a. on an organisation’s mode of entry

             a.

Competition intensity

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The quantity of rivals in
the mentioned market will determine the competition intensity. As referenced to
the Porter’s five forces applied in the Icelandic market, the competition
intensity is moderate to high. Local coffee stores have had a chance to blossom
due to the lack of big commercial chains like McDonald’s, though with the
approaching appearance of Starbucks, their position in the market will not be
as secure as before.

             b.

Global management requirements

As referenced to Koch
(2001), if an organisation’s pace of international development increases, at
the same time its own resources will decrease. For the past 17 years, the speed
of Starbucks’ internationalization procedure has been inflating. Before
planning to enter Iceland’s market, Asia has been dominated by Starbucks with
almost 100 stores opened. Thus, the company will have to reduce the funds
investing in Iceland as a result.

             c.

Pace

As per the theory published
by Brassington and Pettitt (2000), the period of time a firm wishes to spend
with the intention to expand to a brand new market is the pace component in the
internationalization procedure. In Starbucks’ case, the corporation’s size as
well as the pace of international development are continuously increasing.

             d.

Risk management

As stated by Koch (2001),
the most important factors that have an impact on an organisation’s mode of
entry decision are industry competitiveness, tactical alternatives and economic
condition. For the implementation in the Icelandic market, Starbucks will reach
a licensing agreement with an experienced local firm to lower the risk in the
operation process.

             e.

Corporation’s size

Up until 2017, with more
than 24,000 stores in 70 countries, Starbucks is undeniably a successful
corporation. According to Koch (2001), in comparison with other small-scale
coffee houses, Starbucks could have greater potential to fully exploit its
management achievements to acquire an agreement with a qualified Icelandic
firm. Nonetheless, Starbucks will not take advantage of its abilities to
increase risks in Iceland.

             f.

Resource commitment

Resource commitment and
corporation’s size are two factors that are linked to each other. As stated
previously, Starbucks is a successful corporation with more than 24,000 stores
worldwide up until 2017. Despite of that, the features of Iceland’s business
conditions was uncommon from what the company was familiar with, and Starbucks
was lacking information of this brand new market. Starbucks has capital and
management, but lacked the huge amount of resources to invest in Iceland’s
internationalization. Thus, establishing the licensing arrangement with a
qualified firm is a rational method to obtain information from its local collaborator.

One more point worthed mentioning is that Starbucks could in some ways balance
out the restriction of its capital for international development with the
royalty fee earning through the licensing agreement.