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- International Business Strategy Analysis (Question 1) o Discussion on Tesco international business strategy utilised in Japan: is it 1)multidomestic, (2) global, and (3) transnational? o Discussion on benefits and risks of the international business strategy o Discussion on the alternative international business strategy which can be utilized in Japan After a discussion on all strategies as addressed in the courseQ.No.1: (a) What tactics and strategies are used to take a technology software business global and sell software all over the world? Describe the tactics and strategies in light of the technology software business. (b) What do you think how much important is regional vs. global scope? Does it differ? What role politics and economic model does have on the company operations.Q1. You are working as strategy consultant for a global (or multinational) firm. The firm wants to transition into a transnational structure. What are three key initiatives you will propose to the firm and why? Explain how these three key initiatives will facilitate the transition into a transnational structure.
- International Business Strategy Analysis (Question 1) o Discussion on Tesco international business strategy utilised in Japan: is it multidomestic? Discussion on benefits and risks of the international business strategy o Discussion on the alternative international business strategy which can be utilized in Japan either with transnational as the alternative? Please give detail information After a discussion on all strategies as addressed in the courseInternational Business Strategy Analysis (Question 1) o Discussion on Tesco international business strategy utilised in Japan: is it 1)multidomestic, (2) global, and (3) transnational? o Discussion on benefits and risks of the international business strategy o Discussion on the alternative international business strategy which can be utilized in Japan either )multidomestic, (2) global, (3) transnational as the alternative? Please give detail information After a discussion on all strategies as addressed in the course4.2) Michael Porter found that the success of nations and their individual business organisations were closely linked. National competitive advantage is determined by a combination of broad attributes, i.e., factor conditions; demand conditions; related and supporting industries; organisation strategy, structure and rivalry; and lastly Porter added government and chance events. Answer question below: By making use of examples, criticise South Africa’s competitive advantage as a country in relation to government and chance events.
- 3 types international strategies, namely multi-domestic, global and transnational strategy. which is the best strategy a supermaket in the caribbean should use to enter a international market. state 2 advantages and 2 disadvantages of the strategy used.What is the role of GATT in International Business? (Own words)14 Give at least 3 reasons why; A company may decide to become a global player.
- a.Overview of the five (5) entrance modes, which include exporting, licensing deals, partnering and strategic alliances, acquisitions, and the establishment of new, totally owned subsidiaries, commonly known as greenfield ventures.Analysis and justification of the company's and the tumeric soap's chosen international market entry strategy in Germany. b.Propose an international strategy based on multi-national, global, or transnational strategies. The company and the tumeric soap that was chosen as the product on the international market in Germany.1. Describe how the Shell PLC engagement with sustainable development and/or SDGs impacts the ways in which it achieves and sustains competitive advantage across different national markets: E.g., how does the firm manage countervailing pressures for global integration, national responsiveness, and worldwide learning and innovation with regard to sustainable business practices and/or SDGs? What aspects of their engagement are uniform and globally integrated? What aspects are differentiated and locally responsive? Why? How do firms adapt strategically as their industries or competitive environments change in response to increasing environmental, social and governance (ESG) pressures? What new strategic capabilities related to ESG considerations are required as firms expand internationally? How are those capabilities deployed in different national markets? Make sure to support your observations with data and/or examples derived from your research.Subject: Strategic management Answer the following question. Use appropriate examples to explain your arguments. Do not simply copy and paste texts from your textbook. The answer should be concise and to the point supported by industry examples of your choice. Q.4) Identify the unique characteristics of competing in developing-country markets.