1. Identification of issues:
   

Having felt that the overseas market would help the company’s product capture additional customers and obtain the market exposure across the different regions of the world, TopDog is considering taking the option of venturing into the global market. This emanates from the view that the company might lose its competitive edge over the other companies operating in the same industry. Nonetheless, what TopDog does not know is whether it is ready to go global or just focus on the domestic market until it becomes fully established.

1. Problem Identification statement:

To go global or not to go global: Some section of the TopDog management feels it is the right time for the company to venture in the overseas market and leverage on the benefits of going global. This section led by Samantha Jenkins is of the idea that going global is necessary. The other part feels that TopDog is not ready for expansion. They argue that the company having not been fully established in the domestic market does not have the capabilities and the capacity to venture and survive in the global market.

1. Development of Alternatives to Address the Problem Statement:

One of the key partners, Ari Weiner, is of the idea that even though TopDog is not ready to take its full operations overseas, global expansion of some kind is necessary. Nonetheless, Weiner is not sure of the best approach that the company should undertake to enter and survive in the worldwide market. In this regards, he has to consider some suggestions from other partners to help the company settle for the best option.

4. Evaluation of Alternatives and Recommend One:

Three alternatives have been suggested. The first option, setting up small foreign offices and staffing them with local people is expensive. Besides, it would involve numerous complexities ranging from language and cultural differences to legal and regulatory disputes. The second alternative is establishing alliances or joint ventures. Other than being expensive, this option would involve lengthy negotiations. Besides, TopDog might lose control over the operations. The last suggested option is strategic licensing. Due to the low cost involved and lack of numerous complexities, TopDog should consider this option.

5. Implementation Plan of Chosen Alternative:

For TopDog to enter and survive in international marketing, the company should consider using the strategic licensing approach. This approach will entail licensing the company’s software products to already established companies in the overseas markets. Through the Licensing strategy, TopDog will permit these other established companies in the foreign market to produce and offer its product at a specified payment.

6. Evaluation of Chosen Alternative For Effectiveness:

Through the strategic licensing strategy, TopDog will be able to achieve a “reverse flow” of technology. Besides, this strategy will not only allow the company a quick, easy entry into foreign markets but will also let it jump border and tariff barriers. In the end, TopDog will be able to capture additional customers and obtain market exposure across the different regions of the world.

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