTERNATIONAL BUSINESS KEY CAREER INFO

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Competitive Events

Find Your Event

Competition Success

Online Practice Exams

Vocabulary Flipcards

Performance Indicator Flipcards

Video Library

Chapter Name

International Business Plan

The International Business Plan Event involves the development of a proposal to start a new business venture in an international setting. Any type of business may be used.

Career Opportunities

Align Energy

Align Energy is a revolutionary utility-management service that seeks to provide users with the ability to smartly budget their energy expenses. Through the use of an app and website, Align’s interface displays a household’s real time energy usage, showing electricity, water, and gas usage in a logical format that clearly states how much they have spent at any time.

Sample Exams

Exam blueprint.

The chart below shows the number of items per instructional area for the 2023-2024 exams used at the district level, chartered association level and the International Career Development Conference.

EXAM STRATEGIES

The exam blueprint is your best friend.

Use the exam blueprint to focus your preparation efforts. You may prioritize studying instructional areas with the higher number of questions listed the blueprint.

Keep Expanding Your Knowledge

As you advance in competition, exam items become more specialized to the Career Cluster. Therefore, you should start with an understanding of general business concepts in the Business Administration Core and build on the knowledge within the Career Cluster of your competitive event.

Review Your Work

Don’t just take the exam! After you take the exam, compare your answers to the exam’s key. If you incorrectly answer a question, re-read the question, note the correct answer, and then read the descriptive key. The descriptive key explains the correct answer and why the other answers are incorrect. This will also help you understand the performance indicator addressed in the exam question.

Focus Your Efforts Where They Need To Be

Each exam question is linked to an instructional area. For each incorrect answer, tally the instructional area it matches. If you are noticing a pattern of incorrectly answering questions within particular instructional areas, spend more time learning the knowledge and skills within those instructional areas. Spend more time reviewing the performance indicators under those instructional areas.

Form Study Groups

Because there are only seven DECA exams, chances are high that some of your fellow chapters are taking the same exam as you, even if they are in a different competitive event. Use this opportunity to form study groups. You could consider taking the exam together and discussing the questions and answers. You could even divide and conquer to prepare study materials to help understand performance indicators.

Get In The Mode

Recreate the testing scene. Find out from your chapter advisor the setting for your exam during competition. Will you be taking the exam online through an electronic device prior to the competition, or  using pencil and paper on-site during the competition? Find out how long you will have to take the test. Then try to replicate the setting using a practice test and using the same time frame you are given in competition.

Develop a Study Schedule

Make sure to study and prepare on a regular basis. Plan a study schedule and calendar leading up to your competition. Do not study right before you take the test. Instead, concentrate on being calm and confident in yourself when taking the exam.

Test Taking Techniques

When taking the exam, use these general test taking techniques:

• Familiarize yourself with the format.
• Read the question. Think about the answer.
• Read all choices before choosing your answer.
• Eliminate choices you know aren't correct.
• If you get stuck, circle and come back.
• Always take an educated guess.
• If time allows, review your work. ‍

Remain Positive!

Be confident. Refrain from engaging in negative discussions with other members prior to the exam, such as “I’m so nervous – I don’t know if I studied enough.”

Sample Role-Plays

Instructional areas.

Each role-play focuses on a primary instructional area. For each role-play, a majority of its performance indicators will focus on that primary instructional area. The following instructional areas may be used in this event's role-plays.

ROLE-PLAY STRATEGIES

Key elements.

The following key elements are always a part of each role-play scenario. Understanding the format and style of the role-play will help you become familiar, feel comfortable and easily identify the key elements so you can maximize your time developing your solution.

• Participant Role
• Company and Brief Description
• Deliverable
• Instructional Area

Performance Indicators

• Meeting Location

The performance indicators are your guide to a focused presentation! Apply them to the situation because they are always based on a real-life situation. Use industry knowledge that you have researched before competition to supplement what you know about your performance indicators. This helps demonstrate your proficiency.

What's the Ask?

At the end of any role-play situation, you are presented with what the judge is looking for from you. Make sure you address what the judge is asking while incorporating the performance indicators. You will want to wow your judge with your solution while explaining it by incorporating the performance indicators.

