I-Star: Expanding in North America

The president of I-Star America, Inc. and vice-president of I-Star Corporation reflected on the success of I-Star in the Chinese and Japanese IT markets and the challenges of increasing market share in North America, one of the largest markets in the world. I-Star was expected to grow about 30 per cent in the next few years, and the president considered whether the strategy used in Japan could be applied to North America.<br><br><br><br>Many Chinese firms that experienced success in China were less successful in international (western) markets for a host of reasons, including failure to adapt business processes and products to the new market and the perception that Chinese goods and services might be of lower quality.<br><br> <br><br>The president believed that I-Star’s past and future success relied on the company’s ability to innovate in creating value for its customers. He believed that with the right strategy I-Star could generate revenues of US$50-100 million and build up a cadre of more than 200 employees in the software and services division in North America. How could I-Star increase its brand awareness and presence in North America to best achieve these goals?

<ul><li>Analyze the best options for I-Star (or other Chinese IT firms) interested in expanding into North American markets.</li><li>Examine considerations for businesses choosing to expand internationally.</li><li>Identify strategies for Chinese IT firms competing with Indian IT firms in the North American market.</li></ul>

• Brand Positioning
• International Sales
• Global Strategy/Integration
• International Management
• Information Technology Strategy
• China
• United States
• Canada