...Student Id: 13038597 * Reflective Essay * Case study I: GHEMAWAT, PANKAJ. (2001). Distance still matters. Harvard Business Review. 79 (8), 137-147. * Case Study II : GHADAR, FARIBORZ, SVIOKLA, JOHN and STEPHAN, DIETRICH A.. (2012). Why life Science Needs its own Silicon Valley. Harvard Business Review. 90 (7/8), 25-27. * Case Study III : BEAMISH, PAUL W AND LUPTON, NATHANIEL. (2009). Managing Joint Ventures, Academy of Management Perspectives. Harvard Business Review. 23 (2), 75-94 Reflective Essay I have always been scared of strategies, I used to always think that I will get confused after studying the module business strategies but I was wrong. My parents have always told me that nothing is difficult unless you try it and I never believed them until today. When I started my assignment I was scared of reading 3 big case studies and I always use to ask myself , how am I going to read all through this pages and write notes on this. The most difficult part was to summarize it only 500 word each case study which had a lot of vital information. But eventually I did it. I tried my best to cover all the important points. I have always been very inquisitive about the word strategies. It can be used in many things like game, work, business and many more. The word strategy is to make a plan before you implement, and one has to make a plan before doing anything. Spontaneous plan do not work every time, so to be on a safer side most of the people plan it. And today...
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...3H Strategy & International Business 2001-2002 Session 8 – Positioning & RBAs compared A. INTRODUCTION TO SESSION The past two Sessions have outlined a series of models and frameworks that provide insights into the external environment and the strategic capabilities possessed by organisations. Many of these models and frameworks have developed as a consequence of a twenty-year debate over the way in which organisations seek to develop sustainable competitive advantage. In broad terms, two distinct approaches have emerged from the debate about this central issue within strategy content: the positioning approach and the resource-based approach (or more accurately, approaches). Much of the debate has concentrated upon two key questions: • Is competitive advantage achieved by concentrating on either low cost or differentiation or should a strategy seek to exploit both low cost and differentiation? • Does an organisation develop strategy to respond to or shape the environment in which it exists – is strategy outside-in or inside-out? As the primary purpose of the tools of strategic analysis is to help organisations to develop and implement successful strategies, then an understanding of the underlying context in which these models and frameworks can be applied is an important requirement. By exploring the development of these competing approaches to competitive advantage and the debate between them, this Session sets out to provide this contextual understanding...
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...Lydie Nguz Maruv International Business Strategy-Shurgard case-question 3 Question 3-What do I think are the main challenges that Shurgard will face for its European expansion (Other than “growth”), What would be my specific recommendations as regards each of these challenges? Why? In my opinion, the main challenges that Shurgard will face for its European expansion are the following: 1. The unfamiliarity of the self- storage concept in Europe and hence lack of professional expertise; 2. Differences between European countries, it’s not one size fits all; 3. Inexistence of specific regulation concerning self-storage business; 4. European labor regulation, which implies that it is harder to hire or fire people and relocate them(France); 5. Difference between European consumers and US consumers as regard price elasticity; 6. Difficulty to fund expansion as potential investors might be very demanding; 7. Marketing critical to a quick rent up in order to create basic awareness and demand; Concerning the first challenge, the fact that self-storage didn’t exist in Europe, means it is both a risk and an advantage to be the first mover. So, Shurgard has to make sure in its expansion process, that there is a real market opportunity in countries where it wants to operate. It involves that there are potential customers who are looking for this kind of services. I my opinion, if a business doesn’t exist somewhere it don’t mean per...
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...Coca-Cola: International Business Strategy For Globalization Dr. Michael Ba Banutu-Gomez, Professor, Management and Entrepreneurship, William G. Rohrer College of Business Rowan University, Glassboro, NJ ABSTRACT The purpose of this research was to analyze the efficiency of global strategies. This paper identified six key strategies necessary for firms to be successful when expanding globally. These strategies include differentiation, marketing, distribution, collaborative strategies, labor and management strategies, and diversification. Within this analysis, we chose to focus on the Coca-Cola Company because they have proven successful in their international operations and are one of the most recognized brands in the world. We performed an in-depth review of how effectively or ineffectively Coca-Cola has used each of the six strategies. The paper focused on Coca-Cola's operations in the United States, China, Belarus, Peru, and Morocco. The author used electronic journals from the various countries to determine how effective Coca-Cola was in these countries. The paper revealed that Coca-Cola was very successful in implementing strategies regardless of the country. However, the author learned that CocaCola did not effectively utilize all of the strategies in each country. Key Words: Coca-Cola, International Business, Strategy, Globalization, International Marketing, Labor Relations, Distribution, Diversification, Management, Channels, Costs, Gains and Collaboration. INTRODUCTION...