Communication is Key

Speak clearly so that the judge can understand what you are sharing with him/her. You have time to talk about your performance indicators within the situation—don’t rush and take the chance a judge didn’t hear you talking about something. Be natural and comfortable in your role in the situation. Nonverbal communication can be just as important as verbal communication. Smile and be confident to help demonstrate your professionalism.

Be Creative and Stand Out

Be calm, be professional and be enthusiastic. Don’t be scared of your competition. There are many creative ways to approach a role-play, and no one way is necessarily right, so focus on adding your own creative twist to what you do. Don’t just have a “Plan A”; exceed expectations by having options for your judge to select from if the situation calls for it. Setting yourself apart through innovation, creativity and quality ideas is the key way to stay in a judge’s mind long after all the competitors have finished presenting. What can you bring to the presentation that no other competitor will show your judge?

Connect with the Judge

Take time to make sure your judge is following your thoughts. You can ask your judge questions to make sure he or she has understood what you have shared. Near the end of the role-play, the judge will likely ask you questions. When you are preparing your presentation for the role-play, you may anticipate what questions the judge may ask. However, if you need a minute to consider the questions before answering, say so in a professional manner. This reflects your respect of his or her position and your desire to share an informed answer.

Speak the Language

When speaking with the judge, be as professional as possible, while still being personable and accessible. This means using accurate industry terminology when the situation calls for it. Do not be afraid to use sophisticated or rich vocabulary—with­out sounding like you’re just trying too hard to impress, because, of course, you still want to be relatable, friendly, and down-to-earth.

Make a Good Impression

Be friendly, make eye contact and give a firm handshake when you first meet your judge. Do not wait for them to introduce themselves; rather, take the initiative. While you might be nervous and feel awkward, taking initiative shows that you truly are mature, confident and comfort­able. Also, adhere to the dress code, because you come across as much more professional if you really do look like a business executive. You may also consider the career area in which you are competing. For example, as a competitor in Apparel and Accessories Marketing, you may want to wear something that will reflect an interest in fashion or a more creative point-of-view, without being outrageous. You want to leave a good impression with the judge, and of course, be rememberable.

WRITE IT LIKE  YOU MEAN IT

Participants in the International Business Plan will prepare a written proposal to start a new business venture in an international setting. It may be a new business or a new product or service of an existing business. Any type of business may be used. The body of the written entry must be limited to 20 numbered pages, including the appendix (if an appendix is attached), but excluding the title page and the table of contents.

WRITTEN ENTRY GUIDELINES

The written entry must follow the specifications provided in the Written Entry Guidelines section of the DECA Guide for the competitive event. In addition to the Written Entry Guidelines, participants must observe all of the standards on the Penalty Point Checklist. These standards are designed to make competition as fair as possible. Additionally, the Written Event Statement of Assurances and Academic Integrity Form must be signed and submitted with the entry.

Sample Written ENTRY

Written entry strategies, content is king.

The written entry is the foundation of your competitive event. It's your outline for your project or plan, and represents your process to achieving your outcome. Choosing the right written event and the right company, event, idea, product or topic is so important, because you want to be passionate about the work you will endeavor in this process. Be thoughtful when making your decisions using some of these key considerations:

• Is there enough data accessible?
• Can I get information I need from the company or about the product, event or idea?
• Are there real people I can engage with or enlist the help and expertise of?
• Is this cutting edge or has the potential to be?

First, But Last

The executive summary is one of the most important parts of your written entry. Not only is it likely to be one of the first parts of your entry the judge reviews, it also provides an overall summary of your entry. It should be dynamic, concise and effectively highlight the main points of your written entry all while including a call to action. Often, it is best to write the executive summary last so that you can identify the most relevant components to include. Some tips for an effective executive summary include:

• Start with a bang.
• Identify the problem solution and opportunity.
• Focus on what makes you stand out.
• Sell don't just tell.
• Include data and finances.
• Use graphics and formatting as appropriate.
• Imagine this is the only thing someone would read.

Review, Edit, Proofread

Once you have completed your written entry, review it against the written entry guidelines and written entry evaluation form to ensure you have addressed each item. If you believe items are missing or need improvement, revisit your written entry and improve those areas. You may also wish to ask consultants to read your written entry against the criteria and provide feedback. Often, that is the best way to determine if your written entry is clearly understood by someone other than you as the project creator(s). In addition, you should edit and revise your written work so that it is well-organized, professional, logical and error free.

