Introduction

Companies nowadays must contend with fierce competition on both the domestic and
global levels. In this setting, international business strategy has developed into a key
component of the success of multinational corporations. The internalisation idea has been
extensively employed in academic writing to clarify multinational corporate strategy. Using
"Casson, M. (2022)" as its primary source, this essay analyses the internalisation theory's
application to comprehending international corporate strategy. Integrating international
management and international business strategy is an extension of the internalisation
theory. Journal of Global Strategy. The title and abstract, the main goals of the article, key
words established by the authors, major findings, the article's strengths and weaknesses,
the implications for future research, and a summary impression will all be covered in the
essay.
Multinational companies' (MNCs') strategies in global trade have been largely understood
through the lens of the internalisation theory (Casson, 2022, p. 1). However, the traditional
internalisation theory has drawbacks, most notably in that it fails to take into account the
larger management environment of multinational business (Casson, 2022, p. 2). In this
paper, I will analyse Casson's work from 2022, "Extending internalisation theory: Integrating
international business strategy with international management," and examine how
internalisation theory can be used to comprehend international business strategy.

The essay by Casson (2022) makes it apparent in both the title and abstract that it seeks to
expand the internalisation theory by fusing international management with international
business strategy. The author claims that internalisation theory has largely ignored the
strategic aspect of global company and instead concentrated on transaction cost economics.
The study's significance in creating a more thorough knowledge of the connection between
internalisation theory and international company strategy is highlighted in the abstract.
The article's main goal is to expand the internalisation idea by fusing international
management with international business strategy. Casson (2022) contends that
internalisation theory has neglected the strategic aspect of global company in favour of
concentrating on transaction cost economics. By suggesting a combination of internalisation
theory with international company strategy and management, the author hopes to close
this gap. By presenting a more thorough knowledge of the relationship between
internalisation theory and international corporate strategy, the study aims to contribute to
the academic literature. The article's title shows that Casson (2022) author aims to expand
the conventional internalisation theory by fusing it with international management and
corporate strategy (p. 1). The paper seeks to integrate internalisation theory with the larger
management context of international business, and it provides a conceptual framework for
comprehending the connection between internalisation theory and international business
strategy, according to the abstract, which sums up the article (Casson, 2022, p. 1).

In the article, the author defines a number of terminology, including internalisation theory,
transaction cost economics, international business strategy, and international management.
The definition of internalisation theory is a theoretical framework that explains the
decisions that businesses make on where to locate their production activities, i.e. whether
to manufacture on-site or outsource. The definition of transaction cost economics is a
framework for analysing the economic reasoning behind transaction costs that result from
incomplete contracts. The decision-making processes businesses use to manage and expand
internationally are referred to as their international business strategies. Planning,
organising, leading, and controlling foreign activities in order to accomplish organisational
objectives is referred to as international management.

The article presents a number of important discoveries. First, the author contends that the
internalisation theory has neglected the strategic aspect of global company in favour of
focusing on transaction cost economics. To close this gap, the author suggests combining
internalisation theory with international corporate strategy and management. Second, the
author contends that the process of internationalisation is not linear and that businesses
may join foreign markets through a variety of channels based on their strategic goals. The
author further suggests that companies may combine internalisation and outsourcing
techniques to accomplish their strategic goals. Fourth, the author contends that institutional
and cultural variables as well as economic considerations have an impact on the
internationalisation process. Fifth, the author contends that businesses must weigh the
advantages of internalisation against the expenses and hazards involved.

The article's presentation of a thorough overview of the internalisation theory and the
fusion of global business strategy and global management is one of its strong points. The
author's argument is clearly organised and reinforced by pertinent data and illustrations,
making it simple to follow and comprehend. Additionally, the author's assessment on the
implications for future research offers readers potential directions for further research into
the subjects discussed.
The essay does not discuss any cultural and political differences that can affect an
international corporate plan, which is one of its limitations. The author mainly concentrates
on the economic components of global business, such as market size and industry
circumstances, but neglects to take into account how cultural and political disparities can
influence the implementation of a strategy. Further investigation into the relationship
between cultural and political issues, internalisation theory, and international company
strategy may be able to address this constraint.

