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Essay / Research Paper Abstract
A 5 page paper discussing the international strategy of this British retailer. The company has had difficulty in "going global." It has tried a variety of approaches in the past but appears to have had the greatest success with franchising. Marks & Spencer likely could have been more successful at international expansion without resorting to franchising had the company been more sensitive to local markets. Franchising is an acceptable route to building international competitive advantage, however, particularly as the number of franchised locations increase. McDonald's did quite well with the concept, and it is likely that Marks & Spencer will as well. Bibliography lists 10 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSintlBizMrksSpen.rtf
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Unformatted sample text from the term paper:
in London, Marks & Spencer is an old company with a long history with its customers. Founded in 1884, it currently operates 433 Marks & Spencer stores throughout the
UK; 27 Kings Supermarkets in the US; 20 company-owned international stores and Marks & Spencer franchises in 30 countries. There are more than 130 franchise businesses operating in those
30 countries (About Us, n.d.). The company has had difficulty in "going global." It has tried a variety of approaches in the
past but appears to have had the greatest success with franchising. International Strategy Sharifzadeh (n.d.) flatly states that arriving at an international strategy
for the business is a difficult task. On the one hand, it is expedient to have an international strategy; on the other, "markets are local in nature, so marketing
strategies must be localized" (Sharifzadeh, n.d.) in order to take into account the culture of the local market and the needs of the people within it. Acquisition
Dyer, Kale and Singh (2004) address the issue of choosing between acquisition and alliance for international expansion. Superficially, it would appear that either of these
approaches would be suitable for the multinationals needs. Acquisition in which only ownership changes would appear to be a solution for entering a local market possessing a culture far
different from that of the home country. If the "front line" - those employees with the greatest degree of direct customer contact - remains intact, then customers in the
local market will see little if any difference in the company they have been familiar with for a long while. This can be
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