The document discusses key strategies for international retailing success, including leveraging core competencies and adapting to local markets. It also outlines various international market entry strategies like direct investment, joint ventures, and franchising. Additionally, it provides an overview of elements to consider in global market analysis and strategies for competing internationally through areas like locating activities, transferring capabilities, and coordinating activities across borders.
This document discusses international market selection and entry strategies for companies. It outlines four main strategies for competing globally: international, multinational, global, and transnational. It also discusses factors that influence market selection like pressures for cost reduction and local responsiveness. The key entry decisions are which foreign markets to enter, timing of entry, and scale of entry. Common entry modes include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with advantages and disadvantages. Strategic competitiveness outcomes depend on effective implementation and management of international operations.
Multinational and participation strategies 1Ajit Kumar
This document discusses strategies that firms can use when operating internationally to balance global integration with local responsiveness. It introduces the value chain concept and describes pressures for both integration and localization. Different strategies are outlined, including multidomestic, transnational, international, and regional strategies. The transnational strategy seeks both location advantages and global efficiencies. Firms must consider factors like markets, costs, governments, and competition to determine which strategy best resolves the global-local dilemma in their industry. The competitive advantages in a firm's value chain also influence their choice of strategy.
competition in Global Industries : a conceptual frameworkneha singh
This document discusses Michael Porter's framework for international competition in global industries. It begins by introducing the growing importance of international competition and advantages of multinational corporations. It then examines two patterns of international competition: multidomestic industries, where competition is independent across countries, and global industries, where competitive position is affected worldwide. The document proceeds to analyze causes of industry globalization and issues regarding configuration and coordination of international activities. Finally, it discusses the historical evolution of international competition and strategic implications when competition shifts from multidomestic to global.
The document discusses various international business strategies that companies can employ when expanding globally, including global, international, multi-domestic, and transnational strategies. It analyzes the pros and cons of each strategy based on the pressures of local responsiveness and cost reduction. Additionally, the document explores concepts like core competencies, economies of scale, and global learning which are important considerations for companies developing international business strategies.
The document discusses strategies for competing in foreign markets. It outlines different levels of international competition from multi-country to global strategies. Companies are motivated to expand internationally to access new customers and resources. Cultural, market, and regulatory differences exist between countries that companies must consider. The document then analyzes options for entering foreign markets including exporting, licensing, franchising, and strategic alliances. It also discusses building competitive advantages through global coordination and transferring capabilities across borders.
This document provides an overview of key concepts in global strategy formulation. It discusses factors that drive industry globalization and unique risks of operating globally. It examines different global strategies like standardized, tailored, and changed approaches. It also analyzes Walmart's transformation into a major global company through international expansion focused initially in Americas, then China. Walmart exploited buying power, domestic competencies, and learned through local adaptations in different market entries.
This document discusses international marketing strategies. It explains that while basic marketing functions are the same worldwide, the marketing mix must often be adapted for local markets due to sociocultural, economic, legal and other differences. Companies must decide whether to standardize their marketing mix globally or adapt it in some markets. Consumer products usually require more adaptation than industrial products. Factors like culture, laws and the internet affect decisions around product, promotion, price and distribution strategies in international markets.
This document discusses international sales management. It covers the role of a sales manager in international markets, international sales and marketing opportunities, and challenges in international sales management. Some of the key topics covered include strategic issues for international sales and marketing, international sales techniques, structures for international sales organizations, selection and training of international sales personnel, and sales incentives and compensation.
This document discusses international market selection and entry strategies for companies. It outlines four main strategies for competing globally: international, multinational, global, and transnational. It also discusses factors that influence market selection like pressures for cost reduction and local responsiveness. The key entry decisions are which foreign markets to enter, timing of entry, and scale of entry. Common entry modes include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with advantages and disadvantages. Strategic competitiveness outcomes depend on effective implementation and management of international operations.
Multinational and participation strategies 1Ajit Kumar
This document discusses strategies that firms can use when operating internationally to balance global integration with local responsiveness. It introduces the value chain concept and describes pressures for both integration and localization. Different strategies are outlined, including multidomestic, transnational, international, and regional strategies. The transnational strategy seeks both location advantages and global efficiencies. Firms must consider factors like markets, costs, governments, and competition to determine which strategy best resolves the global-local dilemma in their industry. The competitive advantages in a firm's value chain also influence their choice of strategy.
competition in Global Industries : a conceptual frameworkneha singh
This document discusses Michael Porter's framework for international competition in global industries. It begins by introducing the growing importance of international competition and advantages of multinational corporations. It then examines two patterns of international competition: multidomestic industries, where competition is independent across countries, and global industries, where competitive position is affected worldwide. The document proceeds to analyze causes of industry globalization and issues regarding configuration and coordination of international activities. Finally, it discusses the historical evolution of international competition and strategic implications when competition shifts from multidomestic to global.
The document discusses various international business strategies that companies can employ when expanding globally, including global, international, multi-domestic, and transnational strategies. It analyzes the pros and cons of each strategy based on the pressures of local responsiveness and cost reduction. Additionally, the document explores concepts like core competencies, economies of scale, and global learning which are important considerations for companies developing international business strategies.
The document discusses strategies for competing in foreign markets. It outlines different levels of international competition from multi-country to global strategies. Companies are motivated to expand internationally to access new customers and resources. Cultural, market, and regulatory differences exist between countries that companies must consider. The document then analyzes options for entering foreign markets including exporting, licensing, franchising, and strategic alliances. It also discusses building competitive advantages through global coordination and transferring capabilities across borders.
