Questions/Business/ManagementMGT 510 Week 6 Discussion Question
Question 1- Imagine that you work for a company that sells three (3) major products and has traditionally been conducting business within the U.S. The CEO asks you for your thoughts on setting up an organizational structure that could facilitate foreign expansion of the company. Determine the key issues that you would discuss with the CEO regarding the companys international strategy before you make any recommendations. Recommend which one (1) of the three (3) strategies (emphasis on global, emphasis on location, or emphasis on global learning) should be used for foreign expansion of the company. Provide a rationale for your response.
Question 2- From the case study, imagine that you are the CEO of Sjöland & Thyselius. Consider the barriers to Sjöland & Thyselius when they decided to take over the wind tunnel services division at STARCS. Knowing what you know today about Sjöland & Thyselius international opportunity for conducting business, recommend two (2) management decisions you would have made differently back in 2008. Provide a rationale for your response.
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ENSwriterF 9 TUTOR Posted 17. Sold 36. Asked 1. Solution preview:
Strategies used for foreign expansion of a pany Expansion of a pany takes a stra**** **** *** ** ** ******* *** *** implemented ** *** ***** procedures *** ****** ****** **** ******* **** resources ****** ** finances, ***** ****** *** structures *** * *** **** ******** ****** ****** ** ******** *** *** ****** *** ** *** **** ****** ******** *** following ** *** essential ****** ** *** ** ***** ** *** **** ** *** procedure ** expanding *** ******** ** * nationalforeign ***** Leadership ****** **** * ***** ****** *** ******** priorities **** ***** *** **** ** ****** ******* ** *** ******* **** *** ** achieving *** ******* expectations ******* ****** ******* ******** ***** *** ******** ******** **** ***** ** **** *** *** **** ** **** ****** ******* *** *** ******* *** *** challenges ******** ***** Willmott, ***** Structures *** *** resources ****** ** ******** ** **** *** *** requirements *** ******* ** *** *** ****** *** decision-making ******* ****** ** ****** *** *** ******** ** ****** 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*** regulatory ******** ** *** ******* ****** **** *** **** ***** ** ******* **** ****** ** prioritized **** ** ******* ****** legislations regarding **** *** ****** *** ***** ** ******* ** * ***** **** ** ******* Different countries ***** different ******** ***** **** ** ****** ** *** ***** ** businesses **** **** ****** ** ** **** ** *** **** ** ******** **** **** ******** ***** ***** ******** **** **** ** ******** ** ****** belonging ** particular ******** *** ***** *** ***** **** **** *** ** *** ***** ** **** ***** ** ****** ** **** *** ** *** ******** ******** *** ** ****** ** ***** countries ** ***** **** **** ** ****** ** ***** incurring ****** ** **** **** *** *** ******** ***** ** ***** **** ** important ** ******** *** stability ** *** economies ** ***** ******* ******* **** ** ******* * ****** ******* ******* *** ******* ** ******** ***** ** ******** ******* ** **** ***** ***** **** ** *** ******** ** *** **** ******** ******* paramount ***** ** *** ***** *** stability ** ***** particular countries ******** ** ****** ** ******* ** ***** countries characterized ** ***** ***** *** ******** *** **** ***** Companys *** ******* **** ***** **** ** ** ***** ** ******** *** **** strategy, therefore, ***** ** *** ******** ** ******** **** ***** **** *** *** ****** locations ***** ** ******** *** * ******** *** ******** ****** ** *** ** *** **** ******** locations ** ***** *** ******** **** ****** ** *** *** ** *** ***** * ***** **** ***** ******* *** ****** resources ** ****** *** ******* ** *** ******** **** ***** ******** ******** resources ** ******* ******** ** *** ******* *** *** characteristics ** *** ******** ****** ** **** particular ******** resources ** ***** *** *** ******** personnel ** *** ** ** International ******** (Gladwell, ***** ******* important ******** **** * ***** **** **** ** *** *** ***** ** ******** **** *** **** *** ** ******** *** ***** legislations ** *** ******* ** ****** **** ***** ***** ** ** conflicts **** *** authorities ***** ***** ***** decisions ***** **** ******* *** ******* ** *** ********
Attachments
STRATEGIES USED IN EXPANSION OF A COMPANY.docx
*
Name
Institution
Date
Strategies used for foreign expansion of a pany
Expansio* ** * **** ***** * ******** **** *** ** ** ******* *** *** implemented ** *** ***** procedures *** ****** ****** **** ******* **** resources ****** ** finances, ***** ****** *** structures *** * *** **** ******** ****** ****** ** ******** *** *** ****** *** ** *** **** ****** ******** *** following ** *** essential ****** ** *** ** ***** ** *** **** ** *** procedure ** expanding *** ******** ** * nationalforeign *****
