please answer the following questions

Case for Analysis: TopDog Software At the age of 39, after working for nearly fifteen years at a leading software company on the West Coast, Ari Weiner and his soon-to-be-wife, Mary Carpenter, had cashed in their stock options, withdrew all their savings, maxed out their credit cards, and started their own business, naming it TopDog Software after their beloved Alaskan malamute. The two had developed a new software package for customer relationship management (CRM) applications that they were certain was far superior to anything on the market at that time. TopDog's software was particularly effective for use in call centers because it provided a highly efficient way to integrate massive amounts of customer data and make it almost immediately accessible to call center representatives as they worked the phones. The software, which could be used as a stand-alone product or easily integrated with other major CRM software packages, dramatically expedited customer identification and verification, rapidly selected pertinent bits of data, and provided them in an easily interpreted format so that call center or customer service reps could provide fast, friendly, and customized service. The timing proved to be right on target. CRM was just getting hot, and TopDog was poised to take advantage of the trend as a niche player in a growing market. Weiner and Carpenter brought in two former colleagues as partners and were soon able to catch the attention of a venture capitalist firm to gain additional funding. Within a couple of years, TopDog had twenty-eight employees and sales had reached nearly $4 million. Now, though, the partners are facing the company's first major problem. TopDog's head of sales, Samantha Jenkins, has learned of a new company based in London that is beta testing a new CRM package that promises to outpace TopDog's - and the London-based company, FastData, has been talking up its global aspirations in the press. "If we stay focused on the United States and they start out as a global player, they'll kill us within months!" Sam moaned. "We've got to come up with an international strategy to deal with this kind of competition." In a series of group meetings, off-site retreats, and oneon-one conversations, Weiner and Carpenter have gathered opinions and ideas from their partners, employees, advisors, and friends. Now they have to make a decision-should TopDog go global? And if so, what approach would be most effective? There's a growing market for CRM software overseas, and new companies such as FastData will soon be cutting into TopDog's U.S. market share as well. Samantha Jenkins isn't alone in her belief that TopDog has no choice but to enter new international markets or get eaten alive. Others, however, are concerned that TopDog isn't ready for that step. The company's resources are already stretched to the limit, and some advisors have warned that rapid global expansion could spell disaster. TopDog isn't even well established in the United States, they argue, and expanding internationally could strain the company's capabilities and resources. Others have pointed out that none of the managers has any international experience and the company would have to hire someone with significant global exposure to even think about entering new markets. Although Mary tends to agree that TopDog for the time being should stay focused on building its business in the United States, Ari has come to believe that global expansion of some type is a necessity. But if TopDog does eventually decide on global expansion, he wonders how on earth they should proceed in such a huge, complex environment. Sam, the sales manager, is arguing that the company should set up its own small foreign offices from scratch and staff them primarily with local people. Building a U.K. office and an Asian office, she asserts, would give TopDog an ideal base for penetrating markets around the world. However, it would be quite expensive, not to mention the complexities of dealing with language and cultural differences, legal and government regulations, and other matters. Another option would be to establish alliances or joint ventures with small European and Asian companies that could benefit from adding CRM applications to their suite of products. The companies could share expenses in setting up foreign production facilities and a global sales and distribution network. This would be a much less costly operation and would give TopDog the benefit of the expertise of the foreign partners. However, it might also require lengthy negotiations and would certainly mean giving up some control to the partner companies. One of TopDog's partners is urging still a third, even lower-cost approach, that of licensing TopDog's software to foreign distributors as a route to international expansion. By giving foreign software companies rights to produce, market, and distribute its CRM software, TopDog could build brand identity and customer awareness while keeping a tight rein on expenses. Ari likes the low-cost approach, but he wonders if licensing would give TopDog enough participation and control to successfully develop its international presence. As another day winds down, Weiner and Carpenter are no closer to a decision about global expansion than they were when the sun came up. Source: Organization Theory and Design, Richard L. Daft QUESTIONS: 1. What international strategy would you propose for TopDog software? 2. What would be the organizational structure that TopDog should implement in order to fulfill its strategy? Draw the organizational structure you are proposing 3. What would be the strengths and weaknesses of the organizational structure you propose? 3. What would be the objectives that TopDog software would achieve with its new organizational structure