The subject of this final paper is organization of international marketing within a company, basis of which was depicted with the example of Decathlon; a multinational corporation that specializes in sports retail. The same company was used to illustrate the primary components of a multinational corporation entering a foreign market, as well as entry strategies. The first part of this paper laid out theoretical groundwork by defining some key concepts such as globalization, global marketing, and entry strategies, as well as identified some key determinants that should be taken into account when entering a foreign market. Implications of an ill-advised and unsuitable strategy were also discussed. Different strategies of foreign market entry were elaborated in more detail with the case study of Decathlon entering Croatian market, which served as base for further expansion into markets of Southeast Europe. At the same time, marketing mix, which was an integral part of the market-entry business strategy, was used to portray the main differences between standardized and nonstandardized approaches. Aforementioned example clearly demonstrated that certain aspects of the foreign market entry strategy should remain standardized, especially if those aspects are crucial for maintaining a competitive edge of the corporation and/or brand, or making it stand out among its competition. Communication strategy was used to exemplify the importance of non-standardized components of a foreign market entry strategy, because, in some cases, reaching the local customer is only possible by using a personalized approached. Successful business activity in medium term was depicted in the final part of this paper by using different measurable indicators, which, at least in part, can be credited to the choices outlined in the foreign market entry strategy as well as decisions made in setting up the organization of international marketing.