THE STRATEGIC DECISION-MAKING IN INTERNAT IONAL-BUSINESS

The strategic decision-making in international business presents for t he firms in transitional economies new problems. The article emphasize s the necessity to follow sequential phases of strategic decision-maki ng: setting of goal(s), selection and segmentation of countries' marke t, implementation of international form and strategy to market, and im plementation of marketing instruments. In establishing goals, authors take into account international business. The selection of the market is being solved by the problem of selection (choice) of international market. The segmentation of international market consists of two phase s: international segmentation, whose goal is the research of countries ' markets from the perspective of structural segments, and transnation al phase in which the attempt is to discover similarity or identity of structural segments in various countries' markets. The implementation depends in choosing the appropriate international form (direct and in direct export, licenses, international leasing, franchising, joint ven ture, distribution firm, assembly firm, manufacturing firm, sister com pany, etc.) as well as strategic market entry (total-growth, step-by-s tep, combination). In establishing marketing instruments, standardizat ion plays an important role.