Business Finance
ECN 600 SEU Azmeel Contracting Company Readiness Essay to Internationalize

ecn 600

Saudi electronic university

ECN

Question Description

I’m studying for my Management class and don’t understand how to answer this. Can you help me study?

Competitive Advantage in the Global Economy

Critical Thinking Assignment

Choose a company within Saudi Arabia and assess its readiness to internationalize. Do not utilize companies that already have an international presence. Explain the methods you would use to estimate the company’s industry market potential, as well as data sources you might use for sampling.

Your well-written paper should meet the following requirements:

  • Be 4-5 pages in length, which does not include the title page, abstract, or required reference page, which are never a part of the content minimum requirements.
  • Use Saudi Electronic University academic writing standards and APA style guidelines.
  • Support your submission with course material concepts, principles and theories from the textbook and at least two scholarly, peer-reviewed journal articles.

Unformatted Attachment Preview

GLOBAL STRATEGY THIRD EDITION Mike W. Peng, PhD Jindal Chair of Global Strategy Jindal School of Management University of Texas at Dallas Chair, Global Strategy Interest Group (2008) Strategic Management Society Fellow, Academy of International Business (since 2012) Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. GLOBAL STRATEGY THIRD EDITION Mike W. Peng, PhD Jindal Chair of Global Strategy Jindal School of Management University of Texas at Dallas Chair, Global Strategy Interest Group (2008) Strategic Management Society Fellow, Academy of International Business (since 2012) Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Global Strategy, 3rd Edition ª 2014, 2009 South-Western, Cengage Learning Mike W. Peng ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. Senior Vice President, LRS/Acquisitions & Solutions Planning; Jack W. Calhoun Editorial Director, Business & Economics: Erin Joyner Senior Acquisitions Editor: Michele Rhoades Associate Development Editor: Josh Wells For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 Editorial Assistant: Tamara Grega Brand Manager: Robin Lefevre For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Market Development Manager: Jonathan Monahan Media Editor: Rob Ellington Manufacturing Planner: Ron Montgomery Art and Cover Direction, Production Management, and Composition: Integra Cover Image: © istockphoto/Alexey Stiop Rights Acquisitions Director: Audrey Pettengill Rights Acquisitions Specialist: Amber Hosea Library of Congress Control Number: 2012948254 ISBN-13: 978-1-133-96461-2 ISBN-10: 1-133-96461-3 South-Western 5191 Natorp Boulevard Mason, OH 45040 USA Cengage Learning is a leading provider of customized learning solutions with office locations around the globe, including Singapore, the United Kingdom, Australia, Mexico, Brazil, and Japan. Locate your local office at: www.cengage.com/global Cengage Learning products are represented in Canada by Nelson Education, Ltd. For your course and learning solutions, visit www.cengage.com Purchase any of our products at your local college store or at our preferred online store www.cengagebrain.com Printed in the United States of America 1 2 3 4 5 6 7 16 15 14 13 12 Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. To Agnes, Grace, and James |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. ABOUT THE AUTHOR Mike W. Peng is the Jindal Chair of Global Strategy at the Jindal School of Management, University of Texas at Dallas, a National Science Foundation CAREER Award winner, and a Fellow of the Academy of International Business. He is also Executive Director of the Center for Global Business, which he founded. At UT Dallas, he has been the number one contributor to the 45 top journals tracked by Financial Times, which has ranked UT Dallas as a top 20 school in research worldwide and its MBA and EMBA programs increasingly in the top tier. Professor Peng holds a bachelor’s degree from Winona State University, Minnesota, and a PhD degree from the University of Washington, Seattle. Between 2005 and 2011, he was the first Provost’s Distinguished Professor at UT Dallas, a chair position that was created to attract him to join the faculty. He had previously been an associate professor (with tenure) at the Ohio State University. Prior to that he had served on the faculty at the Chinese University of Hong Kong and University of Hawaii. He has taught in five states in the United States (Hawaii, Ohio, Tennessee, Texas, and Washington) as well as China, Hong Kong, and Vietnam. He has also held visiting or courtesy appointments in Australia, Britain, China, Denmark, Hong Kong, and the United States. Professor Peng is one of the most