An industrial firm’s implementation of international marketing strategy can be hampered where there is limited consistency across the strategy, the firm’s international marketing experience, and the value-adding role of the foreign subsidiary. This paper develops a framework consisting of three dimensions: international marketing strategy in terms of character of main competitive advantages, international marketing experience, and value-adding role of the foreign subsidiary. Propositions are put forward regarding consistent relationships between the dimensions. The propositions are generated based on case studies of Swedish firms and their subsidiaries in the US market. Contributes to theory are discussed.