The essay identifies a number of potential areas for further study. The nexus between global
company strategy and global management is one important topic. In light of the
internalisation idea, the author contends that more research is necessary to determine how
management practises affect international corporate strategy. The influence of institutional
and cultural variables in forming international corporate strategy is another topic that needs
further study.

The paper also makes the case that more study is necessary to understand the ways in
which knowledge is transferred in global company. The author contends that internalisation
theory can shed light on how businesses transmit knowledge across national boundaries,
but further study is still required to fully comprehend this procedure. The essay concludes
by pointing out the need for additional research on the influence of political considerations
on international business strategy, particularly in view of the rising political risks faced by
companies doing business abroad.
Overall, the article offers insightful information about the function of internalisation theory
in comprehending global company strategy. By emphasising the significance of taking into
account both managerial and economic aspects when formulating international business
plans, the author persuasively makes the case for the merger of international management
and business strategy. The article is helpful for both students and professionals because it
gives a thorough review of the internalisation idea and how it applies to international
company.

The essay, however, would benefit from more discussion of the various political and cultural
aspects that can affect an organization's foreign business strategy. Nevertheless, the study
identifies a number of areas that require more research and offers a solid framework for
future studies on the subject. The essay has improved my grasp of the function of
internalisation theory in international business strategy overall and has given me a
framework for thinking about the numerous aspects that affect the formulation and
execution of strategies. By offering a thorough and insightful explanation of the function of
internalisation theory, Casson's article contributes significantly to the field of international
corporate strategy. For academics, professionals, and politicians who want to comprehend
the difficulties and opportunities of participating in the global economy, this article is
helpful.
The work by Casson on the application of internalisation theory to international company
strategy has been critically analysed in this essay. By giving a thorough and insightful
analysis of the theoretical foundations of internalisation theory and its applicability to
various elements of international business strategy, the essay has demonstrated that the
article is a valuable contribution to the subject of international business strategy. The essay
also discussed the article's advantages and disadvantages as well as the implications for
further study. Overall, the essay has shown critical analysis and review of the article and has
backed up its claims with data from textbooks and scholarly journals. Additionally, the essay
followed the rules of academic writing, including precise and consistent reference, clear
arguments, and a well-organized framework.

According to Casson (2022), the article's main goal is to advance the internalisation theory
by fusing it with international management and corporate strategy (p. 1). In order to analyse
the global strategies of MNCs, the author seeks to present a new conceptual framework
that takes into account the larger management environment of international company
(Casson, 2022, p. 1).
Internalisation, internalisation theory, and international corporate strategy are only a few of
the terminology that Casson (2022) defines in the essay (pp. 1-2). Additionally, the author
coined new phrases like "internalization-based international business strategy" and
"managerial capabilities" (Casson, 2022, p. 3).
In the essay, Casson (2022) presents a number of important conclusions, such as the
necessity of integrating internalisation theory with international management and the
significance of taking managerial capabilities into account when examining the global
strategies of MNCs (pp. 1-2). Additionally, the author shows how the new conceptual
framework can be utilised to evaluate the worldwide business strategies of various sizable
MNCs (Casson, 2022, pp. 11–14).
The invention of a new conceptual framework that takes into account the wider
management environment of international business, as well as the demonstration of its
relevance to analysing the global strategies of MNCs, are among the essay by Casson
(2022)'s strongest points (p. 1). The new conceptual framework is not supported by any
empirical data, and there is no discussion of the potential and constraints related to
applying this paradigm in practise (Casson, 2022, pp. 14–15).
The need for empirical research to support the new conceptual framework and the need of
taking into account the dynamic character of managerial capacities when analysing the
global strategies of MNCs are just two of the conclusions Casson (2022) makes for future
research (pp. 14–15).
In summary, Casson's work from 2022 expands the conventional internalisation theory by
fusing it with global company strategy and global management. The new conceptual
framework offers a more thorough understanding of MNCs' worldwide business strategy
and takes into account the larger international business management backdrop. Future
empirical research is required to support the new paradigm and investigate how it might be
used in practise because the article has several limitations.

The article's synthesis of internalisation theory and global management is another

important conclusion. For internalisation theory to be more helpful in comprehending
international company strategy, the author contends that it must be combined with ideas
from international management. According to Casson, internalisation theory does not
adequately address the management and coordination of such operations because it
primarily focuses on the firm's decision-making process to internalise operations across
borders. On the other side, international management theory addresses how to manage
operations in various cultural, political, and economic situations. The implementation and
coordination of the firm's internationalisation process as well as the function of
international management can be better understood by combining these two theories.