Avoid Penalty Points

Penalty points can cause you to lose your chance for advancement quickly! Many times, they can easily be avoided. Some of the most common reasons for penalty points include:

• Not using the current year’s event guidelines.
• All participants or advisor not signing the Statement of Assurances.
• Leaving out sections in the body of the written entry.
• Having too many pages. Double check the number of pages allowed in your written entry.

Give your entry to a trusted advisor or peer to review against the Penalty Point Checklist.

PRESENT WITH PIZZAZZ

The participants will present the project to the judge in a 15-minute presentation. The judge is role-playing a business executive. The presentation begins immediately after the introduction of the participants to the judge by the adult assistant. Each participant must take part in the presentation.

PRESENTATION GUIDELINES

Each participant may bring a copy of the written entry or note cards pertaining to the written entry to use as reference during the presentation. Only visual aids that can be easily hand carried to the presentation by the actual participant(s)will be permitted. The participants themselves must set up the visuals. Wheeled carts, moving straps or similar items may not be used to bring visuals into the area. Set up time is included in the total presentation time. Participants must furnish their own materials and equipment. No electrical power or internet connection will be supplied. Alternate power sources such as small generators are not allowed. Sound may be used, as long as the volume is kept at a conversational level. Materials appropriate to the situation may be handed to or left with judges in all competitive events. Items of monetary value may be handed to but may not be left with judges. Items such as flyers, brochures, pamphlets and business cards may be handed to or left with the judge. No food or drinks allowed. If any of these rules are violated, the adult assistant must be notified by the judge.  

Presentation Strategies

First things first.

Consider your presentation your time to highlight the most important parts of your competitive event. In every case, you're trying to sell the judge that your idea, concept or plan is the best. Start with that in mind, and develop an outline for your presentation. Your ultimate goal is for the judge to choose your presentation. Consult the presentation evaluation rubric in the DECA Guide to ensure that your presentation includes information for all of the scoring criteria. You may also consider visual aids and if you'll use technology — but make sure they are relevant and meaningful to your presentation.

Brand Yourself A Winner

When creating your project and delivering your presentation, you are essentially developing a brand for yourself and your ideas. Make your presentation’s brand attractive and easy for your judge to remember by wrapping it in a strong visual package. Tie together all the elements of your project, from the charts and graphs of your written document, to your slide backgrounds, to the shirt you wear with a signature element, such as a particular color palette or pattern.

Stop, Look, Listen

A great portion of your presentation’s success isn’t dependent on what you say, but how you say it. Like any good speech, the judge may not recall every statistic, market segment or promotional idea that you deliver, but they will remember how you made them feel. That’s where confidence in your delivery comes in. Being excited, nervous and anxious about your presentation can cause your rate of speech to increase rapidly, making your words fly by in a blur. Always remember the power of pause. When practicing your presentation, incorporate pauses into your phrases. This will create a dramatic, ear-catching effect to keep your judge attentive to your presentation, plus it will emphasize important points and information. 

Eye contact is another way to connect with your judge. Locking eyes shows confidence in the points you’re delivering and is another way to keep your judge engaged in your delivery.

A memorable part of your delivery that will greatly affect how your judge feels is your tone of voice. Your tone should vary depending on the subjects you’re covering in your presentation. For example, presenting a charity that your Community Giving Project supports may be most effective with a serious, earnest tone, yet in sharing your creative marketing  ideas for an Integrated Marketing Campaign event, an excitable, vibrant tone would be great for expressing your creativity. No matter what tone you use, make sure you vary your expression. Nothing will lose a judge’s attention more than a flat, boring delivery that gives them no feeling about your topic. 

While relying on your innate ability to “wing it” is never recommended for competition, writing down paragraphs of perfect phrases, word-for-word, doesn’t guarantee that your presentation will turn out trophies either. Note cards are a handy tool to remember specific numerical data and exact quotes, but using them as a crutch for your memory could reduce your confident delivery, especially in form of eye contact with your judges. Instead, commit your presentation to memory as best as possible. If you thought it, developed it and wrote about it, you should be able, with a bit of practice, to present it well. Use your visual aid to help guide your talking points, with illustrations, diagrams or other images to help cue your words. 