Leadership ****** **** * ***** ****** *** ******** priorities **** ***** *** **** ** ****** ******* ** *** ******* **** *** ** achieving *** ******* expectations ******* ****** ******* ******** ***** *** ******** ******** **** ***** ** **** *** *** **** ** **** ****** ******* *** *** ******* *** *** challenges ******** * Willmott, *****
Structures *** *** resources ****** ** ******** ** **** *** *** requirements *** ******* ** *** *** ****** *** decision-making ******* ****** ** ****** *** *** ******** ** ****** according ** *** *** ****** ******* *** *** procedures ** ******* ****** ** **** ******** Machinery *** workforce ****** ** **** effective *** efficient ** ** **** ** ******* *** processes *** challenges ******* **** ******** ******** ** **** *** *** *******
*** ******* ***** ****** ******** ** **** *** ***** ****** ***** ******** ******* excellent performance ****** *** *** ******** ******* attitudes ******* *** *** ****** *** **** ****** opportunities *** *** **** *** *** *** ** ***** ** ******* *** ****** **** ****** *** **** ****** impressively **** ***** ******** ***** ******* *** accessible ** *** *** ****** ** ** affordable ***** ****** **** ** *** *** **** **** *** ****** ** ******* **** ******* ** transportation *** ***** ****** ** thoughtful considerations ******* *** *** materials *** *** ****** ********
* *** **** important *** *** ****** ** ***** *** *** ****** ******* **** ***** * ** ** *** *** ****** *** **** **** ******* ******** ** *** **** ** ****** ** ** ****** **** ** ****** ** ****** *** **** *** *** structure ******** ** *** ****** *******
******** ** ******* ******** ** *** **** important ******** **** ****** ** considered **** ******* ** ** **** sensitive **** *** ***** ******** mentioned ******* ***** ******** ** ******** ******* ******** ** ******* ******* ******** ** ** challenging *** *** organization ** *******
Management decisions of ******** * Thyselius international
****** *** ****** ** ***** ******** ** *** **** ** *** establishment ** **** *** ****** ***** ******** *** ******** **** **** ****** automatically ** increased prospects ******* ** **** ** *** businesses reputation ******** *** **** ** ****** *** ******* *** ******* ****** * particular ******* ** ***** ******* ** ***** countries ** *** international ******
** ******* ***** ******** ***** *** **** ****** **** **** ** ** addressed ***** *** ******** ***** ******** ** ****** ** particular legislations ***** *** ** *** ***** *** *** enterprise operations Therefore, ***** *** regulatory ******** ** *** ******* ****** **** *** **** ***** ** ******* **** ****** ** prioritized **** ** ******* ****** legislations regarding **** *** ******
*** ***** ** ******* ** * ***** **** ** ******* Different countries ***** different ******** ***** **** ** ****** ** *** ***** ** businesses **** **** ****** ** ** **** ** *** **** ** ******** **** **** ******** ***** ***** ******** **** **** ** ******** ** ****** belonging ** particular ******** *** ***** *** ***** **** **** *** ** *** ***** ** **** ***** ** ****** ** **** *** ** *** ******** ******** *** ** ****** ** ***** countries ** ***** **** **** ** ****** ** ***** incurring ****** ** **** **** *** *** ******** *****
** ***** **** ** important ** ******** *** stability ** *** economies ** ***** ******* ******* **** ** ******* * ****** ******* ******* *** ******* ** ******** ***** ** ******** ******* ** **** ***** ***** **** ** *** ******** ** *** **** ********
******* paramount ***** ** *** ***** *** stability ** ***** particular countries ******** ** ****** ** ******* ** ***** countries characterized ** ***** ***** *** ******** *** **** ***** Companys *** ******* **** ***** **** ** ** ***** ** ********
*** **** strategy, therefore, ***** ** *** ******** ** ******** **** ***** **** *** *** ****** locations ***** ** ******** *** * ******** *** ******** ****** ** *** ** *** **** ******** locations ** ***** *** ******** **** ******
** *** *** ** *** ***** * ***** **** ***** ******* *** ****** resources ** ****** *** ******* ** *** ******** **** ***** ******** ******** resources ** ******* ******** ** *** ******* *** *** characteristics ** *** ******** ****** ** **** particular ******** resources ** ***** *** *** ******** personnel ** *** ** ** International ******** (Gladwell, *****
******* important ******** **** * ***** **** **** ** *** *** ***** ** ******** **** *** **** *** ** ******** *** ***** legislations ** *** ******* ** ****** **** ***** ***** ** ** conflicts **** *** authorities ***** ***** ***** decisions ***** **** ******* *** ******* ** *** ********
References
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