prolific and most influential scholars in global strategy. During the decade 1996–2006, he was among the top seven contributors to the Journal of International Business Studies. His research is also among some of the most widely cited—both the United Nations and the World Bank have cited his work. A Journal of Management article found him to be among the top 65 most widely cited management scholars, and an Academy of Management Perspectives study found him to be the fourth most influential management scholar both inside and outside of academia (measured by academic citations and non-edu Google webpages) among professors who obtained their PhD since 1991. Overall, Professor Peng has published over 100 articles in VII Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. VI I I AB OUT TH E AU TH OR leading journals, over 30 pieces in non-refereed outlets, and five books. Since the launch of Global Strategy’s second edition, he has published not only in top global strategy journals, such as the Academy of Management Journal, Journal of International Business Studies, and Strategic Management Journal, but also in leading outlets in operations (Journal of Operations Management), entrepreneurship (Journal of Business Venturing and Entrepreneurship Theory and Practice), and human resources (International Journal of Human Resource Management). Professor Peng’s market-leading textbooks, Global Strategy, Global Business, and GLOBAL, are studied in over 30 countries and have been translated into Chinese, Spanish, and Portuguese. A European adaptation, International Business (with Klaus Meyer), has been successfully launched. Professor Peng is active in leadership positions. He has served on the editorial boards of AMJ, AMR, JIBS, JMS, JWB, and SMJ, and guest-edited a special issue for the JMS. At the Strategic Management Society (SMS), he was elected to be the Global Strategy Interest Group Chair (2008). He also co-chaired the SMS Special Conference on China in Shanghai (2007). At the Academy of International Business (AIB), he was co-chair of the AIB/JIBS Frontiers Conference in San Diego (2006), guest-edited a JIBS special issue (2010), chaired the Emerging and Transition Economies track for the Nagoya conference (2011), and chaired the Richard Farmer Best Dissertation Award Committee for the Washington conference (2012). He was recently elected to be a Fellow of AIB. He served one term as Editor-in-Chief of the Asia Pacific Journal of Management. During his editorial tenure, he managed the doubling of submission numbers and the successful bid to enter the Social Sciences Citation Index (SSCI), which reported APJM’s first citation impact to be 3.36 and rated it as the top 18 among 140 management journals for 2010. Professor Peng is also an active consultant, trainer, and keynote speaker. He has provided on-the-job training to over 300 professors. He has consulted and been a keynote speaker for multinational enterprises (such as AstraZeneca, Berlitz, KOSTA, Nationwide, SAFRAN, and Texas Instruments), nonprofit organizations (such as Greater Dallas Asian American Chamber of Commerce and World Affairs Council of Dallas-Fort Worth), educational and funding organizations (such as Harvard University Kennedy School of Government, National Science Foundation, Social Sciences and Humanities Research Council of Canada, and the University of Memphis), and national and international organizations (such as the US-China Business Council, US Navy, and World Bank). Professor Peng has attracted close to $1 million in external funding. His honors include a National Science Foundation CAREER Grant, a US Small Business Administration Best Paper Award, a (lifetime) Distinguished Scholar Award from the Southwestern Academy of Management, and a (lifetime) Scholarly Contribution Award from the International Association for Chinese Management Research. He has been quoted in The Economist, Newsweek, Dallas Morning News, Smart Business Dallas, Atlanta Journal-Constitution, The Exporter Magazine, The World Journal, Business Times (Singapore), Sing Tao Daily (Vancouver), and Brasil Econômico (São Paulo), as well as on Voice of America. