Building a global fitness empire: a case study of an emerging market fitness brand’s path to international success

Purpose This study aims to explore how a Colombian fitness brand integrates traditional internationalization theories with innovative practices to address the challenges and opportunities of global expansion from an emerging market perspective. Design/methodology/approach A qualitative single-case study approach was used, including semi-structured interviews with key company executives and triangulation with secondary sources. Data was analyzed thematically to uncover patterns related to international strategy, entry modes, local adaptation and strategic capabilities. Findings The results show that the company’s success stems from combining the Uppsala model and the network approach with unique firm-level capabilities rooted in the resource-based view (RBV). Its ability to adapt culturally, form strategic alliances and develop internal talent has been fundamental to its international expansion. Sustainability initiatives further enhance its legitimacy and differentiation. Practical implications The findings offer actionable insights for managers in emerging markets aiming to internationalize while embedding sustainability and employee empowerment. It also serves as a model for boutique fitness brands seeking differentiation and consistency across borders. Originality/value This study contributes to international business literature by analyzing an emerging market firm in the fitness industry and by integrating theoretical perspectives on internationalization with the RBV framework.