MGMT6901 Colorado Technical University Globalization Strategy Response

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MGMT6901

Colorado Technical University

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Part 1 Please use references and citations

Write 600–800 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas..

As the firm looks for ways to offset the domestic downturn in sales, Deborah, the CEO of your company, wants to determine if a global strategy is a good fit for the organization. She has designated you as the manager for this project. You will work with your team to develop a global marketing plan for your organization.

You begin your research in deciding if and what the global strategy should be. You get your team together and begin to discuss a plan on how you will research this possibility.

You start the meeting by saying "Let’s brainstorm and start to get a plan together for a possible globalization strategy. Tiffany, I’d like you work with me to begin researching possible locations."

Tiffany says, "I think we need to research some locations, but I think there is more to it than that. There still needs to be a decision on the type of strategy or approach we are taking. Would we use a multidomestic approach, a global approach, or a transnational approach? I’m still not entirely convinced a global strategy is the answer."

“Great point, Tiffany. It is obvious to me as well that we need to explore a strategy that will put us in a better position to handle the economic downturn. We have to provide the board with the facts. They seem to be leaning in the direction of a global strategy, but I'm not sure it's the right move either. That's why we need to do research.”

Domestic profit margins have dropped by 2% this quarter. You wonder how you and your team can help fix this. Is a global strategy the answer, or should the company continue to focus on the domestic market?

You call a team meeting to learn about the progress of their research.

Tiffany, one of your team members, begins the discussion. "I think we need to look at some of the internal factors," she says. "We know what our capabilities are on the domestic front, but what about in the global market? We have a fairly strong market presence here in higher-end markets, but how does that translate globally?"

Discuss the following:

  • How do you define a global strategy? Compare and contrast global strategy with other international expansion strategies.
  • Identify a minimum of 3 possible countries for globalization. Research each of these locations in the furniture industry, and document both the pros and cons of using these in global strategy.
  • What country would you choose? What evidence can you provide in support of your choice?
  • What evidence might somebody else, who does not agree with you, provide to support an alternative choice?
  • Recommend two or three areas to benchmark in preparation for the decision regarding global expansion.

Part 2 Please use references and citations

Write 600–800 words that respond to the following questions with your thoughts, ideas, and comments. This will be the foundation for future discussions by your classmates. Be substantive and clear, and use examples to reinforce your ideas.

As you close your weekly meeting with Deborah, she says, “There are some very good ideas here. I would like to see you continue with a global marketing plan. We need more concrete analysis and data for the presentation. Get your team to work.”

After your meeting with Deborah, you briefly meet with your team to discuss moving toward a more formal analysis.

“Tiffany and Mike, we need to provide a more detailed analysis,” you explain. “You’ve done a great job so far looking at what resources we need and potential countries, but we need to really dig deeper on this.”

Tiffany nods her head in agreement. “Definitely,” she says. “We need to look at some internal variables as well as political, environmental, sociocultural, and technological environments of the countries that we are considering.”

Mike interjects, “Well, that’s something we should consider, but it’s not the only way to analyze this type of project. This is such a big decision, and we need to give as much information as we can.”

You reply, “Great point, Mike. We should look at this from a couple of different angles.”

The next step in your strategic marketing plan is to determine the tools that are needed to conduct an analysis of the industry and competitors. Complete the following:

  • What are the best tools to use in this situation?
    • Provide a brief summary of at least 2 of these tools.
  • Why do you think these are the best ways to analyze the market?
  • How will you use these tools in your plan?