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. BRIEF CONTENTS About the Author Preface xxiii PART PART vii 1 FOUNDATIONS OF GLOBAL STRATEGY 1 1 Strategizing Around the Globe 2 Opening Case: The Global Strategy of Global Strategy 3 Closing Case: Emerging Markets: Microsoft’s Evolving China Strategy 27 2 Managing Industry Competition 32 Opening Case: Emerging Markets: Competing in the Indian Retail Industry 33 Closing Case: Emerging Markets: High Fashion Fights Recession 57 3 Leveraging Resources and Capabilities 62 Opening Case: IBM at 100 63 Closing Case: Emerging Markets: From Copycats to Innovators 85 4 Emphasizing Institutions, Cultures, and Ethics Opening Case: Cut Salaries or Cut Jobs? 93 Closing Case: Facebook Violates Privacy 119 92 2 BUSINESS-LEVEL STRATEGIES 125 5 Growing and Internationalizing the Entrepreneurial Firm 126 Opening Case: Emerging Markets: Amazon.com of Russia 127 Closing Case: Emerging Markets: Microfinance: Macro Success or Global Mess? 149 6 Entering Foreign Markets 154 Opening Case: Enter the United States by Bus 155 Closing Case: Emerging Markets: Pearl River Goes Abroad 182 7 Making Strategic Alliances and Networks Work 188 Opening Case: Emerging Markets: Yum! Brands Teams Up with Sinopec 189 Closing Case: Emerging Markets: BP, AAR, and TNK-BP 215 8 Managing Global Competitive Dynamics 222 Opening Case: Patent Wars and Shark Attacks 223 Closing Case: Emerging Markets: HTC Fights Apple 253 IX Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. X BRI EF C ONTENT S 3 CORPORATE-LEVEL STRATEGIES 257 PART 9 Diversifying, Acquiring, and Restructuring 258 Opening Case: Emerging Markets: Corporate Diversification Strategy in South Korean Business Groups 259 Closing Case: Emerging Markets: Emerging Acquirers from China and India 288 10 Strategizing, Structuring, and Learning Around the World 294 Opening Case: Emerging Markets: Samsung’s Global Strategy Group 295 Closing Case: A Subsidiary Initiative at Bayer MaterialScience North America 321 11 Governing the Corporation Around the World 326 Opening Case: High Drama at Hewlett-Packard (HP) 327 Closing Case: Emerging Markets: The Private Equity Challenge 353 12 Strategizing with Corporate Social Responsibility 360 Opening Case: Launching the Nissan Leaf: The World’s First Electric Car 361 Closing Case: Whole Foods’ John Mackey on Conscious Capitalism 385 Integrative Cases 389 IC IC IC IC IC IC IC IC IC IC IC IC IC 1 2 3 4 5 6 7 8 9 10 11 12 13 3i Group’s Private Equity Investment in China’s Little Sheep 391 TeliaSonera: A Nordic Investor in Eurasia 404 The Indian Business Process Offshoring Industry 409 Wynn Macau: Gambling on the Edge of China 412 Ryanair 418 SolarWorld USA 424 SnowSports Interactive: A Global Start-up’s Challenges 431 Wikimart: Building a Russian Version of Amazon 436 Texas Instruments in South Korea: An Educational Opportunity 440 Jobek do Brasil’s Joint Venture Challenges 448 The Antitrust Case on the AT&T–T-Mobile Merger 456 Ocean Park Fights Hong Kong Disneyland 460 Nomura’s Integration of Lehman Brothers’ Assets in Asia and Europe 462 IC 14 Baosteel Europe 465 IC 15 Bank of America’s Corporate Social Responsibility and the Occupy Wall Street Movement 471 Glossary 477 Index of Organizations 491 Index of Names 499 Index of Subjects 517 Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. CONTENTS About the Author Preface xxiii PART CHAPTER vii 1 FOUNDATIONS OF GLOBAL STRATEGY 1 1 Strategizing Around the Globe 2 Opening Case: The Global Strategy of Global Strategy 3 A Global Global-Strategy Book 4 Emerging Markets 1.1—Foxconn 6 Emerging Markets 1.2—GE’s Reverse Innovation from the Base of the Pyramid 8 Why Study Global Strategy? 9 What Is Strategy? 10 Origin 10 Plan versus Action 10 Strategy as Theory 11 Strategy in Action 1.1—German and French Military Strategy, 1914 12 Fundamental Questions in Strategy 15 Why Do Firms Differ? 15 How Do Firms Behave? 16 What Determines the Scope of the Firm? 17 What Determines the Success and Failure of Firms Around the Globe? 18 What Is Global Strategy? 19 What Is Globalization? 20 Three Views on Globalization 20 The Pendulum View on Globalization 21 Semiglobalization 22 Global Strategy and the Globalization Debate 23 Organization of the Book 24 Chapter Summary 25 Key Terms 26 Critical Discussion Questions 26 Topics for Expanded Projects 26 Closing Case: Emerging Markets: Microsoft’s Evolving China Strategy 27 Notes 29 XI Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. XI I C ON TE NT S CHAPTER 2 Managing Industry Competition 32 Opening Case: Emerging Markets: Competing in the Indian Retail Industry 33 Defining Industry Competition 34 The Five Forces Framework 35 From Economics to Strategy 35 Intensity of Rivalry among Competitors 35 Threat of Potential Entry 38 Strategy in Action 2.1—The Cruise Industry: Too Many Love Boats 39 Bargaining Power of Suppliers 41 Bargaining Power of Buyers 41 Threat of Substitutes 42 Lessons from the Five Forces Framework 43 Strategy in Action 2.2—From Cardinal Foods to Cardinal Health 44 Three Generic Strategies 45 Cost Leadership 45 Strategy in Action 2.3—Ryanair: The Continuous Search for Low Cost 46 Differentiation 47 Focus 47 Lessons from the Three Generic Strategies 48 Debates and Extensions 48 Clear versus Blurred Boundaries of Industry 48 Threats versus Opportunities 49 Five Forces versus a Sixth Force 50 Stuck in the Middle versus All Rounder 50 Ind ...
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Final Answer