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...International Business Strategy II 1. Liu Shu 6509037 Introduction Google and Apple are giants in technology industry. These two companies provide innovate products or service and have unique organizational structure and culture. Under the increasing pressure of cost reduction and local responsiveness caused by globalization development, both Google and Apple are transforming into transnational organizations. This report will critically evaluate the comparative transnational effectiveness of Google and Apple in terms of motivation means and mentalities, layers of competitiveness, across boundaries management and corporation social responsiveness (CSR). 2. Motivations Means and Mentalities Initial incentives of Apple and Google expansion were different because of their distinct business focuses. Apple generates its profits by selling cutting-edge electronic devices, whereas Google even though has its own products such as some newly invented wearable devices, its benefit basically comes from their advertising. Therefore, Google do not have to secure key supply, and access to low-cost market. Nevertheless, seeking boarder market seems to be very important for both of these to enterprises. Moreover, the emerging motivations for Google and Apple are quite similar. After they began to expand, the forces which triggered the expansion in the first place, may turn into secondary when they make emerging global...
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...Introduction Background of the study Every business big or small has a strategy and structure. Some are formally formulated through a thorough planning and some just develop informally overtime as the business continue to grow and adapt to the business environment they`re in. However, no matter how these two evolves, it is important for a firm`s strategy and structure to always fully support each other. A business strategy refers to its plan for the whole organization that commences how it will use its major resources to achieve its goals. Business structures on the other hand, refers to the way the pieces of the business fits together such as its management operations and product distributions. (Hill, 2012) Uggs Australia is part of the portfolio of brands acquired by Deckers Outdoor Corporation which is an American company. Deckers acquired the Ugg brand in 1995 from its founder Brian Smith and repositioned the brand as a luxury brand sold through expensive shops in the US. Uggs primary product is their classic sheepskin boots but as the company grows they have diversified to produce and sell others including a variety of footwear, clothing, bags and outerwear. Uggs is now being sold all around the world and had a sales of over US$1 billion in 2012. (www.deckers.com, 2012) Uggs Australia: Swot Analysis * Strength: Some of the brands strength includes its already established loyal customer base, prior to Deckers acquisition of the brand, Uggs was already made popular...
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...2012 International Business Globalization - Volkswagen Akshayita Saxena Anirudh Kunjal Avinash Unni Nair Nilisha Aggarwal Rahul Raghunathan Raj Jatheendran Santosh Gaurav Volkswagen – Das Auto INTRODUCTION : A BRIEF HISTORY Volkswagen, in English, translates to “people’s car”, and the German Labour Front originally founded this company in 1937, with the sole purpose of manufacturing cars for the common man, in a German car market dominated by luxury cars. The People’s car, available at a mere 990 Mark, was positioned around factors such as better fuel efficiency, reliability, ease-of-use and economy of usage. Its first prototype, the kdF-Wagen, had a distinctive round shape to its design (the Beetle continues with this design even today) and had about 336,000 takers. By 1946, the Wolfsburg factory was producing close to 1000 cars a month, a remarkable feat in those times. Post the 2nd World War, Volkswagen served as an icon for the resurrection of West Germany, and showed signs of international expansion by selling its first model in the United States of America in 1949, and its sales services were standardized there by 1955. The Golf Type-I model, was given the title “Beetle” by the quirky, hugely popular advertisement campaigns run in the U.S. then, and was officially adopted by Volkswagen only in 1998. By 1961, VW expanded its production line to include Type-III and Type-IV models, and in 1964, VW bought over the Auto Union and the NSU, successfully creating a merger...