Just because you reach your last slide doesn’t mean it’s time to thank your judge, shake hands and flee the room. The time after your formal presentation is crucial for further interaction with your judge. Take this opportunity to clarify parts of your presentation, show more of your personality and impress your judge with an ability to provide thorough answers to any questions they may have. The best way to flawlessly answer these questions is to prepare for them in advance. Use your advisors and peers as practice judges for your presentation, and request that they each ask you at least three follow-up questions to your presentation. You begin to become more confident delivering answers off-the-cuff and will begin to learn the most commonly asked questions of your presentation. Should your judge not immediately ask any questions, ask for them! 

To leave even more of an impact on your judge, provide them with a handout before you walk out the door, such as a brochure or outline. Use this strategy to highlight important takeaway points from your presentation, further brand yourself and your ideas, and keep a presence in front of your judge, even long after your final handshake. Make sure to have a final statement or call to action to show your judge that you’re interested in following through.

INSIGHTS INTO THE INDUSTRY

Industry trends are patterns or current happenings that occur within a specific industry. Keeping up with the industry helps give you a pulse on issues and trends that are affecting the industry. This knowledge can help you develop creative, relevant and timely solutions for your competitive event.

5 Things You Really Need to do when Starting Your Own Business

How to spot the next 500-unit franchise, build a bank relationship before you need a loan, quizno owner could purchase bankrupt group, how founders can manage investor relations during a recession, the major benefits of social media for small business owners, how small businesses are competing for hires, mom and pop stores making a comeback, conquer the competition.

Not only do these interactive competition preparation tools help you expand your industry terminology, understand performance indicators and check your comprehension through exam items, they also help you prepare for DECA competition!

Expand your vocabulary

Broaden your knowledge

Check your comprehension

DECA Direct Online is your source for competition tips and career insights. Check out these articles and more on DECA Direct Online as you prepare for competition.

3 Written Event Competition Tips To Consider

The ultimate written event guide, 4 things you must remember while public speaking, deca goes lean in entrepreneurship.

DECA+ ACCEPTABLE USE POLICY ‍ A DECA+ subscription is required for each DECA chapter wishing to access the resources within the DECA+ site. The login is to be used only by the chapter and its members, and the login cannot be shared beyond the chapter. Under no circumstances may any of the content, including but not limited to exams, scenarios or sample written entries, in whole or in part, or any item within be published or posted on any website. Under no circumstances may any of the content, including but not limited to exams, scenarios or sample written entries, in whole or in part, or any item within be shared or distributed beyond the specific DECA chapter that has purchased the subscription.  Any chapter(s) which violates the DECA+ distribution and use policy will not be allowed to participate in the current school year’s chartered association conference or the International Career Development Conference. If any exams or scenarios are posted on a chapter or chartered association website in way outside of the distribution and use policy, the chartered association will not be eligible to purchase exams or receive scenarios from DECA Inc. for a period of one year for the first offense. Furthermore, further access to DECA+ by the chapter(s) in violation will be prohibited effective immediately for a period of no less than three years.

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Plan to Stash Pollution Beneath the Sea Could Save Money and Jobs

The Italian energy giant Eni sees future profits from collecting carbon dioxide and pumping it into natural gas fields that have been exhausted.

This gas processing plant at Casalborsetti is the focus of the first phase of an ambitious plan to capture carbon dioxide and bury it under the sea. Credit... Maurizio Fiorino for The New York Times

Supported by

By Stanley Reed

Stanley Reed, who writes on energy and the environment, visited Milan and Ravenna to report this story.

• April 4, 2024

Renowned for ancient churches and the tomb of Dante, the 14th-century poet, the city of Ravenna and its environs along Italy’s Adriatic coast are also home to old-line industries like steel and fertilizer. The manufacturing plants are of little interest to the many tourists who help sustain the area’s economy, but these sites employ tens of thousands of people.

The question is: For how long? The factories, like others in Europe, face increasing pressure from regulators to reduce the climate-altering gases that their operations produce. The worry is that rising costs from regulation will force them to close.

