To register for the program:
https://www.eventbrite.com/e/1986104243256?aff=oddtdtcreator
Global Market Entry Leadership Conference
May 13, 14, 2026
New York, Bank of Ireland
Program Overview
Global business opportunities are expanding but more complicated than ever. Global expansion and business operations fail not because of poor strategy, but because legal, financial, tax, and human capital decisions are made in silos. This executive program integrates these disciplines into a 20-point, actionable market-entry and management framework reducing risks, improving financial outcomes The program explains the complex integrated decisions successful executives make in managing global businesses. This program highlights global business decisions impact on EBITDA. The program includes in-person speakers, recorded speakers, documents, references, and contacts.
What You Will Learn
- Market entry structures, legal issues, and incorporation strategies
- Cross-border contracts and commercial risk exposure
- Global tax planning and cost optimization
- Employment law, collectives, HR statutory obligations, GDPR
- Expatriate and local workforce strategy
- Governance, liability, and executive accountability
What You Will Leave With
• A customized portfolio of specific country and state information
- Understanding the financial impact on EBITDA of key decisions
- A ready-to-use market entry and management execution template
- Decision frameworks to evaluate risk, cost, and control
- Global contacts for your business, incentives, and local insights
- The confidence to lead international expansion and work effectively with a global business leadership/board/executive team
NOTE: Prework required by participants-1 hour
May 13 8:30 AM-12:30 PM Includes 2 15-minute breaks
Module 1: Global Strategy
This module provides an overview of the strategic business questions that should be understood before a firm expands internationally. These elements are foundational to any global market entry program and integrate the role of globalization in the advancement of business strategy. The six market entry options and the effect of politics on foreign direct investment are discussed. Specific suggestions for navigating trade politics are discussed with an expert panel of economic development officers. The importance of establishing overarching ethical guidelines is discussed.
Identifying Accurate Information Resources
Primary Resources for Market Entry Information
Secondary Resources for Market Entry Information
Anecdotal and Poor Sources of Information:
Strategic Objectives
Strategic Business Frameworks
SWOT Analysis
PESTEL Analysis
Blue Ocean Strategy
Balanced Scorecard
Porter’s Five Forces Framework
Target Market Country and Structure
Market Entry Options, Evaluating Country Options
Marketing Channels
The Politics of Global Market Entry
LUNCH BREAK 12:30-1:30
Ireland has become a preferred European business hub because it offers a pro-investment environment, including one of the lowest corporate tax rates in the developed world and strong support for foreign investors through agencies such as IDA Ireland. Its English-speaking, highly educated workforce and access to the European Union market have attracted major multinational headquarters from companies like Apple, Google, and Pfizer. As a result, cities such as Dublin have developed strong clusters in technology, pharmaceuticals, and financial services, making Ireland a strategic gateway for companies operating across Europe.
1:30 PM-6:00 PM Includes 2 15-minute breaks
Module 2: Economics and Finance
The focus of this module is to deepen participant understanding of the economics, markets, tariffs, government, and public incentive programs that support global expansion. A brief overview of economic concepts and market dynamics is provided to provide a general understanding of the environment in which a company expands. This understanding helps firms establish a process to monitor the economic environment that affects their sales. The process by which companies exchange goods or services for revenue is outlined and the role of country and bi-national economic development officers is highlighted. Importing and exporting processes are illustrated as well as payment methodologies and the effect of currencies on contracts and payments. Sources of reliable economic data are suggested, and bi-national chamber resources are identified and introductions are made.
Reliable Sources of Economic Data
Economic Indicators
Country Economic Indicators (customized for participants)
Environmental Forces
Market Dynamics and Trade Pacts
Finance and Banking
Opening a Non-Resident Bank Account
Forex Navigating the Volatile Foreign Currency Markets
Financial Forces
Financing FDI and Funding Options
EXIM Bank
Importing and Exporting
Importing and Exporting Fundamentals
U.S. Services and Programs
State Department Directorate of Trade Controls
Department of the Treasury Office of Foreign Asset Controls
U.S. Customs and Border Protection Tips for New Importers and Exporters
U.S. Government Trade Services
International Chamber of Commerce
INCOTERMS
U.S. State Economic Incentive Programs (customized for participants)
Foreign Country Incentive Programs (customized for participants)
May 14 8:30 AM-12:30 PM Includes 2 15-minute breaks
Module 3: Corporate Entity
The legal, financial, tax, and human resources infrastructures are structured and operate in unique interplay in each country. These critical issues determine how a company will establish operations, maximize revenue, minimize taxes, and strategically utilize people. The purpose of this module is to provide the information needed to establish a business entity in a foreign location. The way in which the legal, financial, tax, and HR infrastructures are integrated is discussed. Participants who complete this module should be able to identify the activities necessary to establish a foreign entity in another country. Participants will also be able to identify critical infrastructure management activities in a foreign subsidiary and their relationship to the parent company.
Developing a Global Tax Strategy
Macro Perspective
Micro Perspective
Legal Incorporation: Structure of the Foreign Business
Intellectual Property
Data Protection
Business Incorporation
Foreign Corrupt Practices Act
Legally Establishing a Business in a Foreign Country
Examples: Customized for the participants
Global Human Resources Corporate Strategy
Employee/Employer Legal Relationship
HR to EBITDA relationship
Lunch Break 12:30-1:30
Developing a legal, financial, tax, and HR infrastructure for a startup in a new country is complex because each function must comply with local regulations, labor laws, reporting standards, and tax requirements that often differ significantly from the company’s home country. These decisions are highly interdependent—choices about corporate structure, employment contracts, payroll systems, and tax strategy affect legal liability, financial reporting, operational flexibility, and overall cost. Without careful coordination across these areas, companies risk regulatory violations, unexpected costs, operational delays, and reduced financial performance.