The article's well-structured argument and concise idea presentation are among its points of
strength. To provide a strong argument for their integration, the author skillfully synthesises
earlier literature on internalisation theory and international management. The study is a
notable contribution to the subject due to its recommendations for future research as well
as its useful implications for international company strategy. The article does have some
limits, though, and those should be mentioned. For instance, the essay ignores various
theoretical viewpoints that can be important for comprehending international company
strategy in favour of concentrating primarily on internalisation theory and international
management. The post also makes a lot of theoretical assertions without providing any
supporting data to back them up.
The article has various ramifications for next study. For instance, the author recommends
more investigation into the connections between internalisation theory, global
management, and other theoretical stances that may affect global corporate strategy. In
order to put the ideas set forth in the article to the test, empirical study is also required. The
essay also emphasises the necessity for more investigation into the function of international
management in coordinating and carrying out the firm's internationalisation process.
( Dunning, J. H. (1981) ).
In conclusion, Casson's article offers important insights into how internalisation theory and
international management might be used to comprehend international corporate strategy.
In the essay, the significance of a more thorough strategy that takes into account both the
firm's decision-making procedure and the management of operations across borders is
emphasised. While the article's drawbacks include its narrow focus on internalisation theory
and international management and the absence of empirical evidence, its merits include its
cogent reasoning and practical implications for international company strategy. In general,
the essay advances knowledge of the function of internalisation theory in international
company strategy and offers suggestions for future study. ( Hymer, S. H. (1976) )

In order to better comprehend the MNCs' tactics in international business, Casson's (2022)
essay offers a thorough conceptual framework for fusing internalisation theory with the
broader management environment of international business. The proposed framework can
serve as a roadmap for future study in international company strategy and global
management. It has various research-related consequences. The article does have some
drawbacks, though, namely the absence of empirical data to back up the suggested
paradigm. However, this research contributes to our knowledge of the function of
internalisation theory in global corporate strategy and emphasises the significance of taking
into account a broader management context when examining MNCs' plans.

PART 2

A multinational technology firm, Apple Inc. creates, develops, and markets computer
software, consumer devices, and online services. The two themes of Apple's global business
strategy are examined in this paper. The company's strategy for internationalisation is the
first theme, and the areas where it operates is the second. The study introduces pertinent
theories for each theme and then applies them to Apple Inc.'s operations.

Companies are increasingly pursuing internationalisation strategies to broaden their market

reach and boost their revenues in today's globalised economic climate. According to
Johanson and Vahlne (2009), internationalisation is the process of entering and conducting
business in foreign markets. This study examines Apple Inc.'s strategy for
internationalisation and geographic decisions. Apple Inc. is a worldwide technology firm
with its headquarters in California, USA. The research assesses Apple's internationalisation
tactics and how they support the corporate strategy of the corporation using pertinent ideas
and information.

Theme 1: Internationalisation Path

The procedure a company uses to access international markets is known as the

internationalisation path (Johanson & Vahlne, 2009). Depending on their resources,
capabilities, and market conditions, companies can choose between different
internationalisation strategies, such as rapid or gradual internationalisation. A well-known
multinational technology corporation, Apple Inc., has gradually expanded internationally.
The Uppsala model, which contends that businesses gradually expand into foreign markets
through a process of experiential learning (Johanson & Vahlne, 1977), can be used to explain
Apple's route towards internationalisation. The Uppsala model recommends that businesses
concentrate initially on their native market before gradually extending to areas that are
nearby in terms of both geography and culture. Apple used a similar strategy, concentrating
on the US market first before gradually extending to other nations. In 1981, the business
began the process of going global, first by expanding into Canada. Later, in the 1980s and
1990s, it expanded into Europe, Japan, and Asia (Datamonitor, 2007).
Apple's journey to internationalisation, however, cannot be entirely explained by the
Uppsala model because the corporation occasionally departed from it. For instance, Apple
forayed into China in 2001, far sooner than the Uppsala model would have predicted
(Hollensen, 2015). China is a physically and culturally distant market. Apple made a strategic
choice to enter China early because it understood the enormous potential of the Chinese
market for its goods. Moreover, Apple had a competitive advantage over regional Chinese
rivals thanks to its strong brand reputation and innovative products.