“We are very scared about the future of our industries,” said Michele De Pascale, the mayor of Ravenna. “We have to reach this goal to reduce CO2 emissions, but we want to do it without destroying our industries,” he said.

Italy’s energy giant, Eni, which has a large presence in Ravenna, is pushing a plan that the mayor says could help preserve the region’s heavy industries: create an industrial pollution collector.

The company is proposing to construct a network of pipelines to sweep up the carbon dioxide from the sites and store it away in old natural gas reservoirs. It sees this process, known as carbon capture and storage , as a promising new business line that would aid its shift to cleaner activities.

Eni is working on similar plans elsewhere in Europe, notably in Britain, where many mature oil and gas fields offer large volumes of storage potential. There are other carbon capture projects around the world, including in the United States, often aimed at reducing emissions from oil and natural gas production.

The company wants to diversify away from the oil and gas sales that have long been its mainstay, but it faces an uncertain future because of climate change concerns. Eni executives calculate they will have an edge because they can make use of the company’s existing infrastructure like wells and pipelines and redeploy employees.

“It is very easy to reskill or shift people,” said Claudio Descalzi, Eni’s chief executive.

Mr. Descalzi plans to turn carbon capture into a “satellite” company that could attract other investors seeking profits that he forecasts could be about 10 percent a year.

The transition to cleaner energy will succeed only if it spawns sustainable businesses, Mr. Descalzi said. “Otherwise, it will fail,” he added. “Because resources are limited and you can’t burn money.”

Eni has about 50 operating petroleum platforms in the Adriatic Sea off Ravenna, beyond lagoons dotted with flamingos. With production falling, Eni plans to pump carbon dioxide into the depleted gas reservoirs, which will act as giant sponges for the waste gas.

The company is spending about 100 million euros on modifications designed to remove about half the carbon dioxide emanating from a gas processing plant in nearby Casalborsetti. Work is largely complete, and Eni plans to begin sending the carbon dioxide through a new well into a gas field about 12 miles offshore and 10,000 feet below the seabed soon.

If this first phase goes smoothly, Eni will move to a much larger plan, initially costing as much as €1.5 billion, that will hook up factories and other large polluters in Italy and perhaps even France, to eventually draw as much as 16 million tons of carbon dioxide a year for burial.

Just as oil experts use powerful computers to crunch data into three-dimensional images to figure out how to efficiently extract gas from the ground, they are now using similar techniques to model how to safely inject carbon dioxide into porous rock.

Launching carbon capture projects, though, is proving a grind — an indication of how challenging the energy transition may be as countries shift from some of the easier areas to clean up, like electric power, to more difficult sectors like cement and steel.

Carbon capture needs to account for 8 percent of cumulative emissions reductions if the world is to achieve net zero by 2050, according to the International Energy Agency, an intergovernmental organization. Yet to be on track, the volume of stored carbon dioxide needs to jump twentyfold by 2030, to one billion tons a year — “a very ambitious undertaking” said Carl Greenfield, an analyst at the agency.

Polluters are struggling to evaluate whether it is worthwhile spending tens or even hundreds of millions to retrofit their plants. “They don’t have even the expertise to understand which is the best technology,” said Guido Brusco, Eni’s chief operating officer of natural resources.

But pressure from customers and taxes on carbon are pushing businesses to look seriously at carbon capture projects. Some analysts forecast that the European Union’s carbon tax will soar well above €100 a metric ton in future years, making proposals like Eni’s, which Mr. Brusco says will cost less than €80 a metric ton on average, an easier sell.

Andrea Ramonda, chief executive of Herambiente, which burns municipal waste to produce energy, is weighing the pros and cons. He figures that building what he calls a “washing machine of gases” at the plant could mean roughly doubling the €110 per metric ton that it now costs customers to to burn their garbage.

“We have to be very prudent” when managing the money of citizens, he said.

High costs and other obstacles mean that these proposals tend to require government backing, at least in the early stages.

“At the end of the day, you have to have some sort of government support,” said Bassam Fattouh, director of the Oxford Institute for Energy Studies, a research organization. “Otherwise, many of these projects will not be realized.”

