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Essay / Research Paper Abstract
It has been argued that the adoption of a uniform strategy across the globe enables a company to benefit from a range of potential synergies that can provide it with competitive advantages. Others, however, have argued that adapting strategy to fit idiosyncratic national market characteristics is key to a company’s success in theses markets. This 14 page paper looks at each of these perspectives to consider which, is any, is the correct perspective. The bibliography cites 12 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEunistrat.rtf
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Unformatted sample text from the term paper:
enable a company to benefit from a range of potential synergies that can provide it with competitive advantages. However, not all commentators agree, just as there are global firms that
adopt a uniform strategy there are also successful firms where there is a more adaptive approach where it may be argued that adapting a strategy to fit idiosyncratic national market
characteristics can be key to a companys success in theses markets. Looking at the theory that underpins the concepts of international business there is a common thread, the process
of international expansion is seen as taking place in stages, which are reflected in the strategy that is adopted. The stages build up and it is at the alter stages
that there is a greater affinity with uniform strategy. This alone would look to indicate the ultimate goal of some companies is to reach the stage were the uniformity can
give advantages. Yip (1989) put lines stages that a company will traverse during internationalisation. The drive towards globalisation is one that has
a tremendous attraction to many companies, the idea of international operations and potential for global profit is a strong pull factor. Once a company has made the decision to globalise
there are many consideration, the decisions not enough. George S Yip outlines a practical global strategy that can be utilised once the decision has been made. In looking at this
although the choices that need to be made are available, once made the level of flexibility and implementation of choices appears more limited. For a company to realise a
global strategy there are three initial steps. To develop a core strategy, one which is suitable as a sustainable competitive advantage (Yip, 1989). It has been noted that this advantage
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