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... and Columbia University JAMAL SHAMSIE New York University This article continues to operationally define and test the resourcehased view of the firm in a study of the major U.S. film studios from 1936 to 1965. We found that property-hased resources in the form of exclusive long-term contracts with stars and theaters helped financial performance in the stable, predictable environment of 1936-50. In contrast, knowledge-based resources in the form of production and coordinative talent and budgets boosted financial performance in the more uncertain (changing and unpredictable) post-television environment of 1951-65. The resource-based view of the firm provides a useful complement to Porter's (1980) well-known structural perspective of strategy. This view shifts the emphasis from the competitive environment of firms to the resources that firms have developed to compete in that environment. Unfortunately, although it has generated a great deal of conceptualizing (see reviews by Black and Boal [1994] and Peteraf [1993]), the resource-based view is just beginning to occasion systematic empirical study (Collis, 1991; Henderson & Cockburn, 1994; Montgomery & Wernerfelt, 1988; McGrath, MacMillan, & Venkatraman, 1995). Thus, the concept of resources remains an amorphous one that is rarely operationally defined or tested for its performance implications in different competitive environments. In the interests of testing and advancing the application of the resourcebased view, this research...
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...The Strategy of International Business The chapter reviews basic principles of the strategies available for globally expanding businesses, it also reviews the different ways in which a business can maximize their profit while maintaining a well planed and followed expansions/global strategy. One important fact is to focus on the main objective of any firm; “Maximizing shareholder value” any strategy is mostly designed and built around this objective. To evaluate and review the strategies presented in this chapter two current events are visited at the end of the paper; Nokia’s cost reduction strategy and Hollywood’s Global Expansion strategy. Hollywood for one is focused on the global market and the ability to successfully expand through these markets, since 1980s as mentioned by Jeff Kleeman the executive producer of “The Change-Up” (Lang, 2011) Hollywood were targeting the global market but now they are more focused on the how rather than just the revenues from these global markets. Nokia’s global strategy on the other hand is aligning workforce with site operations. Nokia is one of the successful telecommunication companies worldwide with more than a billion users worldwide. (Nokia Corporation, 2011) Chapter Summary The Strategy of International Business chapter reviews some basic principles of international business strategies and how these strategies can be used to profit from international expansions. The chapter defines strategy as “the actions managers take...
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...Table of Contents 1. Introduction 3 2. Internationalization Strategy of Colgate-Palmolive 3 2.1 The assesment of the internationalisation of the company 3 2.2 The assessment of geographical characteristics of internationalisation 5 2.3 The outline of the main foreign market entry modes employed by the company 5 2.4 The overview of the enterprise structures and controls used by the company 6 3. Evaluation of academic strategy frameworks for Colgate-Palmolive 8 3.1 Overview of the Bartlett and Ghoshal’s generic strategies framework 8 3.2 Evaluation of the Bartlett and Ghoshal's framework on the company's example 9 4. Conclusion 11 5. List of Figures 12 6. Bibliography 13 1. Introduction What a “Colgate Smile” is a phrase commonly used as a compliment about one’s smile. It has been popularized throughout the whole world, due to Colgate’s good reputation as a successful business. Colgate, today being one of America’s most successful Fortune 500 companies, has a long history of evolution and complex adoption of various business strategies, which led to its current solid powerful position. As representatives of the Colgate-Palmolive Company, we are pleased to tell you more about the success story of our company through this report. In the first part, we will show how CP slowly internationalized and expanded globally by adapting various strategies to become one of the most powerful MNC’s, to then in the second part, give you details...
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... IBS_HSBC in China Hong Kong and Shanghai Banking Corporation was founded to finance the growing trade between Europe, India and China in Hong Kong March 1865 and month later in Shanghai. (King, 1987) With its longtime settled in China, HSBC is already member of top tier financial institutions operating in the biggest emerging market and been the largest foreign banking group in China. This essay is aiming to exam the strategy of HSBC revolution over the years in China, meanwhile to illustrate the HSBC’s strategy changed before and after China’s accession to the WTO. Then, the strategy of HSBC’s expands in China’s rural areas will be mentioned with both evaluation of advantages and disadvantages. Following, the strategy of HSBC on how to enter and operate in the other emerging markets will be discussed in terms of successful cases and setbacks. Finally, the influence from world economic crisis on HSBC and future potential opportunities for HSBC will definitely be focused on. Before the WTO accession in 2001, China’s banking industry relied on directed lending practices from government, in turn created many China’s most successful enterprises under centrally planed economy. This approach resulted in thousands of state-owned enterprises, which were unprofitable and inefficient and made the state-own banks widespread...
