International Strategy Advanced Strategy M2/MSc 2015-2016 Corporate (or Growth) strategy: Key questions? • Should the firm focus its activities on a specific market or diversify in several segments or sectors? • Should the firm limit its business to the local market or internationalize? • Which method of growth strategy should the firm choose? • organic development or • corporate, commercial, technical alliances with other stakeholders active in the business environment (clients,
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AE514 Review Questions 1. What is the environment Kuznets curve and what are main explanations? The EKC says that the pollution will first increase with the level of GDP per capita, reach maximum at around $8,000 and then decrease at higher levels of income. The policy implications of this finding according to some are grow first and then clean up. Some have argued that economic growth is a panacea or “cure all” for environmental degradation, “in the end the best and probably the only-way
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Strategy & Competitive Advantage? Strategy is the creation of unique and valuable position involving a different set of activities.1 A firm is said to have competitive advantage when it is implementing a strategy which is not is being implemented by it’s current or potential competitors and also sustains profits that exceed the average for it’s industry. " Is Competitive Advantage enough? The goal of much of business strategy is to achieve a sustainable competitive advantage which is the same
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rise to Global firms (stimuli). How Economic factor leads to certain advantages and attributes of Global firms / Transnational Corporations / Multi National Enterprises. How does country related political factors affect these firms and their policies. Then, we conclude our essay based on the finer details derived from our extensive discussion. Concepts and examples that are used to answer our queries in main body fall under the following topics: Globalization and global firms. Stimuli for
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Analyzing the External Environment of the Firm Chapter 2 1) Because of to minimize or eliminate threats and exploit opportunities, so managers should analyze the external environment 2) This involves a continuous process of environmental scanning and monitoring as well as obtaining competitive intelligence on present and potential rivals. These activities provide valuable inputs for developing forecasts. In addition, many firms use scenario planning to anticipate and respond to volatile
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1.1. Background of the Study 4 1.2. Introduction 5 1.3. Research Question 7 1.4. Aims and Objectives 8 2. Literature Review 8 2.1. Introduction 8 2.2. The concept of sustainable competitive advantage 9 2.3. The concept of knowledge 12 2.4. Knowledge Acquisition, Sharing and Competitive Advantage 14 3. Chapter Three 17 3.1. Research Methodology 17 3.1.1.Introduction 17 3.1.2.Research Design 17 3.1.3.Sample Population 18 3.1.4.Sampling Procedure 19 3.1.5.Data Collection Methods 19 4
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Chapter 16 1. Evolving into Multinationalism. As a firm evolves from purely domestic into a true multinational enterprise, it must consider 1) its competitive advantages, 2) its production location, 3) the type of control it wants to have over any foreign operations, and 4) how much monetary capital to invest abroad. Explain how each of these considerations is important to the success of foreign operations. If a firm lacks sufficient competitive advantage to compete effectively in its home market, it
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1. What is strategy? a) What is strategic coherence? Strategic coherence requires strategic intent for both generating an advantage and sustaining an advantage. Relatedly, strategic coherence requires "thinking the problem through to the end-game" and thus, anticipating rivals' actions. b) What do we mean by trade-offs? Substituting on strategic priority for another. c) Why are strategic coherence and trade-offs important when analyzing a firm’s strategy? d) What is the difference
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Week 1: The economic foundations of theories in strategy Corporate strategy; where to compete, portfolio, parent level Competitive strategy; how to compete, SBU, competitive advantage Three layers of theory: management – strategic management – economies Paradox: how is it possible to have a general statement about uniqueness? We try to have general statements about uniqueness. Theory=general statement about cause and effect Stoelhorst, J.W. (2008), Thinking
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Strategic positioning : Cost Advantage and Benefit Advantage Generic Strategies Competitive advantage cannot be reduced to a formula or an algorithm. Even if such formulas or algorithms could be concocted, describing them in a textbook such as this would make them valueless because they would be accessible to everyone. But although there is.no single formula for success, we can discern broad commonalities across industries in the different ways that firms position themselves to compete. For example
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