This document provides an overview of key concepts in global strategy formulation. It discusses factors that drive industry globalization and unique risks of operating globally. It examines different global strategies like standardized, tailored, and changed approaches. It also analyzes Walmart's transformation into a major global company through international expansion focused initially in Americas, then China. Walmart exploited buying power, domestic competencies, and learned through local adaptations in different market entries.
This document discusses international marketing strategies. It explains that while basic marketing functions are the same worldwide, the marketing mix must often be adapted for local markets due to sociocultural, economic, legal and other differences. Companies must decide whether to standardize their marketing mix globally or adapt it in some markets. Consumer products usually require more adaptation than industrial products. Factors like culture, laws and the internet affect decisions around product, promotion, price and distribution strategies in international markets.
This document discusses international sales management. It covers the role of a sales manager in international markets, international sales and marketing opportunities, and challenges in international sales management. Some of the key topics covered include strategic issues for international sales and marketing, international sales techniques, structures for international sales organizations, selection and training of international sales personnel, and sales incentives and compensation.
The document discusses supply chain management and global operations. It covers topics like the definition of supply chain management, the relationship between product design and supply chains, different global sourcing arrangements, the increasing role of electronic purchasing, and challenges of global sourcing like added costs. The goal of supply chain management is to coordinate materials, information, and services across companies to minimize costs and inventory. Effective design can facilitate supply chain management.
Global strategy formulation involves defining a company's approach to international markets. There are four main types of global strategies - multinational, international, global, and transnational - depending on the degree of standardization and localization needed. Key dimensions to consider include market participation, standardization vs localization, activity concentration, coordination, and non-market factors. Effective global strategies require analyzing industry drivers, entry strategies, target regions or countries, and the appropriate mode of entry.
The document discusses four global strategies for companies operating internationally: global, transnational, export, and multi-domestic strategies. A global strategy treats the world as a single market with standardized products and advertising, while an export strategy focuses domestically but exports some products. A transnational strategy balances global efficiencies with local responsiveness through customization. A multi-domestic strategy handles each country's market independently by adapting products and advertising to local needs and tastes.
1) Michael Porter's Diamond Model analyzes factors of production, demand conditions, related and supporting industries, and firm strategy/rivalry that contribute to a nation's competitive advantage.
2) Examples include India's BPO sector benefiting from skilled labor and Japan's auto industry improving through domestic rivalry.
3) International strategies include multi-domestic, with decentralized control tailored to local needs, global with standardized products worldwide, and transnational seeking both global efficiency and local responsiveness.
Strategies For International Competition Global OperationsTICS
This document discusses various strategies for international competition. It begins by outlining three strategic orientations for international operations: ethnocentrism, polycentrism, and geocentrism. Next, it explores factors that facilitate international expansion such as market saturation, political reasons, cheap labor, and competitive pressures. The document then provides guidance on evaluating target countries and developing a strategic plan for foreign market entry. Finally, it discusses approaches for managing a portfolio of subsidiaries abroad and various value chain configurations for international operations.
This document discusses international strategy and opportunities for firms. It covers traditional motives for international diversification like accessing larger markets and resources. It also discusses three levels of international strategy - multinational, global, and transnational. Key risks of internationalization include political risks from government instability and economic risks from currency and inflation rate fluctuations. Modes of entering foreign markets addressed include exporting, licensing, strategic alliances, acquisitions, and new wholly-owned subsidiaries.
This document discusses international management strategies for multinational companies (MNCs). It covers generic competitive strategies like low cost leadership and differentiation. It also discusses competitive advantage through distinctive competencies and a company's value chain. Both offensive and defensive strategies are explained as well as related and unrelated diversification approaches. The effects of globalization and national context on convergence and divergence of management strategies are also summarized. Key topics include industry analysis, identifying success factors, and adapting traditional strategic formulation to MNCs.
This document discusses various aspects of international business. It begins by defining business and international business. It then discusses the key drivers of internationalization including profit advantages, competition, and access to resources and technology. The document outlines the stages of internationalization from domestic to multinational to global companies. It also discusses the different orientations companies can take including ethnocentric, polycentric, regiocentric, and geocentric. Finally, it discusses factors that have increased globalization like regional trade agreements, declining trade barriers, and increased foreign direct investment.
1) The document discusses strategies that international firms use to balance global integration with local responsiveness. It profiles four main types of strategies: international, multidomestic, global, and transnational.
2) Managers must configure their value chain activities across locations and coordinate between activities to create value. Industry structure, costs, and customer needs influence how value chains are configured.
3) Firms face pressures to both standardize products globally for efficiency and adapt products locally for effectiveness. The pressures determine what strategy is most appropriate.
This document discusses various methods for assessing international markets. It covers topics like market screening, environmental scanning, and different types of market screening including country and segment screening. It also discusses factors to consider in market screening like basic needs potential, financial/economic forces, political/legal forces, sociocultural forces, and competitive forces. The document then covers methods for collecting market data through surveys, trade missions/fairs, and the internet. It contrasts country screening with segment screening and provides criteria for identifying market segments.
