This in-depth case study from Andreas Seeringer, Former AICGS Fellow and current Consultant at TDAlliance, examines the strategies undertaken by multinational enterprises in an increasingly globalized world. These organizations must take into account the differing environments and domestic structures of foreign countries when attempting to expand their reach into new areas. The political decisions of leaders abroad could have serious implications for these organizations seeking a footprint outside of their domestic markets.
Mr. Seeringer looks at examples from the U.S., Germany and the EU to examine how such organizations adapt to different climates when expanding abroad, as well as how their policies and decisions must be altered to fit within the framework of unfamiliar, non-domestic environments.
The views expressed in this case study are solely those of the author and do not necessarily reflect the opinion of AICGS, its staff and contributors.