The British government has for years backed work by Eni, including a plan to clean up emissions around Liverpool and Manchester in northwest England. As part of the project, known as HyNet North West, Eni would build and manage a 40-mile pipeline for collecting carbon dioxide from factories and other polluters in the area and pump the gas into wells beneath Liverpool Bay. Eni says it has reached a preliminary agreement with the British government to receive a guaranteed profit.

“We’re backing this industry with £20 billion,” Martin Callanan, Britain’s minister for energy efficiency and green finance, said in an emailed statement.

Negotiations with the Italian government are less advanced, although Eni executives hope Italy will copy Britain’s approach. Vannia Gava, Italy’s deputy energy minister, recently visited the Ravenna project and said afterward, “This is an enormous opportunity for Italy.”

Eni and other operators of carbon capture systems are targeting large emitters like cement and fertilizer plants that analysts say lack options to clean up their operations.

Heidelberg Materials, for instance, operates a large cement plant at Padeswood in Wales that it wants to tie into the Hynet pipeline. Simon Willis, chief executive of the company’s British business, said about 60 percent of the plant’s substantial emissions came from a chemical reaction in the cement-making process.

“There is nothing we can do about that other than collect it and store it,” he said.

Even some environmental groups are inclined to give carbon capture at least a lukewarm pass as long as it is not a means of prolonging the use of fossil fuels.

“If CO2 release to the atmosphere is otherwise inevitable from an industrial installation, then it is better to capture it,” said Doug Parr, chief scientist of Greenpeace UK.

Stanley Reed reports on energy, the environment and the Middle East from London. He has been a journalist for more than four decades. More about Stanley Reed

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Economy | SFO demands different route for new Oakland…

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Economy | sfo demands different route for new oakland international airport name, new moniker adds san francisco to the oakland airport name.

OAKLAND — A plan to rename Oakland International Airport and include San Francisco in the name has drawn flak from its bigger Bay Area rival, marking an unusual conflict among the region’s aviation hubs.

San Francisco Bay Oakland International Airport would be the new name for the East Bay travel complex , according to the plan proposed by the Port of Oakland, which operates the airport.

The proposal has prompted San Francisco International Airport to say it is worried about the plan for a new moniker.

“We are deeply concerned about the potential for customer confusion and disservice that could result from this proposed renaming,” said Ivar Satero, director of San Francisco International Airport. “We anticipate the new name being considered by the Metropolitan Oakland International Airport will cause confusion for the public, either through a misunderstanding of its physical location or its perceived relationship to SFO.”

“SFO has operated since 1927 and has used the name ‘San Francisco Airport’ or ‘San Francisco International Airport’ for most of its history, making it immediately recognizable to customers,” Satero added.

The airport is not actually in the city from which it derives its name. SFO is located instead in San Mateo County, south of San Francisco. And East Bay aviation officials say a new name would help bolster the profile of the Oakland travel hub.

“The Port of Oakland is considering a name modification to boost inbound travelers’ geographic awareness of the airport’s location on the San Francisco Bay,” said Barbara Leslie, president of the Port Commission.

In 2023, San Francisco International Airport handled slightly fewer than 50.2 million passengers, up 18.7% from 2022. Oakland International Airport, meanwhile, handled 11.24 million passengers last year, up just 0.8% from 2022.

“This will protect our airport’s over 30,000 good-paying, direct jobs and $1.6 billion in economic impact on the region,” Leslie said of the name change.

At least one airline says it backs the name change.

“Oakland helped put us on the map in California,” said Jennifer Bridie, director of marketing communications and strategy for Southwest Airlines. “We’re wholeheartedly supportive of this rebranding.”

The Port of Oakland Commission is slated to consider the name change at an April 11 meeting. The airport will retain its aviation code of OAK, regardless of the fate of the proposed name change.

The East Bay airport wants to be certain that passengers are aware it is near an array of destinations in the Bay Area. The lower profile of the airport has made it tougher for the travel hub to retain routes that it attracts.

From July 2008 to March 2024, Oakland added 54 new routes. Of these, 39 were lost. Six destinations that pre-dated mid-2008 were also lost.

“Market research and interviews with airline partners have shown that routes have not performed as well as they should have due to the lack of geographic awareness, making air carriers reluctant to sustain and add new routes in Oakland,” Port of Oakland Interim Director of Aviation Craig Simon said.