This document discusses factors that influence international strategy selection. It begins by outlining three perspectives on strategy - industry based, resource based, and institutional based views. The institutional based view holds that institutions and culture drive strategy. Greater institutional distance between home and host countries increases costs and difficulty of transferring competencies. When selecting host countries, firms consider sources of competitive advantage like efficiency, risk, and learning. Effective global strategies balance standardization with local adaptation. The document also examines entry strategy options like acquisition, greenfield investment, and joint ventures, noting that greater institutional distance favors lower-control options like JVs.
international level strategy what are the risk in enter the international business for the corporate and limits of expansion of business internationally
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
The document discusses various aspects of international pricing strategies and policies. It covers components like pricing objectives, parallel imports, price escalation, countertrading, transfer pricing, and administered pricing. Setting the right international price is key to business success but requires understanding factors in each foreign country and market. Market prices abroad are harder to control than domestically. Controlling costs that lead to price escalation and using tools like countertrading are important challenges for international marketers.
This document discusses international strategy frameworks and options for companies. It begins by outlining drivers that pressure companies to go international, such as similar customer needs across borders, scale economies, and competitive pressures from globalized competitors. Next, it describes frameworks for analyzing country differences and competitiveness, including Porter's Diamond and the CAGE framework. Finally, it outlines strategic options for entering international markets, such as exporting, strategic alliances, foreign direct investment, and more. It notes that while plans may look good on paper, there are also hurdles like underestimating competitors, changes in policy, and cultural differences with partners.
This document discusses international accounting and financial management topics. It covers major international accounting issues firms face, the convergence of accounting standards, accounting for foreign currency transactions, cultural influences on accounting, capital structure choices for international firms, cash flow management across borders, and types of foreign exchange risk. The learning objectives are to understand these international accounting and financial management challenges and strategies.
IAF605 week 8 the strategy of international businessIAF605
The chapter discusses the role of strategy in international business. It examines how industry structure and competitive forces impact firm strategy and performance. Managers develop strategy to attract customers, operate efficiently, and compete effectively. The value chain framework helps managers analyze how the company creates value through primary and support activities. Firms face pressures for global integration to benefit from efficiencies but also pressures for local responsiveness to address host country needs. Different industry types and strategy types determine a firm's appropriate integration-responsiveness approach. The homework is to review exam performance, chapter 11, and prepare for chapter 12 by reading the case study on Burger King.
The document discusses various international strategies firms can take including exporting, licensing, strategic alliances, joint ventures, and wholly owned subsidiaries. It also analyzes factors that affect a nation's competitiveness and the motivations and risks of global expansion. The strategies involve different tradeoffs between adapting to local markets versus achieving economies of scale through standardization.
This document discusses various internationalization strategies and factors related to a company's decision to expand internationally. It provides an overview of why businesses internationalize, common risks, and factors to consider when selecting countries. Various theories of international trade and competitive advantage are examined, including Porter's Diamond model. Different internationalization strategies like exporting, licensing and wholly owned subsidiaries are outlined, along with their strengths and limitations.
The document discusses strategies for global branding. It notes that companies pursue global branding to benefit from economies of scale, reduce costs, diversify risk, and follow globally mobile customers. An effective strategy is to think globally but act locally - having standardized branding elements but customizing marketing programs for each local market. Companies must balance standardization across markets with customization for local differences in consumers, regulations, and business practices. There are different approaches such as progressively expanding a strategy across countries, simultaneously launching in multiple countries, or unifying existing local brands under one name. Overall, global branding requires understanding differences between markets, establishing infrastructure for coordination, and balancing global versus local control.
The document discusses supply chain management and global operations. It covers topics like the definition of supply chain management, the relationship between product design and supply chains, different global sourcing arrangements, the increasing role of electronic purchasing, and challenges of global sourcing like added costs. The goal of supply chain management is to coordinate materials, information, and services across companies to minimize costs and inventory. Effective design can facilitate supply chain management.
Global strategy formulation involves defining a company's approach to international markets. There are four main types of global strategies - multinational, international, global, and transnational - depending on the degree of standardization and localization needed. Key dimensions to consider include market participation, standardization vs localization, activity concentration, coordination, and non-market factors. Effective global strategies require analyzing industry drivers, entry strategies, target regions or countries, and the appropriate mode of entry.
The document discusses four global strategies for companies operating internationally: global, transnational, export, and multi-domestic strategies. A global strategy treats the world as a single market with standardized products and advertising, while an export strategy focuses domestically but exports some products. A transnational strategy balances global efficiencies with local responsiveness through customization. A multi-domestic strategy handles each country's market independently by adapting products and advertising to local needs and tastes.
1) Michael Porter's Diamond Model analyzes factors of production, demand conditions, related and supporting industries, and firm strategy/rivalry that contribute to a nation's competitive advantage.
2) Examples include India's BPO sector benefiting from skilled labor and Japan's auto industry improving through domestic rivalry.
3) International strategies include multi-domestic, with decentralized control tailored to local needs, global with standardized products worldwide, and transnational seeking both global efficiency and local responsiveness.
Strategies For International Competition Global OperationsTICS
This document discusses various strategies for international competition. It begins by outlining three strategic orientations for international operations: ethnocentrism, polycentrism, and geocentrism. Next, it explores factors that facilitate international expansion such as market saturation, political reasons, cheap labor, and competitive pressures. The document then provides guidance on evaluating target countries and developing a strategic plan for foreign market entry. Finally, it discusses approaches for managing a portfolio of subsidiaries abroad and various value chain configurations for international operations.
This document discusses international strategy and opportunities for firms. It covers traditional motives for international diversification like accessing larger markets and resources. It also discusses three levels of international strategy - multinational, global, and transnational. Key risks of internationalization include political risks from government instability and economic risks from currency and inflation rate fluctuations. Modes of entering foreign markets addressed include exporting, licensing, strategic alliances, acquisitions, and new wholly-owned subsidiaries.
