This thesis investigates the international expansion of mid-sized restaurant firms through a case study of Asian Cuisine, an Asian Cuisine chain exploring to enter the German market. The research addresses how such firms manage strategic, operational, and institutional challenges in foreign environments. Unlike multinational corporations, mid-sized firms operate with limited resources, requiring careful planning, incremental market entry, and local responsiveness. The study is grounded in key international business theories, including the Uppsala Internationalization Model, Institutional Theory, and Entry Mode Strategies. A qualitative case study methodology was employed, incorporating semi-structured interviews with company executives and managers, alongside analysis of internal documents and industry reports. This approach enabled a rich, contextual understanding of how the company evaluated market opportunities, selected Hamburg as its pilot location, and prepared for entry via a wholly owned subsidiary. The research design emphasized thematic analysis to identify strategic patterns and adaptation processes. The findings reveal that Asian Cuisine’s success depends on experiential learning, institutional adaptation, and a balance between brand integrity and local expectations. The study highlights the importance of sustainability, digital readiness, and cultural fit as strategic differentiators. It offers practical insights for managers and contributes to the literature on SME internationalization in the hospitality industry.