This paper discusses the internationalization prospect for a major Danish medical devices producer with the aim to identify the internalization possibilities in Eastern Europe compared to the current production facilities that the producer has in Western Europe and apply these differences to the company from a strategic perspective as well as proposing a way to implement the internalization to optimize company processes. The Abena Group, being one of the largest Danish producers within the industry, experiences fierce competition as most other companies in the competitive medico industry where growth nowadays comes from being a company with activities abroad and a fundamental understanding of not only ones own strategy, but also the competitors’. The report addresses the competitive factors that the Abena Group is under in terms of transforming the companys production for the future market where cost control and ressource optimization are key components to securing the company success and to secure a competitive advantage. The analysis and assessment of the company possibilities to move certain parts of the organizations production is therefore a considered approach to seek economies of scale and following a carefully proposed recommendation to the company about the strategic measures, the outlook of the actual transformation in the Eastern European market takes international project management into consideration to propose how the transformation of the production can be accomplished. The process of internationalization aspects comes from the theory around the Uppsala-model (Johanson & Vahlne, 1977, 2009) and nearby markets as well as entry modes concerning the trade-off-model (Hill et al., 1990) and possible sourcing through gradual internalization (Petersen et al., 2010). These, amongst other, leads to the project terms concerning the foundation for the project completion through the Logical Framework Approach (Sartorius, 1991) and the structure of teams in projects (Christiansen & Kreiner, 2011) as well as risk management through a risk register (Köster, 2010). The paper therefore reflects on a wide portfolio of theories that, when combined, can propose a very thought through analysis that considers most aspects of the internationalization and project perspectives. As a stance, the Eastern European markets in Poland, Czech Rep. and Hungary all have long traditions in outsourcing and subsidiary terms, which makes them potential candidates and the fact that the Abena Group has a distribution center in the western part of Poland is another term that requires consideration when choosing the right market for the company’s production to be relocated to as it’s not easily rectifiable once the transformation has been either partially or fully completed. 4 Furthermore, it is evident that in order to submit a proper recommendation to the Abena Group about the company’s internationalization possibilities, a theoretical framework will be applied to the research to have a certain top-down view of the process with the extended amount of theory included in the paper as a whole.
|Uddannelser||HD International Business, (HD uddannelse) Afsluttende afhandling|