This document discusses international management strategies for multinational companies (MNCs). It covers generic competitive strategies like low cost leadership and differentiation. It also discusses competitive advantage through distinctive competencies and a company's value chain. Both offensive and defensive strategies are explained as well as related and unrelated diversification approaches. The effects of globalization and national context on convergence and divergence of management strategies are also summarized. Key topics include industry analysis, identifying success factors, and adapting traditional strategic formulation to MNCs.
This document discusses various aspects of international business. It begins by defining business and international business. It then discusses the key drivers of internationalization including profit advantages, competition, and access to resources and technology. The document outlines the stages of internationalization from domestic to multinational to global companies. It also discusses the different orientations companies can take including ethnocentric, polycentric, regiocentric, and geocentric. Finally, it discusses factors that have increased globalization like regional trade agreements, declining trade barriers, and increased foreign direct investment.
1) The document discusses strategies that international firms use to balance global integration with local responsiveness. It profiles four main types of strategies: international, multidomestic, global, and transnational.
2) Managers must configure their value chain activities across locations and coordinate between activities to create value. Industry structure, costs, and customer needs influence how value chains are configured.
3) Firms face pressures to both standardize products globally for efficiency and adapt products locally for effectiveness. The pressures determine what strategy is most appropriate.
This document discusses various methods for assessing international markets. It covers topics like market screening, environmental scanning, and different types of market screening including country and segment screening. It also discusses factors to consider in market screening like basic needs potential, financial/economic forces, political/legal forces, sociocultural forces, and competitive forces. The document then covers methods for collecting market data through surveys, trade missions/fairs, and the internet. It contrasts country screening with segment screening and provides criteria for identifying market segments.
This document discusses factors that influence international strategy selection. It begins by outlining three perspectives on strategy - industry based, resource based, and institutional based views. The institutional based view holds that institutions and culture drive strategy. Greater institutional distance between home and host countries increases costs and difficulty of transferring competencies. When selecting host countries, firms consider sources of competitive advantage like efficiency, risk, and learning. Effective global strategies balance standardization with local adaptation. The document also examines entry strategy options like acquisition, greenfield investment, and joint ventures, noting that greater institutional distance favors lower-control options like JVs.
international level strategy what are the risk in enter the international business for the corporate and limits of expansion of business internationally
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
The document discusses various aspects of international pricing strategies and policies. It covers components like pricing objectives, parallel imports, price escalation, countertrading, transfer pricing, and administered pricing. Setting the right international price is key to business success but requires understanding factors in each foreign country and market. Market prices abroad are harder to control than domestically. Controlling costs that lead to price escalation and using tools like countertrading are important challenges for international marketers.
This document discusses international strategy frameworks and options for companies. It begins by outlining drivers that pressure companies to go international, such as similar customer needs across borders, scale economies, and competitive pressures from globalized competitors. Next, it describes frameworks for analyzing country differences and competitiveness, including Porter's Diamond and the CAGE framework. Finally, it outlines strategic options for entering international markets, such as exporting, strategic alliances, foreign direct investment, and more. It notes that while plans may look good on paper, there are also hurdles like underestimating competitors, changes in policy, and cultural differences with partners.
This document discusses international accounting and financial management topics. It covers major international accounting issues firms face, the convergence of accounting standards, accounting for foreign currency transactions, cultural influences on accounting, capital structure choices for international firms, cash flow management across borders, and types of foreign exchange risk. The learning objectives are to understand these international accounting and financial management challenges and strategies.
IAF605 week 8 the strategy of international businessIAF605
The chapter discusses the role of strategy in international business. It examines how industry structure and competitive forces impact firm strategy and performance. Managers develop strategy to attract customers, operate efficiently, and compete effectively. The value chain framework helps managers analyze how the company creates value through primary and support activities. Firms face pressures for global integration to benefit from efficiencies but also pressures for local responsiveness to address host country needs. Different industry types and strategy types determine a firm's appropriate integration-responsiveness approach. The homework is to review exam performance, chapter 11, and prepare for chapter 12 by reading the case study on Burger King.
The document discusses various international strategies firms can take including exporting, licensing, strategic alliances, joint ventures, and wholly owned subsidiaries. It also analyzes factors that affect a nation's competitiveness and the motivations and risks of global expansion. The strategies involve different tradeoffs between adapting to local markets versus achieving economies of scale through standardization.
This document discusses various internationalization strategies and factors related to a company's decision to expand internationally. It provides an overview of why businesses internationalize, common risks, and factors to consider when selecting countries. Various theories of international trade and competitive advantage are examined, including Porter's Diamond model. Different internationalization strategies like exporting, licensing and wholly owned subsidiaries are outlined, along with their strengths and limitations.
The document discusses strategies for global branding. It notes that companies pursue global branding to benefit from economies of scale, reduce costs, diversify risk, and follow globally mobile customers. An effective strategy is to think globally but act locally - having standardized branding elements but customizing marketing programs for each local market. Companies must balance standardization across markets with customization for local differences in consumers, regulations, and business practices. There are different approaches such as progressively expanding a strategy across countries, simultaneously launching in multiple countries, or unifying existing local brands under one name. Overall, global branding requires understanding differences between markets, establishing infrastructure for coordination, and balancing global versus local control.
Global marketing involves coordinating marketing activities across countries to create exchanges that satisfy individual, organizational, and societal goals. It evolves from developing a core business strategy, internationalizing that strategy, and then globalizing the strategy. When internationalizing, companies look to increase their customer base, offset risks and costs, and take advantage of opportunities abroad. However, internationalization also presents disadvantages like cultural barriers, regulations risks. Success in global marketing requires balancing local and global concerns through localized implementation with global coordination.
