A big step for a small company: How can Fumajet scale its innovation globally?

Henrique Fernandes Pacheco
Pontifícia Universidade Católica do Rio de Janeiro (PUC Rio), Rio de Janeiro, RJ, Brazil
ORCID: orcid.org/0000...
Angela da Rocha
Universidade Federal do Rio de Janeiro (UFRJ), Rio de Janeiro, RJ, Brazil
ORCID: orcid.org/0000...
Renato Cotta de Mello
Universidade Federal do Rio de Janeiro (UFRJ), Rio de Janeiro, RJ, Brazil
ORCID: orcid.org/0000...
Clarice Secches Kogut
Pontifícia Universidade Católica do Rio de Janeiro (PUC Rio), Rio de Janeiro, RJ, Brazil
ORCID: orcid.org/0000...
DOI: doi.org/10.142...
Abstract:
Objective: This paper is a teaching case designed for graduate and undergraduate courses on subjects involving international business, international marketing, or international entrepreneurship. It describes how a small entrepreneurial company - Fumajet - could recognize and exploit an international opportunity, and the dilemmas its founders confronted regarding the choice of internationalization strategy and entry mode. Dilemma or problem: Faced with several potential alternatives to structure Fumajet’s international activities, the entrepreneurs had to analyze and select an international entry mode strategy to present to the recently created board of directors, following a significant infusion of capital into the company. Relevance/Originality: Grounded in real-life experiences, this case study draws from primary and secondary sources gathered over two years, presenting students with a real, practical, and relevant dilemma. By the end of this case study, students should be able to apply these learnings to real-world scenarios. The unique challenges portrayed make this case study particularly engaging and thought-provoking for students.
Keywords: International Opportunity. Foreign Entry Mode. Emerging Market. International Strategy. International Entrepreneurship.
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