By extensively analysing Expatica's business model and targeted audience, we proposed a series of actions that the firm could undertake in order to consolidate its existing market share and take advantage of several business opportunities in order to extend its roots in today's highly competitive and dynamic international context

1. Lia Kristianti
Katelyn Sharratt
Yulin An
Elena Pette
Marco Cersosimo

2. Introduction

3. Key problem
Inability to
respond to or fulfil
the needs of its
target market

4. Causes
Liabilities of smallness
Centralized decision making
process
Liabilities of foreignness
Lower quality
No R&D
investments

5. Symptoms
NO
differentiation
in revenue
resources
Sensitive to
fluctuations
in advertising
budgets
Negative
results
Failure of
products
Lack of
Competitive
Advantage
Decreasing
Demand &
Increasing
threats of
competitors

6. Option 1 – Solitary expansion
Existing
products
International
High amount of
resources4 stages

7. Opportunities
Diversify
risks
Developing
countries
Dynamic
targets

8. Challenges
Dispersion of resources
Greater control and
coordination needed
Difficulties attracting
international players
Opportunity cost of
internalizing

9. Option 2 – Consolidate

10. Opportunities
RESOURCES

11. Challenges
Market
Share
Revenues

12. Option 3 – Strategic Alliances
“If you think you can go it alone
in today’s global economy, you
are highly mistaken.”
- Jack Welch, CEO of General Electric

13. Opportunities

15. Revenue

16. Challenges
Finding the

17. Why?
Innovative,
Quality
Products
Meeting
Markets’
Needs
Sustainable
Competitive
Advantage
Internationalization as an outcome of strategic alliances
(Freeman et al., 2010)

18. Implementation Plan

19. Partner Selection Process
Assess internal & external capabilities
Determine which products should be
outsourced & internalized
Identify the right partners
Form alliances with partners
1
2
3
4

20. Gantt Chart

21. Backup plan

22. References
Freeman, S., Hutchings, K., Lazaris, M., & Zyngier, S.
(2010). A model of rapid knowledge development: The
smaller born-global firm. International Business Review,
19(1), 70-84.
Gottfredson, M., Puryear, R., & Phillips, S. (2005). Strategic
sourcing. Harvard Business Review, 83(2), 132-139.
Quélin, B., & Duhamel, F. (2003). Bringing together strategic
outsourcing and corporate strategy:: Outsourcing motives
and risks. European management journal, 21(5), 647-
661.