Exporting a product to another country normally requires a lot of preparation as there various management issues are likely to emerge in such an undertaking, thereby leading to the failure of the operation. Many organizations such as Marks and Spencer have tried to venture into the international market on several occasions but without success. As such, the failure of these organizations has been a lesson to other exporting companies. As a result, it would be imperative not to duplicate the same management practices in the UK during the Alexander beer export venture. This is because the UK consumers have different preferences, demands, and purchasing patterns. The company is prepared to undertake an integration process in the UK market. Given that the UK alcohol beverage market is competitive, the company is prepared to get involved in a management buy-in. Moreover, the exporting group will adopt a global internationalization strategy. The exporting company will adopt a buy-in management strategy. This implies the company will have to get an outside manager who is familiar with the export business especially in the UK market (Slee, 2011). The reason behind the management buy-in strategy is that it would ensure that management issues in the UK market are addressed. On the other hand, the company can also decide to look for another firm that has experience in the UK market and try a buy-in. For example, a company would adopt a company which has a wider range of management teams and distribution network. This would help the organization fit well in the UK system. The company will approach an existing company but under the alcohol beverage industry and buy the firm. In the process, the company will retain the existing management team and incorporate nominated team based in Canada with experience in the industry (Slee, 2011). The blending of the buy-in management team and the nominated team will be able to meet the management problems in the UK market. Given that the Alexander beer brands have a different taste compared to the UK’s beer brands, the possibility of yielding more under the buy-in company is high. As such, the company believes that it will yield high sales compared to the annual sales and profits recorded by existing firms in the UK beer market. The new strategy which involves the infusion of management team and capital will improve the operational and the strategic positioning. The company will try to tap the management of the existing firm which has adequate experience and knowledge lacking in the exporting company. The positioning strategy will enable the company evade the failures associated with the duplication of management in an international market. Obviously, the existing team has the market knowledge, consumer behaviors, purchasing patterns and trends of the UK beverage industry. A strong relation is required between the exporting group and other operational groups in UK. Therefore, the exporting group will have to cooperate with the buy-in management to ensure full potential (Slee, 2011). For example, the company plans to apply workforce diversity which will ensure exchange of ideas, opinions, and suggestions in the organization. Given that the exporting