The document discusses various export and multinational strategies. It describes four broad multinational strategies - multidomestic, transnational, international, and regional - that companies can use to address the global-local responsiveness dilemma. It also discusses factors to consider in choosing between participation strategies like exporting, licensing, strategic alliances, and foreign direct investment to enter international markets.
Concept and scope of international and global marketing, Stages of International Marketing Involvement, Importance of international and global marketing, opportunities and challenges of international and global markets, participants in international and global marketing, Historical and Geographical perspective in Global business, Dynamics of Global Population Trends
This document discusses various topics related to international pricing and promotion. It covers components of pricing as competitive tools, pricing pitfalls in international markets, controlling pricing in parallel imports, price escalation, countertrading, price quotations, and setting the right price. It also discusses advertising and promotion topics like local market characteristics, sales promotion, public relations, personal selling, communication processes, and cultural differences that can lead to advertising misfires if not properly considered. International marketers must take many local factors into account for pricing and promotion strategies.
This document discusses strategies for managing differences in global expansion using the AAA framework of adaptation, aggregation, and arbitrage.
It explains that the central challenge for global managers is balancing local responsiveness through adaptation with global integration through aggregation. Firms must consider whether to pursue economies of scale through global or regional operations or boost local performance through adaptation. Managing differences across borders involves exploiting differences through arbitrage opportunities.
The document cautions against solely pursuing any single AAA strategy. Adaptation increases costs but improves local fit, while aggregation achieves scale but risks mismatches. Arbitrage provides quick gains but differences can erode over time. An effective strategy balances these factors based on the tensions between them in a given industry and competitive environment
This document summarizes key concepts from chapters 9-10 and 17 of the textbook "International Marketing" by Czinkota & Ronkainen. It discusses reasons why firms go international, strategies for entering foreign markets such as exporting, licensing and franchising, foreign direct investment through joint ventures or wholly owned subsidiaries. It also covers factors that influence product adaptation for international markets like government regulations, customer preferences, economic conditions and competition. Global brand development and issues like product counterfeiting are also summarized.
The document discusses various concepts related to global business environment including definitions of multinational, global, international and transnational companies. It also discusses factors that contribute to complexity in global strategic planning and different strategies companies can adopt to compete globally such as cost leadership, differentiation, focus and best cost strategies. The document further elaborates on reasons for competing internationally and factors affecting decisions related to country selection and entry strategies.
The document discusses various strategies and concepts related to international business. It covers:
1. The value chain framework which categorizes a firm's activities into primary and support activities.
2. Different strategies firms can take when expanding globally including international, multi-domestic, global, and transnational strategies.
3. Factors firms consider when making location decisions including trade barriers, transportation costs, and political/economic risks.
4. Various foreign market entry modes such as exporting, contractual agreements like licensing and franchising, and equity-based entries like joint ventures.
So in summary, the document provides an overview of strategic frameworks, concepts, and considerations for firms operating internationally across different value chain
1. The document discusses different business strategies such as cost leadership, differentiation, market focus, and speed-based strategies. It explains the characteristics and benefits of each strategy.
2. The stages of industry evolution are explored, from emerging to growing to mature to declining industries. The document outlines the competitive advantages and strategic choices that are most suitable for businesses in each stage.
3. Additional strategies are presented for fragmented and global industries, including decentralized approaches and specialization. The last section discusses strategies for diversification and integration.
Global firms plan, operate and coordinate their activities on a worldwide basis.The firm will price its products appropriately worldwide, nationally and locally, and promote, deliver access and information to its customers in the most cost-effective way.,
The firm will price its products appropriately worldwide, nationally and locally, and promote, deliver access and information to its customers in the most cost-effective way.,
It operates in more than one country and captures R & D, production, logistical, marketing, and financial advantages not available to purely domestic competitors.
This document discusses various aspects of international marketing planning and strategies. It covers:
1. The 4 phases of international marketing planning - preliminary analysis, defining target markets, developing a marketing plan, and implementation and control.
2. Alternative market entry strategies such as exporting, contractual agreements like licensing and franchising, and strategic alliances.
3. The evolution of global marketing approaches from standardization vs. adaptation to global integration vs. local responsiveness.
This document provides an overview of key concepts in international marketing including market entry strategies, product decisions, pricing approaches, positioning, distribution channels, and the promotion mix. It discusses factors like licensing, franchising, joint ventures, cost-based and market-based pricing. It also addresses positioning strategies, characteristics that impact distribution channel design, and examples of promotion regulations. The overall document serves as a guide to the basics of developing an international marketing strategy.
Planning, market intelligence and segmentation and positioningluispachon
This document discusses key concepts in international marketing planning and strategy. It covers segmentation and positioning, global trends over time, Nestle's adaptation approach, Disney's cultural adaptations, the international planning process with four phases from analysis to implementation and control, and strategies around cost leadership, differentiation, and targeting broad vs. narrow markets.
The document discusses strategies for global marketing. It covers deciding whether to enter foreign markets, evaluating potential markets, modes of foreign market entry, and adapting marketing programs for different countries. Key points:
- Companies consider profit opportunities, scale, reducing dependence on home markets, and countering competitors when deciding to go global. Risks include not understanding foreign preferences or regulations.
- Neighboring countries and those with similar culture are easier markets to enter initially. Options for market entry include exporting, licensing, franchising, joint ventures, and acquisitions.
