International trade is the exchange of capital, goods, and services across international borders or territories.[1] In most countries, such trade represents a significant share of gross domestic product (GDP). While international trade has been present throughout much of history (see Silk Road, Amber Road, Salt road), its economic, social, and political importance has been on the rise in recent centuries. It is the presupposition of international trade that a sufficient level of geopolitical peace and stability are prevailing in order to allow for the peaceful exchange of trade and commerce to take place between nations.Trade agreements make international trade easier and more efficient by improving access for exporters and investors to other countries markets, reducing any barriers to trade, and ensuring existing access is maintained. Trade agreements establish a set of rules. They make participating countries regulators and officials work more closely together to create a secure trading relationship.

Trade of goods without taxes (including tariffs) or other trade barriers (e.g., quotas on imports or subsidies for producers) Trade in services without taxes or other trade barriers The absence of "trade-distorting" policies (such as taxes, subsidies, regulations, or laws) that give some firms, households, or factors of production an advantage over others Unregulated access to markets Unregulated access to market information Inability of firms to distort markets through government-imposed monopoly or oligopoly power Trade agreements which encourage free trade.

Free trade is a policy in international markets in which governments do not restrict imports or exports. Free trade is exemplified by the European Union / European Economic Area and the North American Free Trade Agreement, which have established open markets. Most nations are today members of the World Trade Organization (WTO) multilateral trade agreements. However, most governments still impose some protectionist policies that are intended to support local employment, such as applying tariffs to imports or subsidies to exports. Governments may also restrict free trade to limit exports of natural resources. Other barriers that may hinder trade include import quotas, taxes and non-tariff barriers, such as regulatory legislation.

2. Deal with seller with sound reputation or established track record. Request for performance guarantee to avoid non-performance risk. Agree on more secure methods of payment such as documentary credit or open account. Acknowledge and respect cultural differences with the seller. Buy and sell in same currency to minimise foreign exchange risk. Alternatively, the buyer can hedge against foreign exchange risk by entering a forward or option foreign exchange contract with a bank. If financing is needed, enter into a fixed interest rate loan or interest rate swap agreement to mitigate against interest rate risk. Ensure sufficient insurance coverage against transit risk. Always have a contingency plan against unfavourable events.

2.1 Deal with buyer with sound reputation or established track records. Engage a reputable credit agency or credit insurer to minimise buyers in solvency or credit risk. Engage on more secured methods of payment such as documentary credit or advance payment. Avoid granting excessive credit period or limit to the buyer. Ensure that the sales contract or documentary credit does not contain ambiguous or erroneous terms and conditions that are subject to future disputes. Acquire sufficient knowledge in document preparation to mitigate against documentation risk. Acknowledge and respect cultural differences with the buyer. Buy and sell in same currency to minimise foreign exchange risk. Alternatively, the buyer can hedge against foreign exchange risk by entering a forward or option foreign exchange contract with a bank. If financing is needed, enter into a fixed interest rate loan or interest rate swap agreement to mitigate against interest rate risk. Ensure sufficient insurance coverage against transit risk. Engage a representative in the buyers country to deal with the goods or relevant parties in case of non-payment or non-acceptance by the buyer. Always have a contingency plan against unfavourable event.

3. Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy.Strategy has many definitions, but generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means(resources). The senior leadership of an organization is generally tasked with determining strategy. Strategy can be planned (intended) or can be observed as a pattern of activity (emergent) as the organization adapts to its environment or competes.Strategy includes processes of formulation and implementation; strategic planning helps coordinate both. However, strategic planning is analytical in nature (i.e., it involves "finding the dots"); strategy formation itself involves synthesis (i.e., "connecting the dots") via strategic thinking. As such, strategic planning occurs around the strategy formation activity.Environmental analysisThere are many analytical frameworks which attempt to organize the strategic planning process. Examples of frameworks that address the four elements described above include: External environment: PEST analysis or STEEP analysis is a framework used to examine the remote external environmental factors that can affect the organization, such as political, economic, social/demographic, and technological. Common variations include SLEPT, PESTLE, STEEPLE, and STEER analysis, each of which incorporates slightly different emphases.Strategic Choice Theory describes the role that leaders or leading groups play in influencing an organization through making choices in a dynamic political process.Strategic choice theory provided an alternative that emphasized the agency of individuals and groups within organizations to make choices, sometimes serving their own ends, that dynamically influenced the development of those organizations. These strategic choices formed part of an organizational learning process that adapted to the external environment as well as the internal political situation.In order to lead the business to its greatest competitive advantage, there must be a mechanism to focus the organization on what it will do best and keep it from getting distracted by other opportunities that come along. This mechanism it the strategic focus of the business. The strategic focus it that intersection of three key elements of the business model: 1. The organization's passion -- its compelling purpose composed of values, mission, vision, and goals which inspire and motivate the members of the organization, 2. the value proposition of the business -- what the customer values in the offerings and rewards the organization for doing, and 3. a distinctive competency -- what the organization can be best in the world at .