1:30-6:00 PM 15-minute
May 14 8:30 AM-12:30 PM Includes 2 15-minute breaks
Module 4: Operations Module
The Operations Module encompasses the day-to-day activities that accompany the management of a global business. The issues here are those which logically follow the decisions made in the previous modules. Each business will have its own specialized challenges, but the Operations Module is designed to make participants aware of key issues in managing people globally, assessing risk, appraising the cost of expatriates, cultural implications, communications, and technology.
Accounting and Payroll
HRIS-Capturing Data
Technological Issues
Developing Global Bench Strength
Expatriate Management-Costs and Consequences
HR Operations in a Foreign Location (customized for participants)
Unions and the Impact on Business Operations
Staffing
Statutory and Non-Statutory Benefits
Performance Management
Training
Obtaining Visas and Employee Foreign Domicile Considerations
Safety and Risk Management
Managing Global Risk
Employee Health
Effective Global Communications
Cultural Implication
The Operations Module is critical for businesses establishing overseas operations because it focuses on the practical, day-to-day management decisions that determine whether a global strategy succeeds or fails. It helps leaders understand how to manage global teams, control risk, evaluate the true cost of expatriates, and navigate cultural, communication, and technology challenges that directly affect operational efficiency. By addressing these issues, the module equips executives to translate strategy into effective operations, reducing costly mistakes and improving the performance of international business activities.
Countries Referenced in the Program
United States, China, Vietnam, India, Canada, Mexico, Brazil, Argentina, Ireland, UK, Scotland, Australia, Singapore, France
Paris, France is known for attracting foreign direct investment (FDI) because it serves as one of Europe’s largest business and financial centers, anchored by global corporations, strong capital markets such as Euronext Paris, and the major business district of La Défense. Its location within the European Union provides multinational firms access to a large consumer market, world-class infrastructure, and a highly educated workforce from institutions like HEC Paris and École Polytechnique. In addition, the French government actively promotes international investment through agencies such as Business France and through incentives that support innovation, technology, and global corporate headquarters.
Global Strategic Plan Outline
The program provides a comprehensive global market entry strategy plan template based on the participant’s country and company. For those certifying with the WTCA, BG, SHRM, or HRCI their plan must be presented to the leadership team by Zoom. Participants will be able to complete the strategic plan with the following elements:
Executive Summary
A short two-page summary highlighting the key components, requirements, and expected results. Identify the primary and secondary information sources.
Company Description
A detailed description of the company used for the global market entry project.
Identified target market countries, describing the unique solutions offered by the business in the target country.
Company Mission Statement
An overarching mission statement for the company expanding overseas
SWOT Analysis
A high-level overview of the strengths, weaknesses, opportunities, and threats with respect to the company’s market entry into the designated country.
Porters Five Forces
A detailed analysis of the power of suppliers, the threat of new market entrants, the availability of substitutes, buyer power, and the degree of rivalry among the players. Linking the company’s value proposition to the way in which the firm provides a competitive advantage in the foreign country
Short and Long-Term Goals and Objectives
A summary of the short and long-term goals and objectives for market entry, including a one-year plan and a three-year plan.
Financial Plan
Describe how and in what manner funding for this project will occur.
Detail the performance metrics and measures for the company
Describe the state incentive and export programs available to the company.
Describe the multinational trade pacts in the target country.
Describe how existing trade pacts will affect the product or service.
Identify the bank used and describe the steps to obtain a local bank account.
Tax Strategy
Describe the company’s global tax strategy in the target country.
Describe the macro and micro tax strategy guiding the firm.
Illustrate and show the flow of funds from the host country to the home country.
Legal infrastructure
For the targeted country and company, describe exactly how a legal right to work in the country will be obtained.
Describe where the business will be incorporated, the company form, and the step-by-step process for forming the overseas company.
Identify the intellectual capital needing protection and describe how that will be accomplished.
Target Customers
Describe the targeted customers in the foreign country and their buying practices.
Industry Analysis
Describe the characteristics of the industry in which the firm will compete in the home and host country. Describe the major differences and identify critical issues that need to be overcome to provide a competitive advantage.
Country Analysis
Describe the unique solutions offered by the business in the target country.
Identify country resources and incentives including the in-country economic development officials who could help.
List the trade regulations which will affect the product or service.
Marketing Plan
Provide a summary of the marketing objectives and identify the marketing channel(s); Map out the sales channels for each country.
Identify the challenges and actions to be taken to manage the integrity of the corporate brand.
Leadership Team and Key Personnel
Provide an organization chart showing the key leadership team and key personnel, duties and responsibilities for each.
HR Infrastructure
Identify the staffing process for filling open positions in the new company
For foreign based individuals describe the HR infrastructure (compensation, statutory/non-statutory benefits) that will be provided. If an “employer of record” is to be used, describe the legal and tax implications of hiring this type of firm. If using an expatriate, outline the job description, salary, performance appraisal deliverables, and the cost of the first year’s assignment.
Describe how local payrolls will be managed, which company will provide that service, and at what cost.
Describe how the company will maintain and grow its bench strength in global operations management in the home and host country.
In the target country, describe the input unions and the government will have in the HR operation.
Describe the HR costs using the ISO metrics and align with EBITDA
Operations Plan
Identify the technology used to communicate and capture data across the organization, with employees and customers.
Describe the communication infrastructure and how it will be used to communicate with staff and customers.
Describe the safety and risk management protocols to protect employees, property, and equipment.
Identify the in-country union operations affecting the business.
Cultural Implications
Describe the cultural implications of establishing an operation in this country and managing people using Hofstede’s Cultural Comparison.
In what way does your cultural background affect your management in the designated country? Identify the issues by completing the Living Abroad cultural analysis.
