Seizing Transatlantic Opportunities: Modalities of Swedish-Canadian Trade
Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
The Canadian market is outwardly similar to the Swedish market and this suggests that the markets are compatible. However there is a need to delve deeper into the Canadian culture to situate the market within a wider context. Otherwise, companies aspiring to establish themselves are liable to run into a host of problems. As such this thesis addresses what factors small Swedish companies should consider when pursuing business opportunities in the Canadian market. Furthermore, since little research exists, the pupose is twofold, to introduce the Canandian market and to generate an awareness of existing cultural differences.The author draws upon his own experiences to focus on a number of pertinent differences and suggests that tackling these would greatly enhance the chances for success in the early stages of internationalisation. The thesis is explorative with an interpretive approach using qualitative research in accordance with a hermeneutic perspective. The theoretical framework examines classic economic notions together with specific issues faced by SMEs when internationalising including barriers to entry and site selection criteria. Here, it looks at the factors that influence the competitive advantage of an area including business costs, business environment but also issues relating to the cost of living and quality of life. The results suggest that Canada is an attractive region according to these criteria an because of its special economic relationship with the United States. The effects of NAFTA have interwoven both markets and made the Canadian market very competitive. The province of Ontario has benefited in particular and is currently America´s largest trading partner. As a result, the thesis concludes that Swedish companies could benefit by choosing this location. Consequently, this thesis recommends that Ontario should be used as a gateway to North America. Finally, since markets entrants should address cultural differences, companies are recommended to rely on existing, informal networks and on local advisors to overcome the initial difficulties when getting established in the Canadian market.
Place, publisher, year, edition, pages
IdentifiersURN: urn:nbn:se:su:diva-4590OAI: oai:DiVA.org:su-4590DiVA: diva2:194161