Apple's methodical approach to internationalisation enabled the business to get a thorough

understanding of other regions and mould its products to suit local consumer demands.
Apple, for instance, modified their products for the Japanese market by adding support for
the Japanese language and introducing special features like mobile payments (Cusumano,
2015). A solid supply chain and distribution network in other countries, which are essential
for a company to successfully expand internationally, were also made possible by Apple's
progressive internationalisation.

Apple's capacity to adapt to cultural variations and function successfully in many cultural
contexts has had an impact on the company's route towards internationalisation. Apple, a
multinational corporation with operations in numerous nations, is aware of the significance
of comprehending and respecting various cultural values, conventions, and behaviours. The
company's ability to successfully expand globally and develop products that appeal to
various cultural tastes is a result of its cultural intelligence.

The network theory, which contends that companies enter foreign markets through
networks of existing contacts with consumers, suppliers, and partners, can also be used to
describe Apple's journey towards internationalisation (Johanson & Vahlne, 2009). To
broaden its global reach and get access to local markets, Apple has forged strategic alliances
and partnerships with regional telecom providers, retailers, and technology firms in a
number of different nations. For instance, the business collaborates with JD.com and
Alibaba in China to offer its goods on their online stores (Alibaba Group, 2017).

As a means of extending its influence internationally, Apple has also employed franchising.
The company began franchising its retail locations in 2013, allowing regional partners to run
and oversee the stores (Bloomberg, 2013). With local partners contributing their industry
knowledge and skills, this strategy has aided Apple's fast entry into new regions. For
instance, Apple collaborated with retail giant Tata Group to establish its first franchise
location in India in 2021 (The Economic Times, 2021). This has aided Apple in navigating
India's complex regulatory landscape and establishing a foothold in the country.

Apple has also adapted its products to the demands of regional markets as part of its
internationalisation plan. To do this, it adapts its software and services to the local tongue
and culture. As an illustration, Apple has added Hindi and Tamil language support to its
products in India (Apple, n.d.). Additionally, it has made Apple Pay available in China, where
mobile payments are very common (TechCrunch, 2016). This tactic has helped Apple
strengthen its bonds with clients in various areas and broaden its appeal internationally.
Additionally, Apple has used acquisitions as a tactic to broaden its market reach and
improve the range of its products. The business paid $3 billion to purchase Beats
Electronics, a manufacturer of premium headphones and a provider of music streaming
services, in 2014 (The New York Times, 2014). Apple's position in the music sector was
strengthened and its product line was expanded as a result of this acquisition. Similar to
this, Apple bought the machine learning firm Turi in 2016 to improve its AI capabilities
(TechCrunch, 2016). Apple has been able to penetrate new markets and acquire new
technologies by utilising acquisitions, which has enabled it to keep a competitive edge in the
global technology sector.
In conclusion, a number of initiatives, such as franchising, product adaption, and
acquisitions, have had an impact on Apple's road towards internationalisation. These tactics
have aided the business in expanding into new areas, cultivating trusting connections with
its clients, and improving the range of products it offers. Apple has been able to preserve its
competitive edge in the global technology sector and maintain its position as a global leader
in innovation and differentiation by utilising these techniques.

Theme 2 - Locations of operations

A company's internationalisation strategy is highly dependent on the regions in which it

operates. Companies must choose international markets carefully based on the market's
size, development potential, competitive environment, and regulatory framework
(Hollensen, 2015). Apple has operations in a number of overseas markets, some of which
are more important than others.

China is one of Apple's most important international markets. With a population of over 1.4
billion and a fast expanding middle class, China is the largest smartphone market in the
world (Statista, 2021). Greater China, which comprises China, Hong Kong, and Taiwan,
contributed $21.3 billion of Apple's revenue in Q2 2021, an increase of 87% from the same
period the previous year (Apple Inc., 2021). Because of its early market entry and capacity
for market adaptation, Apple has enjoyed success in China. For instance, Apple Pay, a well-
liked payment option in China, allows mobile payments through its service there.

