International strategy: do a Dyson, not a Tesco

There are -

Very few options for international development typically

An enormous number of options usually

Only a few favourite countries so focus on them

There are quite a lot of options but only a few options worth taking seriously

Once you have identified an attractive country -

Always begin by exporting

Start-ups are too slow - so acquire

Export only in the last resort, best to start up there

Look at all the options without misconceptions

Re timings -

You should never roll out your strategy very quickly

Even if you cannot quite make a precise plan of the timings it is good to have thought of the overall shape of it and scenarios

An Emergent Strategy is really the best way almost every time

It is always best to go all out and attack a lot of countries at once - the advantage of surprise

Country attractiveness actually really means -

How congenial the place is to live in and work in

The amount of Government subsidy available

Its economic and market growth, the intensity of competition, and its general stability

The crime rate

The liability of foreignness is about -

Often foreign in many countries is associated with inferior

The logistic lines back to the home country are inevitably long so overseas customers are suspicious of after sales service

As English seems to be spoken almost everywhere we British are not the best linguists and come over as foreign

There are inevitable, cultural differences when selling and servicing an overseas country so this produces inevitable resistances

In exploring international opportunities the best starting point is to map as a matrix -

Countries against the competitive intensity

Countries against remoteness from the UK

Countries against the probable timing of the strategy roll-out

Countries against the different how strategies

In evaluating options the best approach is to -

Just go on the financial projections

Go on the gut feel - which is usually right

Score the options quite systematically against some pre-defined criteria

To do a vote on them

The disappointment faced by Tesco in the US was mainly due to -

It is too far away from the UK

It did not define the critical success factors and really test whether it could meet them or not

It did not hire local top management

The store look was just wrong

Dyson succeeded in the US because -

It sold all over the US

It discounted the US price

It has a natural brand appeal as it was a quirky British invention

It had good distribution

Where you attack an overseas country -

After a while they usually recover by diversifying elsewhere

They do not know what has hit them and typically do little or nothing

They do not actually see where it is coming from as they are mainly aware of some loss of market share

They may well counter-attack you there, or even in your home country

International strategy: do a Dyson, not a Tesco

There are -

Once you have identified an attractive country -

Re timings -

Country attractiveness actually really means -

The liability of foreignness is about -

In exploring international opportunities the best starting point is to map as a matrix -

In evaluating options the best approach is to -

The disappointment faced by Tesco in the US was mainly due to -

Dyson succeeded in the US because -

Where you attack an overseas country -

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