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For Part 1 Introduction The story that you are about to hear is from actual events that occur in the field. Its purpose is to provide you with a real-world example from a seasoned professional in the business world. Benefits of Globalization Because our firm’s lack of globalization was identified as the culprit of downward manufacturing margins, we decided to focus on a plan that would accomplish two things in the global marketplace. First, we wanted to bring the cost of production down by exploring manufacturing alternatives outside the United States. Second, we wanted to establish a supply chain network that would allow our company to penetrate new markets quickly and efficiently in developing economies. We found that countries that were ideal for manufacturing our products included Brazil, Russia, India, and China. These countries have strong currencies and a rapidly growing consumer population. These countries were chosen for manufacturing sites based on their recent economic growth, sound infrastructure (utilities), political stability, and overall cost of operations. We shopped only for manufacturing plants that were close to ports or along rail lines, and in countries where labor costs were a fraction of those in the United States. We found that we paid at least a third less for labor abroad than we did at home, and by manufacturing in foreign cities where products were in demand, we saved on costs that would have been associated with exporting products from the United States. Because, up to this point, globalization had not been our company’s strong point, we engaged an international logistics firm to help determine the best practice global manufacturing sites and how to efficiently transport our goods to familiar and unfamiliar markets. It was not long before our company began to command market share at the global level. By increasing market share while lowering operating costs, profits margins started to trend upward at our company. We maintained our position as a market leader not only in the United States, but in the world as well. For Part 2 Introduction If you think of an organization as a car driving on an expressway, then strategy is the road map. It helps guide an organization along the road from the present to the future. Think for a moment of what would happen if you took a trip to an unfamiliar place without a map. You might find yourself turning in circles without realizing it. The same problem can occur with an organization that does not have a strategy; the organization can find that it has not made any progress in improving the success of the company. In another sense, if the company does not conduct thorough research before creating its strategy, the company is likely to create a faulty road map. When the map is incomplete or incorrect, organizations can make wrong turns and get lost. SWOT Analysis and TOWS Matrix SWOT is an acronym that used to describe particular strengths (S), weaknesses (W), opportunities (O), and threats (T) that are strategic factors for a company. Conducting a SWOT analysis results in identifying a corporation’s distinctive competencies and reveals opportunities that the firm is not taking advantage of due to resource constraints. Distinctive competencies are the particular capabilities and resources of a firm and the superior way they are utilized by the company. Over the years, SWOT analysis has proven to be the single most enduring analytical technique used in strategic management. SWOT analysis generates a number of possible alternative strategies. A TOWS Matrix seeks to match external opportunities and threats with internal strengths and weaknesses. A TOWS Matrix is very useful for a company to generate a series of alternative strategies that might otherwise not be considered with SWOT. The TOWS Matrix is a logical extension of the SWOT analysis, and helps keep strategic managers flexible in terms of possible options. Competitive Tactics Competitive tactics are specific operating plans detailing how a strategy will be implemented to gain a market advantage over competitors. These tactics are a link between formulation and implementation of strategy. Some of the available tactics are timing (when) and market location (where). Timing tactics can be generally classified as first movers (pioneer) or late movers. Offensive market location tactics include frontal assault, flanking maneuver, bypass attack, encirclement, and guerrilla warfare. Defensive market location tactics include raising structural barriers, increasing expected retaliation, and reduced inducement for an attack. Corporate Strategy Corporate strategy is critical to a company’s survival and success. It is primarily about the choice of direction for the company as a whole and deals with three key issues: Directional strategy: The overall orientation toward growth, stability, or retrenchment Portfolio strategy: The industries and markets in which the firm competes through its products and business units Parenting strategy: The manner in which management coordinates activities, transfers resources, and cultivates capabilities among product lines and business units Risk, Choice, and Policy The attractiveness of a particular strategic alternative is partially a function of the amount of risk in implementing the strategy. Risk is essentially composed of two parts: the probability that the strategy will be effective, and how much resources or assets are needed for the strategy that won’t be available for other uses. Strategic choice is the evaluation of alternative strategies and selection of the best alternative. After the best strategy is selected, policies are developed to provide guidance for decision making and actions throughout the organization. They are the guidelines for implementing a selected strategy. They tend have a long life and can even outlast the particular strategy that generated the policy.
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RUNNING HEAD: Strategic management in dynamic environment

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RUNNING HEAD: Strategic management in dynamic environment
Part 1
Introduction
This project necessitates the research concerning growth the global marketing plan,
identifying three probable globalization nations, a personal explanation, and choice on one of
them. Global strategy is the one which a corporation takes when it wants to expand and compete
on a global market. The strategy organizations seek after when wishing to develop worldwide.
The global strategy can be characterized as plans that the corporation develops to the target
developments beyond its borders (N.A., 2006). To be specific, it focuses on augmenting the sales
of services or goods. It’s an abbreviated tenure which covers just three stratagems which are;
global, multinational, and international. Organizations must seek after these strategies on the off
chance that they wish to develop.
Benefits of Globalization
The three countries possible for globalization included China, India, Russia, and Brazil.
These nations are the ones that are ideal for manufacturing our products. These nations have
solid monetary forms and a consumer populace, which is proliferating. They were selected for
the manufacturing locales dependent on their ongoing economic development, political stability,
utilities, and the overall operations' cost (M.U.S.E, 2019). China has encountered an extensive
industrial developing ever since opening itself to the places international market two decades
prior. Its furniture commerce is vast, profoundly dependent on the regional tastes, has appreciates
enormous developments due to open worldwide marketing. It is well known as a basement for
exportation. The consequence is the huge foreign investments in the facilities for production,
generally due to low labor expenses, and abridged rates of import tariff. International
organizations will have to compact its tax regulations, corporation policies, distinguishing the
superlative furniture market to be tapped into and also setting up excellent networks for
distribution (N.A., Chi...


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