Reebok officially entered the bike business after 15 years of deliberation and strategic re-tooling. This case presents a situation that considers how the process of internationalization may be impacted by various factors both internal and external to the firm. The analysis examines multiple marketing elements, including brand position, product development, distribution channel, pricing, promotion, and operating model. The focus of decision making in the case centers on the use of licensing and determining possible alliance partner structures as possible solutions to enable Reebok to enter the global bike business successfully. Specific internationalization elements explored include mode of entry, foreign market selection, cultural influences, supply chain, operating model, and licensing strategic alliance partner strategy. This case provides an ideal opportunity to explore and analyze why and how a sport enterprise might want to internationalize its business and the potential role sport licensing might play in the process.