- Marketing programs need to balance global standardization for scale versus local adaptation to differences in consumer needs, legal environments, and culture. Adaptations include products,
Profiting from Global Expansion, Global Expansion and Business Level Strategy, Pressures for Cost Reduction and Local Responsiveness; International Strategies- International Multinational, Domestic, Global and Transnational Strategies; Strategic Alliance- Types of Competitive Strategic Alliances, Advantages and Disadvantages of Strategic Alliances
Europe is moving toward a common market
Globalization and increased intensity of international competition
Rapid technological change
Consolidation of major industries
Forces Driving Cross Border Mergers
This document discusses business-level and functional strategies. It explains Porter's Five Forces model for analyzing industry competition and describes generic business-level strategies of low cost, differentiation, and focus. Global versus multi-domestic strategies are compared. Functional strategies for areas like marketing, finance, operations, and quality management are outlined. The risks of different business-level strategies are also summarized.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
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4. Steps in the Strategic
Retail Planning Process
1. Define the business mission
2. Conduct a situation audit:
Market attractiveness analysis
Competitor analysis
Self-analysis
3. Identify strategic opportunities
5. Establish specific objectives and allocate resources
7. Evaluate performance and make adjustments
6. Develop a retail mix to implement strategy
4. Evaluate strategic alternatives
5. Elements in a Market Analysis
MARKET
FACTORS
COMPETITIVE
FACTORS
ENVIRONMENTAL
FACTORS
ANALYSIS OF
STRENGTHS &
WEAKNESSES
Barriers to entry
Bargaining power of
vendors
Competitive rivalry
Threat of superior
new formats
Technology
Economic
Regulatory
Social
Size
Growth
Seasonality
Business cycles
Management
capabilities
Financial resources
Locations
Operations
Merchandise
Store Management
Customer loyalty
6. Strengths and Weaknesses Analysis
Management Capability:
Capabilities and experience of top management
Depth of Management--capabilities of middle management
Management’s commitment to firm
Financial Resources:
Cash flow from existing business
Ability to raise debt or equity financing
Operations:
Overhead cost structure
Quality of operating systems
Distribution capabilities
Management information systems
Loss prevention systems
Inventory control system
Merchandising Capabilities:
Knowledge and skills of buyers
Relationships with vendors
Capabilities in developing private
capabilities
Store Management Capabilities
Management capabilities
Quality of sales associates
Commitment of sales associates to firm
Locations
Customers
Loyalty of customers
8. International vs. Global Competition
• International or Multinational Competitor
– Company operates in a select few foreign
countries, with modest ambitions to expand
further
• Global Competitor
– Company markets products in many foreign
countries and is expanding operations into
additional country markets annually
9. Characteristics of
Foreign Markets
• market differences among countries
• Cost variations across countries
• Fluctuating exchange rates
• Differences in host government trade policies
• Pattern of International competition
Multi-Country competition or
Global competition
10. How Markets Differ from Country to
Country
• Consumer tastes and preferences
• Consumer buying habits
• Market size and growth potential
• Distribution channels
• Driving forces
• Competitive pressures
One of the biggest concerns of companies
competing in foreign markets is whether to customize their
product offerings in each different country market to match
the tastes and preferences of local buyers or whether to
offer a mostly standardized product worldwide.
11. Potential Locational Advantages Stemming from Cost
Variations Among Countries
• Variations in manufacturing costs based on
– Wage rates
– Worker productivity
– Natural resource availability
– Inflation rates
– Energy costs
– Tax rates
• Quality of a country’s business environment
• Clustering of suppliers, trade associations, and
makers of complementary products
12. Differences in Host
Government Trade Policies
• Local content requirements
• Import tariffs or quotas
• Restrictions on exports
• Regulations regarding prices of imports
• Other regulations
– Technical standards
– Product certification
– Prior approval of capital spending projects
– Withdrawal of funds from country
– Minority ownership by local citizens
13. Two Primary Patterns
of International Competition
Multi-country
Competition
Global
Competition
14. Characteristics of Multi-Country
Competition
• Each country market is self-contained
• Competition in one country market is independent of
competition in other country markets
• Rivals competing in one country market differ from set
of rivals competing in another country market
• Rivals compete for national market leadership
• No “international” market, just a collection of country
markets
15. Characteristics of Global Competition
• Competitive conditions across country markets are
strongly linked together
– Many of the same rivals compete in many of the same
country markets
– Rivals compete for world-wide leadership
– A true international market
• A firm’s competitive position in one country is
affected by its position in other countries
• A firm’s overall competitive advantage is based on
its entire world-wide operations
16. Strategy Options for Entering & Competing in
Foreign Markets
• Exporting
• Licensing
• Franchising strategy
• Multi-country strategy
• Global strategy based on
– Low cost
– Differentiation
– Focus
– Integrated Low cost-Differentiation
• Strategic alliances or joint ventures
17. Characteristics of
Export Strategies
• Involves using domestic plants as a production base for
exporting to foreign markets
• Excellent initial strategy to pursue international sales
• Advantages
– Minimizes both risk and capital requirements
– Minimizes direct investments in foreign countries
• An export strategy is vulnerable when
– Manufacturing costs in home country are higher than in
foreign countries where rivals have plants
– High shipping costs are involved
18. Characteristics of
Licensing Strategies
• Licensing makes sense when a firm
– Has valuable technical know-how or a patented product
but does not have international capabilities or resources
to enter foreign markets
– Desires to avoid risks of committing resources to markets
which
• Are unfamiliar
• Present economic uncertainty
• Are politically volatile
• Disadvantage
– Risk of providing valuable technical know-how to foreign
firms and losing some control over its use
19. Characteristics of Franchising
Strategies
• Often is better suited to global expansion efforts of
service and retailing enterprises (e.g., McDonalds, Hilton
Hotels, Tricon Global Restaurants, etc.)