Attached.

Azmeel Contracting Company Readiness to Internationalize - Outline
I.

Introduction
A. Azmeel Contracting Corporation is based within Saudi Arabia as a construction
organization
B. The advance standards act as step of readiness of this company to internationalize

II.

Profile of Azmeel Contracting Company
A. Azmeel Contracting Corporation Limited comprises of wide range of companies
B. Azmeel Contracting Corporation is on the process of actively and successfully executing
industrial projects to FLOUR, JESCO, Hyundai SASREF, together with BECHTEL
C. The company focuses on attaining skilful configuration of operations
D. Strategies used by this company to gain entry to the market comprise of exporting,
licensing, foreign direct investment, and joining joint venture.

III.

Methods used to estimate the company’s industry market potential as well as data
sources used for sampling

A. Defining market
B. Determining approach and selecting sources
C. Using website
IV.

Conclusion

A. Most of these companies do not take necessary strategies to accomplish market potential.
B. Determining size of market in Azmeel Contracting Company is appropriate answer to
different critical strategic queries.
C. Estimating potential of market of any company plays critical function in understanding
possibility.


Running head AZMEEL’S READINESS TO INTERNATIONALIZE

Azmeel Contracting Company Readiness to Internationalize
Name
Institution

1

AZMEEL’S READINESS TO INTERNATIONALIZE

2

Azmeel Contracting Company Readiness to Internationalize
Introduction
Azmeel Contracting Corporation is based within Saudi Arabia as a construction
organization. Azmeel is the home corporation for other Azmeel Group Companies that are
engaged more in process of diversifying operations of construction that have been happening
over the eastern province of Saudi Arabia. Besides, this company comprise of skilled labour
force that comprises of over three hundred engineers from different areas within construction
sector (“Azmeel Contracting Company Limited,” n.d.). Workforce of this company is made up
of robust technical individuals that are intertwined with coordination of departmental operations.
From research conducted by Alafandi, (2018) on this company, it is evident that operations and
properties of Azmeel play significant role in yielding the successful of different projects. It is
necessary to note that Azmeel Company has created advance standards of handling its operations
to all of their renowned clients. The advance standards act as step of readiness of this company to
internationalize (“Azmeel Contracting Company Limited,” n.d.). Some of its renowned clients
comprise of Royal Commission, Saudi Teleco...

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