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...Azerbaijan State Oil Academy MBA Programme International Business Environment SYLLABUS Instructor: E-mail: Term: Class Day(s): Total course duration Mehriban Kerimli mehriban.k@gmail.com Autumn 2014 Thursday, 1830 51 hours REQUIRED TEXT: International Business: The New Realities, by Cavusgil, Knight, & Riesenberger COURSE DESCRIPTION This course provides an overview of the environments, markets, institutions, challenges, strategies, and operations of international and cross-cultural business; the globalization of business and associated challenges posed for the competitiveness of the modern enterprise; and the orientations, strategies, and tactics appropriate for international business success. COURSE OBJECTIVES: Upon conclusion of this course, diligent students should: become sensitized to the urgency and challenges of international business; have a substantial understanding of the fundamentals of international business with respect to the environments and consumers in major world markets; understand basic managerial requirements for the successful performance of firms in international business; be able to fit in quickly and perform in the international business operations of any firm. The case is not a team project and must be completed independently. CASE To facilitate learning about real-world international business and help improve your writing ability, you will be assigned one case from the text to write up. In writing up the case, your task is to respond to all the questions...
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...Syllabus International Business 1 (IB-1) 2012-2013 1-IBMS 1. INTRODUCTION This International Business (IB-1) course is designed to provide students with a basic understanding of the international business environment. In order to be successful, IBMS Students need to familiarize themselves with the basic concepts and definitions of today’s competitive business world. Students must become aware of the major actors and forces that help shape the international business context. The course covers a variety of topics, which include the theoretical foundations of global trade and investment, the political environment, foreign direct investment and market entry, international business strategy and operations. The course is structured around lectures and workshops. Students are expected to attend all lectures and workshops. In the lectures, students will learn about the field of international business. In the workshops, students are expected to present and discuss international business cases. These business cases provide helpful examples and insights towards an understanding of the International Business theory taught in lecture classes. Students are encouraged to contribute to meaningful discussions, develop the ability to defend their position and apply knowledge to “real life” situations based on the cases presented in class. Attendance IB-1 is not a spectator sport. Attendance and contribution accounts for 10%...
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...global adaptation. Global Strategy Journal, 1: 27–46. doi: 10.1002/gsj.4 The article examines the idea of multinational firm as a strategic entity, which is a simpler way of organizing foreign markets through direct investments work of. In 1976, multinational firm was described as a hierarchy with host country subsidiaries adopting products and capabilities of parent firms to local markets. 1989, came the idea of the transnational firm is described as a less bureaucratic firm that has differentiated subsidiary roles and control is mostly based on organizational culture and administrative heritage. It continues to examine the global multibusiness firm (GMBF), a more appropriate model, incorporates insights of earlier model but also identifies evolving business technologies and managerial management which have changed the strategic face of global business. Strategic assembly involves constructing firms in a forward looking manner with the aim of gaining and maintaining competitive advantage. There are three stages of international firms, multinationals, transnational and global multibussiness. And finally, the article talks about, more recent concept of transnational firms which has shifted focus of global strategy away from tension between local market and scale based economies. International companies of today are embedded in a turbulent environment which is direction and pace.GMBF construct proposes which are changing the international business environment. It identifies...
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...expand outside the US and the entry strategies it adopted in international markets, and discusses the various risks faced by Starbucks and the effect of these risks in its revenues in international markets. Problem Major Problem The major problem of the case was the not so well planned international operations of Starbucks compared to its US operations and the entry strategies it adopted in international markets. Minor Problem The minor problems were: The pricing of the products offered. The high level of prices of the products of Starbucks is generally caused by too expensive cost of production that causes suffering to its customers. The operation problems encountered by the business due to lack of a trained workforce. The inappropriate and unsuitable real state/location for its store. Objectives To solve the problems of this case study. To recommend advices and solutions regarding the problems encountered of this business. Facts *Alternative Course of A*ction To study and think carefully about the decision of entering international markets. To go for a supplier of cheaper items needed in the operation that would enable the business to lower the prices of its products and make it affordable and attract those middle as well as low profile consumers. To hire trained applicants to ensure the smooth flow of daily business activities. To plan and...
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