• Advantages
– Franchisee bears most of costs and risks of establishing
foreign locations
– Franchiser has to expend only the resources to recruit,
train, and support franchisees
• Disadvantage
– Maintaining cross-country quality control
20. Multi-Country Strategy
• Strategy is matched to local market needs
• Different country strategies are called for when
– Significant country-to-country differences in customers’ needs
exist
– Buyers in one country want a product different from buyers in
another country
– Host government regulations preclude uniform global
approach
• Two drawbacks
1. Poses problems of transferring competencies across borders
2. Works against building a unified competitive advantage
21. Multi-Country
Strategies: Examples
• Microsoft in PC Software
– Localizes PC software to reflect local languages
– Products localized into more than 30 languages
• Nestle in Instant Coffee
– Produces 200 types of coffees
– From light blend for the US market to dark roast for
the Latin American market
• McDonald’s in Fast Food
– Different hamburgers for different markets
22. Global Strategy
• Strategy for competing is similar in all country
markets
• Involves
– Coordinating strategic moves globally
– Selling in many, if not all, nations where a significant
market exists
• Works best when products and buyer requirements
are similar from country to country
23. Competitive Strategy Principle
A multi-country strategy is
appropriate for industries
where multi-country
competition dominates!
A global strategy works best in
markets that are globally
competitive or beginning to
globalize!
24. Competing Multinationally
• Three ways to gain competitive advantage
1. Locating activities among nations to lower costs or
achieve greater product differentiation
2. Efficient/effective transfer of competitively valuable
competencies and capabilities from domestic to
foreign markets
3. Coordinating dispersed activities in ways a domestic-
only competitor cannot
25. Locating Activities to Build a
Global Competitive Advantage
– Whether to
• Concentrate each activity in a few countries or
• Disperse activities to many different nations
– Where to locate activities -Which country is best
location for which activity?
26. Concentrating Activities
• Activities should be concentrated when
– Costs of manufacturing or other value chain activities are
meaningful lower in certain locations than in others
– There are sizable scale economies in performing the activity
– There is a steep learning curve associated with performing an
activity in a single location
– Certain locations have superior resources, allow better
coordination of related activities, or offer other valuable
advantages
27. Dispersing Activities
• Activities should be dispersed when
– They need to be performed close to buyers
– Transportation costs, scale diseconomies, or trade
barriers make centralization expensive
– Buffers for fluctuating exchange rates, supply
interruptions, and adverse politics are needed
28. Transferring Valuable Competencies &
Capabilities
• Transferring competencies, capabilities, and resource
strengths across borders contributes to
– Development of broader competencies and capabilities
– Achievement of dominating depth in some competitively
valuable area
• Dominating depth in a competitively valuable capability
is a strong basis for sustainable competitive advantage
over
– Other multinational or global competitors and
– Small domestic competitors in host countries
29. Coordinating Cross-Border Activities
• Aligning activities located in different countries
contributes to competitive advantage in several ways
– Choose where and how to challenge rivals
– Shift production from one location to another to take
advantage of most favorable cost or trade conditions or
exchange rates
– Enhance brand reputation by incorporating same
differentiating attributes in its products in all markets
where it competes
30. What is Cross-Market Subsidization
• Involves supporting competitive offensives in one
market with resources/profits diverted from
operations in other markets
• Competitive power of cross-market subsidization
results from a multinational firm’s ability to
– Draw upon its organizational resources and profits in other
country markets to
• Help mount an attack on single-market or one-country rivals and
• Try to lure away their customers with lower prices, discount
promotions, heavy advertising, or other offensive tactics
31. Achieving Global Competitiveness
via Cooperation
• Cooperative agreements / strategic alliances with
foreign companies are a means to
– Enter a foreign market or
– Strengthen a firm’s competitiveness in world markets
• Purpose of alliances
– Joint research efforts
– Technology-sharing
– Joint use of production or distribution facilities
– Marketing / promoting one another’s products
32. Benefits of Strategic Alliances
• Gain scale economies in production and/or
marketing
• Fill gaps in technical expertise or knowledge of local
markets
• Share distribution facilities and dealer networks
• Direct combined competitive energies toward
defeating mutual rivals
• Useful way to gain agreement on important technical
standards
33. Pitfalls of Strategic Alliances
• Becoming too dependent on another firm for essential
expertise over the long-term
• Different motives and conflicting objectives
• Time consuming; slows decision-making
• Language and cultural barriers
• Mistrust when collaborating in competitively sensitive
areas
• Clash of egos and company cultures
34. Guidelines in Forming Strategic
Alliances
• Pick a good partner, one that shares a
common vision
• Be sensitive to cultural differences
• Recognize the alliance must benefit both sides
• Both parties have to deliver on their commitments in
the agreement
• Structure decision-making process so actions can be
taken swiftly when needed
• Parties must do a good job of managing the learning
process, adjusting the alliance agreement over time
to fit new circumstances
43. Information Technology in retailing
One of the key factors in achieving an organized and efficient retail
operation is the use of information technology as an enabler.
Information Technology is the key enabler in improving customer
satisfaction, operational efficiencies by extension, profitability.
Technology has been the great enabler of business and especially
retail enterprise.
We are now wireless and seamless and cashless and everything less
and can get any information we want and need.
