To Make, to Buy, or to Ally? An Italian company’s search for a sustainable mode of entry

When expanding overseas, why do some firms internalise activities required for the production or delivery of their products or services while others externalise activities through global supply networks or engage in partnerships in the form of strategic alliances and equity joint ventures? This case introduces several important considerations for such entry mode decisions, inviting students to place themselves in the shoes of senior management at an Italian textile producer as it introduces different quantitative and qualitative information and assessment criteria. Aspects of the case firm and case context have been removed or altered for anonymity purposes, with the addition of some supplementary elements for educational purposes.