Elecdyne as a company has never had contact with overseas markets. Nevertheless, all of the top management team has learnt English, and several of them have studied abroad (in the USA, Canada, France or the UK). The management team are now contemplating the possibility of internationalisation and their debates over suitable countries to locate / sell in revolve around issues such as production cost reduction, access to technological expertise (to allow them to avoid reliance on large multinationals), access to new markets, and ease of creating and managing an international company.
There are several extant models that explain the internationalisation of businesses, the ones most commonly referred to being Eclectic Paradigm, Stage Growth Theory , Diamond Framework, Network Approach, International Entrepreneurship, and the latest to come into currency Liability of Foreignness. Fore the internationalization of Elecdyne, Diamond Framework analytical tool is used (Jones, and Coviello, 2005).
Porter (1990) comes up with the Diamond Framework to elucidate the foremost determinants of competitive advantages and their connections. Underneath the framework there are four competitive advantages: demand conditions, factor conditions, related and supporting industries, and context for firm strategy and rivalry. As well, there are two exogenous factors: role of government, and chance events; which play an imperative role in controlling those four competitive advantages.
从未作为一个公司Elecdyne已与海外市场的联系。然而，所有的高层管理团队学会了英语，其中有几个出国留学（美国，加拿大，法国或英国）。管理团队正在考虑国际化和他们辩论的可能性，在合适的国家定位/销售围绕的问题，如降低生产成本，获得技术专家（让他们避免对大型跨国公司的依赖），进入新的市场，以及便于创建和管理一个国际公司。
有几个现存的模型来解释企业的国际化，最通常被称为折衷范式，成长的阶段理论，钻石框架，网络法，国际创业，以及最新的货币责任的外地人来。福尔国际Elecdyne，钻石框架的分析工具（琼斯和科维耶洛，2005年）。
波特（1990）钻石框架阐明竞争优势的最重要的决定因素及其连接。下面的框架中，有四大竞争优势：需求条件，要素条件，相关和支持产业，企业战略和竞争的上下文。同时，有两个外在因素：政府的作用，和偶然事件，在其中扮演着举足轻重的作用，在控制这四个竞争优势。