44. Retailers need to transform their IT capabilities for a
number of reasons. These include:
To aggregate and analyze customer data to enhance differentiation.
To increase a company's ability to respond to a rapidly changing
marketplace through enhanced flexibility and speed.
To operate effectively, retailers need to have one system working
across stores (sometimes across national borders) to ensure the most
effective use of stock and to support optimized business processes.
45. Information technology, as defined by the Information Technology
Association of America (ITAA), is “the study, design, development,
implementation, support or management of computer-based
information systems, particularly software applications and computer
hardware.“
Encompassing the computer and information systems industries, IT is
the capability to electronically input, process, store, output, transmit,
and receive data and information, including text, graphics, sound, and
video, as well as the ability to control machines of all kinds
electronically.
46. Need of IT In Retailing
Product information – catalogue, availability, new
releases, promotion, supply and demand etc.
Customer information – profile, behaviour,
activities, preferences, distribution etc.
Operations information – logistics, allocation,
procurement, schedule, inventory, shelf space
47. Four factors which are responsible for the need of
IT in retail are:
• Intense competition
• Globalizations of business operations
• Organizational changes
• Technology revolution
48. The retail industry faces many specific challenges related to
IT management, including:
Customer data
Transparency and tracking
Global data synchronization
PCI Security Compliance (Qualified Security
Assessor (QSA) or by a firm specific Draft: Internal
Security Assessor (ISA)
49. Some of the applications
Forecasting
Business leaders engage in this process because much of what happens in
businesses today depends on what is going to happen in the future.
Modern demand-forecasting systems provide new opportunities to improve
retail performance. Large-scale systems are now capable of handling the
mass of retail transaction data – organizing it, mining it and projecting it
into future customer.
This new approach to demand forecasting in retail will contribute to the
accuracy of future plans, the satisfaction of future customers and the
overall efficiency and profitability of retail operations.
50. Inventory Management
To optimize the deployment of inventory, retailers need to manage
the uncertainties, constraints, and complexities across their global
supply chain on continuous basis. This allows them to improve their
inventory forecasting ability and accurately set inventory targets.
An IT solution is a proven and market leading solution for
determining optimal time-varying inventory targets for every item,
at every location throughout supply chain. This allows retailers you
to significantly reduce inventory without adversely affecting service
levels.
51. Store Management
A store is commonly a shop or stall for the retail sale
of commodities, but also a place where wholesale
supplies are kept, exhibited, or sold.
An in-store system uses magnetic strips or barcodes
or RFID to monitor actual versus intended product
location on the floor or in the stockroom.
52. Information System Applications in Retail Industry
Retail Store Front
Some of the store front technology initiatives:
POS and Peripheral Applications
Payment Applications
Store Management Solutions
53. Retail Store Back end operations
Creative adoption of technology is spearheading the change. Innovative
examples of this are:
Store Inventory & Warehouse Management
Time & Attendance Tracker
Auto Replenishment & Store Orders
Personnel Management solutions
Time and Attendance, Computer- Based Training
Store Inventory Management
Stock locator, Direct Store Delivery, Auto Replenishment
Store Warehouse Management
54. Types of online retailing
Four types;
Manufacturer-Direct
Catalog Merchant
Multi-Channel Merchants: Bricks and Clicks
Virtual Merchant
55. Direct retailing
Television: has two forms
Long form
Short form
Forms of direct response retailing on television include
standard short form television commercials, infomercials
and home shopping networks.
Short-form direct-response commercials have time lengths
ranging from 30 seconds to 2 minutes.
Long form infomercials are typically 30 minutes long.
56. Mobile
Through mobile marketing, marketers engage with
prospective customers and donors in an interactive
manner through a mobile device or network, such as a
cell phone, Smartphone, or tablet.
Types of mobile marketing messages include:
SMS (short message service)—marketing communications are sent
in the form of text messages, also known as texting.
MMS (multi-media message service)—marketing communications
are sent in the form of media messages.
57. Electronic data interchange
Involves using computer technology to exchange information – or data –
electronically between two organizations, called “Trading Partners.”
Technically, EDI is a set of standards that define common formats for the
information so it can be exchanged in this way.
Many businesses, government agencies and other organizations use EDI
every day in the regular course of business.
That’s because EDI makes doing business together a more automated and
efficient process.
Digital technology can help ensure greater information security compared to
paper documents.
58. Benefits of EDI
Lower costs
Higher efficiency
Improved accuracy
More supply chain visibility
Enhanced security
Greater management information
The process involves mapping, translations and
communication
59. E-Retailing strategy
Why E-Retailing Strategy?
To evaluate the feasibility of an online retail format. It
provides a comparatively low cost alternative
channel to the retailers keeping in mind their overall
brand and retail strategy.
For Whom?
Retailers looking to enhance sales by selling online
Online retailers planning to improve various aspects of their
retail offerings
Entrepreneurs venturing into online retail formats
61. Why Integrated Retail?
Integrated Retail combines several strengths:
Retail IT solutions for chain retailers across verticals such as: specialty,
hypermarkets, department store, supermarkets, food-service and kiosk retailing
A client base of over 100 retail companies across Asia, in retail automation
solutions Dedicated, multi-lingual, 24 X 7 help desk for supporting clients of
specialty retail solution companies in the US
Consultants engaged by leading IT systems integration companies to assess the
business needs of multi-billion US$, multi-country and multi-format retail
companies
62. New Technologies Evolved In Retailing
Radio Frequency Identification (RFID)
Smart Operating System (Credit cards and wifi)
Point of Sale