APROACHING INTERNATIONALIZATION: A theoretical and practical study investigating YoungCRM's possible expansion into the international recruitment market
Authors
Kristensen, Andreas Højbjerg ; Bisgaard, Anders ; Trudslev, Katrine Ilum ; Thulesen, Andreas Brandborg
Term
4. term
Publication year
2018
Submitted on
2018-05-31
Abstract
Dette speciale undersøger, hvordan YoungCRM, en lokal rekrutteringsvirksomhed fra Aalborg, kan udvide til udenlandske markeder og erstatte en learning by doing-tilgang med en mere struktureret internationaliseringsproces. Med udgangspunkt i Kotler og Kellers Competing on a Global Basis konstruerer vi en todelt beslutningsramme: Del 1 vurderer, om virksomheden bør gå ud på internationale markeder; del 2 omfatter valg af markeder, valg af entry mode, udformning af marketingprogram og organisering af marketing. Rammen kombineres med analytiske værktøjer som Critical Discourse Analysis, Porters Five Forces og Ansoffs vækststrategier, suppleret af kulturelle modeller fra Hofstede og Trompenaars. Empirisk bygger studiet på et kvalitativt interview med YoungCRMs produktdirektør, opslag fra Talenthubs Facebook-side og et blogindlæg fra YoungCRMs hjemmeside, sat i relation til bredere tendenser inden for rekruttering og globalisering. Som led i del 2 belyser vi muligheder i udvalgte markeder, herunder Storbritannien og USA. Studiet giver et bredere indblik i den danske og internationale rekrutteringsbranche og i, hvordan en mindre virksomhed kan bevæge sig fra et nationalt til et globalt fokus. Vi konkluderer, at den udviklede todelte ramme er et nyttigt redskab til at strukturere international ekspansion og i princippet kan anvendes af andre virksomheder med internationaliseringsambitioner.
This thesis investigates how YoungCRM, a local recruitment company from Aalborg, Denmark, could expand into foreign markets and replace a learning by doing approach with a structured path to internationalization. Building on Kotler and Keller’s Competing on a Global Basis, we construct a two-part decision framework: Part 1 assesses whether to go abroad; Part 2 addresses which markets to enter, how to enter, the marketing program, and the marketing organization. We combine this with analytical tools such as Critical Discourse Analysis, Porter’s Five Forces, and Ansoff’s growth strategies, and draw on cultural models by Hofstede and Trompenaars. The empirical base includes a qualitative interview with YoungCRM’s Product Director, posts from Talenthub’s Facebook page, and a blog entry from YoungCRM’s website, positioned within broader trends in recruitment and globalization. As part of Part 2, we examine opportunities in selected markets, including the United Kingdom and the United States. The study yields a broader understanding of the Danish and international recruitment industry and of how a small firm can move from a domestic to a global focus. We conclude that the proposed bipartite framework offers a useful structure for guiding international expansion and could, in principle, be applied by other firms pursuing internationalization.
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