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Essay / Research Paper Abstract
7 pages in length. The cultural component of global operation is the single most important aspect when a company decides to move outside the comfort zone of domestic business. If an organization fails to pay close attention to internal resources when it steps into the global marketplace, the potential for failure is maximized. This undesirable outcome is wholly preventable, however, when companies understand the vital importance of assessing any weak areas of existing internal resources. Being that global strategy is reflects "diverse perspectives and lack of a unified theory" (Zou et al, 1996, pp. 52-69), it stands to reason why early assessment - and appropriate restructuring - of internal resources are critical in developing a company's global strategic plan, with two of the most important areas of assessment being that of environmental and cultural diversity issues. Bibliography lists 7 sources.
Page Count:
7 pages (~225 words per page)
File: LM1_TLCInternRs.rtf
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Unformatted sample text from the term paper:
If an organization fails to pay close attention to internal resources when it steps into the global marketplace, the potential for failure is maximized. This undesirable outcome is
wholly preventable, however, when companies understand the vital importance of assessing any weak areas of existing internal resources. Being that global strategy is reflects "diverse perspectives and lack of
a unified theory" (Zou et al, 1996, pp. 52-69), it stands to reason why early assessment - and appropriate restructuring - of internal resources are critical in developing a companys
global strategic plan, with two of the most important areas of assessment being that of environmental and cultural diversity issues. Inasmuch as America is the land of opportunity, Europe has
also begun to offer a considerably strong business platform, as well. However, when American enterprises like McDonalds, for example, express a desire to expand to the European continent, there
are a number of environmental and distribution issues that must first be addressed; even after business has begun, these same internal resources are revisited in an effort to maintain a
certain level of cultural accord in the foreign market. McDonalds, like so many other conglomerates, has long recognized the economic benefits of expanding into Europe. The companys history has
been to scout out prime locations where their product is expected to thrive and then capitalize as a result of accurate forecasting. To be sure, this describes the formula
of any winning organization but it is particularly pertinent to McDonalds, inasmuch as the fast food giant virtually established these rules decades ago. Expanding into European territory is not
a new concept for the McDonalds corporation; however, it does have a rather different set of guidelines with the existence of the European Union (EU) that mandates early assessment of
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