The internationalization process of a company is perhaps most overtlydemonstrated by the preceding three dimensions: the further advanced afirm is along them the more 'internationalized' it may be regarded as being.For example, a Finnish company with a high export/total sales ratio of say 80per cent but which is selling only one product, via an agent, to one country,Sweden would be regarded, according to the above framework, as still beingonly in the earliest stages of international development.Nevertheless, although providing a broader-based assessment of inter-nationalization, the first three dimensions concentrate on the components ofactual foreign market activity. Sueh an approach leaves aside the variety ofinternal company changes which are consequent upon, and therefore refiect,the degree of internationalization but also form the foundation for additionalsteps forward in the overall process [42J. In the resources area finance andpersonnel afe obviously important, but so also is the organisation structuredeveloped for handling foreign activities. In Figure I, three of these areas-finance, personnel and organisation structure - are noted because of theirimportance, but they are by no means exclusively so