You have just been hired as the Vice President of International Business at SportzGuds, Inc., a well-known sporting equipment company based in Florida. SportzGuds is a popular brand in the US. The company's name is synonymous with high quality and durability. Its production processes are complicated, patented, and closely guarded. Your products are highly regarded in the world of sports, and your stockholders typically receive pretty good dividends. The company sponsors a lot of national and state championships. SportzGuds sales are at a record high thanks to the sponsorships and the creative advertisements. This entire year has shown growing sales with the last quarter being the best. The company is gearing up to capitalize on these achievements. "To make a foray into international markets would be the next logical step for us, and with your experience in international business we expect you to guide us through some key decisions," Says the CEO. Even though this is the CEO's pet project, she doesn't want to spend a lot of money on it or take big risks. She certainly wants to guard against any risks to the brand's image. Initially the CEO would like to avoid excessive risk and not spend a lot of money, until some initial success is achieved or while the company gains some experience in international markets. You are excited about this new job, and you immediately get to work. You realize that you need to quickly select suitable options for international business expansion and plan for production. What is your strategy?