480 Final Essay Completed

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University of Washington, Bothell *

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480

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Economics

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Apr 29, 2024

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docx

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The most impactful competitive advantage for Arcor is consumers' demand for the product when it first came out, offering good products at affordable prices. They also began exporting their products internationally to Paraguay, in 1979 it entered Uruguay, and by 1981 it had established itself in Brazil. Pagani knew the importance of creating Latin American integration and belonging to the regional market. He noted “We created our own Mercosur ten years before the word even existed. Some of the late-mover advantages of Arcor have been its international presence and good product segments. Chile and Argentina were 2 nd and 3 rd biggest markets. Arcor’s suppliers, production, channels and distribution, and marketing were the main categories of their late-mover advantages. To consider Arcor an emerging giant, one of the listed criteria from the article “Emerging Giants” explains the extent to which a company’s operations are globalized. A good example is Arcor operating in multiple countries already. Looking at the sales of the products outside of its domestic market, Arcor made less in all of them in 1997 but grew in 2001 (Exhibit 11). They have been able to successfully compete and operate in the global marketplace making them an emerging giant. Although they are emerging markets and producing products, the ability to grow in new markets was limited by local governments at the time. The company focused on exports before the crisis. Arcor restructured its international division, adding more employees and more markets. Differences in local tastes characterized each new market, pursuing a different strategy would require large investments and considerable coordination. Because they established a presence internationally and investigated globalizing into the US, Canada, Europe, and Asia, Arcor still had issues that they would only find once they emerged.
Arcor should emerge by exporting and establishing partnerships with successful networks in the area because they have limited research and knowledge about other markets. Europe seemed to have the most potential for growth sitting at 2.3 percent of Arcor’s total exports. Of the 1.018 billion dollars of the total market, Arcor obtained $854 million in 2000. Europe makes up 3 percent of that, which is a reasonable amount to work with. The most recent revenue for exports in Europe was 5,024 million with 2.3 exports. Assuming there is $7 billion for all sectors divided by the $5,024 million, Arcor sends out about 13 reports to Europe. With these numbers, the calculation for the target revenue was found to be $660 thousand with a cost of $50.75 thousand per export. Equity was $423,968 in 2001 which leads to the assumption of how they will pay for the target revenue. Arcor would need to raise capital to emerge in Europe by selling stock or utilizing disposable investment money. Based on the economic analysis, Arcor Group has the potential to emerge and utilize its earnings to grow in another country. In 2000, Argentina and Brazil made $110,855 selling plastic packaging company and their beverage brand to Kraft. In 2001 for various sectors, Arcor made $29,319 by selling other nonstrategic assets. Arcor has matured in South America and has been there the longest based on the pie chart in Exhibit 14b. North America came in second, then so on with all the others. Arcor has a good presence in each sector but the least in Oceania. The success of Arcor in Europe depends on the risk factors they pinpoint and then avoid or prevent. Also, starting from scratch is a big reason to risk emerging to Europe because there is an increase in premium chocolate products like in America. This could potentially be a good opportunity to adjust to consumer preferences and invest more to make more.
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