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$200 million Landmark Beach Resort in Nigeria set for demolition in coastal highway plan

The Lagos State government plans to demolish a section of the renowned Landmark Beach Resort to make room for the construction of the 700-kilometer Lagos-Calabar road project.

• Lagos government plans to demolish a section of the renowned Landmark Beach Resort to make room for the construction of the 700-kilometer Lagos-Calabar road project.
• Paul Onwuanibe told CNN that he received a demolition notice in late March, instructing him to vacate his multimillion-dollar beach resort within seven days.
• Valued at over $200 million, the Landmark site is home to over 80 businesses and provides more than 4,000 direct jobs. It also generates over 2 billion naira ($1.5 million) in annual tax revenue.

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Nigerian Business mogul, Paul Onwuanibe told CNN that he received a demolition notice in late March, instructing him to vacate his multimillion-dollar beach resort within seven days before it would be demolished.

Onwuanibe had obtained the land in 2007 before the plans for the coastal highway were drawn up and felt a mix of emotions after receiving the demolition order, which also urged him to file compensation claims.

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As per the notice, sections of the property marked for demolition include the Beach Resort, Kids and Bay Arena, Members Area, and Lagos Beach Club, as they encroach within the Right of Way of the proposed road project by 50 meters.

Landmark site

Valued at over $200 million, according to Onwuanibe, the Landmark site is home to over 80 businesses and provides more than 4,000 direct jobs. It also generates over 2 billion naira ($1.5 million) in annual tax revenue.

Onwuanibe said foreign and local investors in Landmark Group were now threatening to pull out if the beach resort, which includes a mini golf course, a beach soccer field as well as a volleyball and basketball court, is removed.

“Without the beach, the entire ecosystem is at risk and is severely damaged,” he said, adding: “I have had widespread panic calls from my international and local investors as well as local debt providers threatening to pull the plug as they think this is material to our survival as a business.”

The new coastal road

Approval for the new coastal road was given on February 27 by the federal authorities, according to presidential aide Temitope Ajayi.

The first part of the 1.06 trillion naira ($841 million-plus) highway will be built on Victoria Island, and will run through a total of nine coastal states in Nigeria,

Environmentalists argue that while the coastal road project promises economic benefits, it also presents significant environmental challenges.

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A Delta passenger is calling on the airline to change its policies after she says she was escorted off a flight for not wearing a bra

• Lisa Archbold says she was escorted off a Delta Air Lines flight for not wearing a bra.
• She said a gate agent told her it was "offensive" and "revealing."
• Gloria Allred, her attorney, is calling for a meeting with Delta to discuss a change in policy.

A Delta Air Lines passenger who says she was escorted off a flight for not wearing a bra is calling on the carrier to change its policy.

Lisa Archbold was due to fly from Salt Lake City to San Francisco when airline staff, she said, took issue with her clothing — a loose white T-shirt.

The incident was in January and received some media attention, but Archbold now has legal representation. Her attorney is Gloria Allred , who has been involved in several high-profile women's rights cases — including representing women who accused Donald Trump and R. Kelly of sexual misconduct.

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In a recent letter to the airline's president, Allred said Archbold wasn't questioned when she boarded the plane but was later escorted off the flight by a Delta gate agent.

Archbold said the employee told her that her outfit was "offensive" and "revealing." She was allowed to reboard the plane after putting on a button-up shirt she had tied around her waist.

"I was targeted and humiliated," Archbold said in a statement . "It felt like a scarlet letter was being attached to me."

She added: "I wore the same clothing any man might wear. I also have a chest smaller than many men on that flight. Where does Delta draw the line?"

In her letter, Allred questioned how wearing a T-shirt without a bra aligned with Delta's policy that removal could be necessary if a person's clothing caused "an unreasonable risk of offense or annoyance."

She requested a meeting with Delta's president, Glen Hauenstein, to discuss a practical solution.

A Delta Air Lines spokesperson told Business Insider that the airline had contacted the customer with an apology.

This isn't the first time a woman has been taken off a flight after somebody took issue with her clothing. In 2019, an American Airlines passenger was told to wrap a blanket around her.

Watch: While Delta's business is 'extremely robust,' the airline's marketing chief stays focused on the data

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