New markets and new possibilities for growth and acquisition make the global competitive landscape dynamic, creating threats and opportunities. The writers claim the dangers of global expansion could be substantially reduced by taking a methodical method of the decision-making process about entering a brand new state.
They reason that the expertise of many global companies suggests that high-priced errors are often made when firms do not ask specific key questions before they make such internationalization decisions. By better understanding the character of their particular competitive advantages and how those edges might fit into or be augmented by a brand new marketplace, businesses can significantly enhance their odds of accomplishment. The writer further illustrates the conversation by drawing on the cases of firms such as CEMEX, Telefanica, Accor, Wal-Mart and IKEA. The authors propose two evaluations for the international strategist, one to use when an organization is considering replicating a successful strategy in a brand new nation, and also the other to make use of when an organization is trying to get a brand new capability in a brand new market.
PUBLICATION DATE: January 01, 2013 PRODUCT #: SMR436-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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