|Opis:||Company X is currently deciding which foreign market it would make sense to enter and which entry strategy would be most appropriate to use. In the first part of the master's thesis we studied the theory of international business, strategic planning, foreign market research and decision making. In the second part of the thesis, we presented the technology company X and made a detailed analysis of the wider external environment of Hungary and Poland in the field of broadband access. The company wants to make business directly with larger operators and also through business partners with smaller ones. As Company X has not yet made a concrete analysis of the external environment, cost analysis and time frame for entering a foreign market and defined clear sales goals and activities for the selected market, we proposed in master’s thesis what makes the most sense for the company and what risks it should be prepared for based on a multi-parameter decision model in the DEXi program and PEST analysis. The purpose of the master's thesis is to research the markets of Hungary and Poland and to define the decision criteria for selecting the appropriate market. For this purpose, we developed a multi-parameter decision model, in which we evaluated the criteria based on market analysis. As a result, we got the best potential market, and based on the cost analysis and time frame, the most appropriate way or strategy of entering a foreign market.
We tried to obtain relevant data for the analysis of the external environment from various verified online sources, as well as from an interview with the key account manager and the sales director of the business unit Broadband. Based on the obtained data, we analyzed four key environments using the PEST method, namely political, economic, social and technological. The question and dilemmas arose mainly due to the correct placement of the criteria in an individual environment and whether they significantly influence the decision to enter a foreign market. A broader analysis of the external environment gives the company a rough picture of whether or not the market is suitable for further research. The market should not be saturated, otherwise the market potential is small, and besides that it makes sense to choose the market that is geographically closer, culturally more domestic and non-complex. If the market has enough potential, it is necessary to make other analyzes, which are also important when deciding on international business. These are the analysis of competition, customers, own potential, etc.|