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Svetlana Volis

Globalization is no longer a concept but a bleak reality that almost all firms, large and a small, face. Firms that want to survive in the 21st century must meet this all encompassing force that pervades every part of business. In a large variety of industries from automobiles to food and clothing, firms face the pressures of global competition at home as well as in international markets. Choosing not to participate in global markets is no longer a choice. All firms, apart from of their size, have to ability strategies in the broader context of world markets to anticipate, respond and adapt to the changing configuration of these markets.

Navigating global waters productively and establishing way to guide the firm in a more and more confused world environment is a key challenge in front of today's managers. To date, this has largely been perceived as the purview of large multinationals with varied far-flung operations in all parts of the global market. Of type importance is the need to remain responsive to local markets, while at the same time achieving global efficiency through integrating and coordinating operations across planet markets and allow for the move of learning from operations in one part of the globe to another.

For big multinationals with skill in plying global waters, this orientation is not lost. However, the conclusions and implications do not apply to firms with limited experience in international market who are just start to target customers in other countries and learning how to build operations in these markets. Today, a rising number of small and medium firms are going international and their concerns are obviously different from those of well-known multi-nationals.

Firms at first entering international markets will be more worried with learning about international markets, selecting an appropriate ground to

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