This paper is an attempt to distill the experiences of a small number of recent case studies of Indian companies in the process of internationalizing their operations. The strategies employed by these organizations in international business are analyzed using a `conceptual framework. tHe problems faced by these organizations are also analyzed using this framework, and some alternatives are suggested. The study also finds that the all-important decision-whether to separate out the international business side from the domestic side, has implications, sometimes unexpected, for both sides of the business. Special treatment is accorded to the issue of upgrading quality to international standards. Finally, the paper offers some reflections on the role of MNCs in internationalizing Indian business and suggests that public policy formulation should consider the strategic postures adopted by the parent company.