Europe is a major market for Apple, where the business makes a large amount of money
from nations including the UK, Germany, and France. Consumers in Europe have a great
affinity for the Apple brand and highly prize its goods (Mourdoukoutas, 2021). Ireland, the
Netherlands, and Luxembourg, which provide favourable tax regimes for multinational
firms, are the nations where the company has deliberately decided to base its activities
(Mourdoukoutas, 2021).

Apple's business innovation strategy has been a major factor in the company's success in
the European market. The business has established a solid presence in the area thanks to its
capacity to design and create cutting-edge items that cater to European consumers' wants
and preferences (Mourdoukoutas, 2021). For instance, Apple has continuously added new
features and capabilities to its devices, like the facial recognition feature on the iPhone,
which has been highly received by European customers.
Apple, however, has also had difficulties on the European market, particularly in relation to
regulatory matters. Apple was required to pay back €13 billion in taxes after the European
Commission determined that the business had received unauthorised tax breaks from
Ireland in 2016 (Garside, 2016). This decision dealt Apple a serious reputational blow and
exposed the dangers in its location strategy.

Apple's location strategy and corporate innovation strategy have been key factors in the
company's success in international markets, such as Asia and Europe. The company has
established a significant presence in these markets thanks to its ability to design and
produce goods that cater to the demands and preferences of foreign consumers. Its
strategic placement choices have also allowed it to benefit from advantageous tax regimes.
The risks connected to the firm's geographical strategy are highlighted by the difficulties the
company has encountered in various regions, notably with regard to regulatory matters.

Apple has intensified its focus on the African continent, which is predicted to have a
considerable growth potential for smartphones and other digital devices, in addition to the
previously mentioned rising economies. In addition to growing its footprint in Nigeria and
other African nations through its reseller network, the company launched its first official
retail location in South Africa in 2021 (Okoye, 2021). Apple's growth in Africa is a part of a
larger plan to meet the region's rising demand for technological goods and services.

Furthermore, the institutional theory, which contends that businesses adopt similar
practises and structures as other businesses in their industry and area, can also be used to
explain Apple's decision regarding where to locate its activities (Scott, 2013). For instance,
Apple's retail shops all feature the same layout and style, demonstrating the company's
dedication to providing a first-rate shopping experience. This institutionalisation of Apple's
retail model has helped the company strengthen its competitive edge and develop a
distinctive brand image.

Along with the markets already mentioned, Apple has also increased its presence in
developing nations like Brazil and India. For instance, India, which has a sizable and
expanding middle class, is a market for cellphones that is expanding quickly. With the
opening of its online shop and the release of more economical models, like the iPhone SE, to
appeal to the country's price-conscious consumer, Apple has intensified its focus on India in
recent years (Huang, 2021). In India, the business still has to contend with issues like high
import taxes, intricate regulatory requirements, and fierce local brand competition
(Chakraborty & Vankayalapati, 2021).

Additionally, Apple has increased the size of its Middle Eastern operations, particularly in
Saudi Arabia and the United Arab Emirates (UAE). Due to the region's high levels of
disposable income and expanding demand for luxury goods, the Middle East is an important
market for Apple. In addition to expanding its online store to Saudi Arabia in 2021, Apple
opened a number of physical stores in the UAE, including the largest Apple store in the
world at Dubai Mall (Sambidge, 2021).

Furthermore, considerations including the availability of skilled labour, government

incentives, and market potential have all had an impact on Apple's decision of where to
locate its facilities. For instance, Ireland's talented workforce and advantageous corporation
tax rates played a role in the company choosing to locate its European headquarters in Cork,
Ireland (O'Reilly, 2017). Similar to this, the company's choice to locate its first R&D facility in
China was motivated by the potential for market expansion in China as well as the
availability of qualified people (Whitwam, 2016).

In general, Apple's strategy focus on innovation, distinction, and strategic relationships may
be used to explain its success in growing its operations internationally. The competitive
strategy, product innovation, strategic relationships, and entry mode tactics of the
corporation have all had an impact on its road towards internationalisation. Additionally,
market potential, strategic alliances, rising industry trends, as well as other elements
including the availability of trained labour and government incentives, have all influenced
the company's decision regarding where to base its activities.

In summary, Apple's focus on innovation, distinctiveness, strategic partnerships, cultural

intelligence, and location selection based on market potential and institutional norms define
its global business strategy. The company's ability to harness its core skills and adapt to
various cultural and institutional contexts can be credited with its success in growing its
operations abroad.

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