论文代写：国际商业市场
Wei et al .(2015)指出，一个商业组织利用其在国内市场的市场经验来推动国际市场增长的效率是其成功国际化的关键因素之一。然而，与此相矛盾的是，Cooke(2014)指出，在国内市场的商业组织经验不能在国际市场的商业决策和运营的所有方面应用。例如，所有目标国际市场的行业立法都不可能与国内市场一样。因此，在国际方面进行战略决策的国内经验，可能会对一个企业组织产生法律纠纷产生不利影响。因此，Si(2014)指出，商业组织必须对其目标国际市场的外部商业环境进行评估，以便能够利用从国内业务获得的适当的战略方法和经验。
论文代写：国际商业市场
Chin et al .(2016)解释说，对一个有针对性的国际市场缺乏对外部商业环境的了解可能是一个组织在国际市场上增长的最大障碍。然而，Zhang等(2016)表示，随着全球经济、技术和社会环境的变化，不同遥远国家的市场更加同质化，企业组织在国际化的背景下，将其市场经验应用于国内市场变得更加容易。这一模式遵循了类似的逻辑，即在国际市场中进行适当的战略选择(Liang et al .，2014)，在国内成功和商业组织经验的整合可能有助于做出适当的战略选择。然而，必须指出的是，上述逻辑仍然不是经经验证明的事实。
论文代写：国际商业市场
Wei et al. (2015) stated that the efficiency of a business organisation to utilise its market experience in the domestic market for making growth in the international market is one of the essential keys for its successful internationalisation. However, contradicting with this statement, Cooke (2014) stated that experience of a business organisation in the domestic market could not be applied in all aspects of business decisions and operations in international market. For example, industrial legislations in all the targeted international markets could not be the same as the domestic market of a business. Hence, following domestic experience to make strategic decisions in international aspect could be adverse for a business organisation through generating legal complications. Thus, Si (2014) stated that a business organisation must assess the external business environment in its targeted international markets so that the suitable strategic approaches and experiences achieved from the domestic operations could be utilised.
论文代写：国际商业市场
Chin et al. (2016) explained that lack of knowledge about the external business environment in a targeted international market could be the most significant barrier for an organisation to grow in the concerned international market. However, contradicting with this statement, Zhang et al. (2016) said that changing global economy, technology and social environment makes the markets in different distant nations more homogeneous and subsequently, it becomes easier for a business organisation to apply its market experiences from domestic market in the context of internationalisation. The INV model follows the similar logic that integration of the domestic success and experience of a business organisation could be useful for making appropriate strategic selection in the international market (Liang et al., 2014). However, it has to be mentioned that the above logic is still not an experientially proven fact.
