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STR 581 W5 Implementing Strategy Team B.

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Running head: IMPLEMENTING STRATEGY: STRATEGIC PLAN PART 2 1
Implementing Strategy: Strategic Plan Part 2
International Strategic Planning & Implementation STR/GM581

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IMPLEMENTING STRATEGY 2
Abstract
Expanding global operations is not an easy task. Careful consideration of potential strategies,
measures of success, and the risks associated with the chosen strategy is necessary. Even though
Riordan Manufacturing is an existing global operation, the company seeks to expand the
international marketplace through product differentiation to the existing customers. This
document contains the critical components necessary for Riordan to evaluate and manage the
risk related to achieving one of its global strategies.

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Implementing Strategy: Strategic Plan Part 2 International Strategic Planning & Implementation STR/GM581 Abstract Expanding global operations is not an easy task. Careful consideration of potential strategies, measures of success, and the risks associated with the chosen strategy is necessary. Even though Riordan Manufacturing is an existing global operation, the company seeks to expand the international marketplace through product differentiation to the existing customers. This document contains the critical components necessary for Riordan to evaluate and manage the risk related to achieving one of its global strategies. Implementing Strategy: Strategic Plan Part 2 Riordan Manufacturing is an international organization with more than $1 billion in sales and locations stretching from the United States to China. To maintain current revenue and more important increase sales volume, Riordan evaluated several strategic options. The plans to considered include expanding beyond the current consumer market, strengthening the supply chain, upgrading production equipment, and expanding the customer base. Management elected to gain a competitive advantage through the latter option of expanding the consumer base. Given that Riordan's customers compose both corporations and government consumers, the company is a position to differentiate its products. To continue the success, management must consider key success factors and the metrics it will use to determine success. In ...
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