Essays on International Business Field Assignment

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The paper "International Business Field" Is a great example of a Business Assignment. One driver for MABE success in line with industry-based consideration is growth and expansion, In this case, it is evident that it has invested a lot in expanding its operation and growth into multiple countries. In 1970, MABE exported its products to the U. S market, through this growth and expansion strategy into the U. S market, MABE was able to partner with global electronic manufacturing brand; General Electric. Consequently in 1987, General Electric bought 48% of MABE shares which helped it in its expansion in new markets especially in smoothening its transition in these markets (Rivas et al.

2016, p. 2). Through this partnership, MABE was able to increase its global productivity by 1.5%. Moreover, this partnership offered MABE an opportunity to benefit from technology and commercial partnership which was a significant improvement to the organization's operation. Through the alliance with General Electric, MABE was able to easily access communication and information technology which fostered its success (Sö llner, 2007, pp. 148). The other driver of MABE's success in regard to the resource-based consideration was again through the company’ s partnership with the global manufacturing brand, General Electric.

Through this partnership, MABE was able to adopt a state of the art technology in the manufacturing of its products that gave it a significant boost in their technological level. Thus, through the partnership, MABE benefited from the availability of resources relating to product innovation and helped in conducting further investigations on product innovation (Pehrsson, 2016, pp. 291). Through this alliance, MABE uses multiple technological innovations in relation to the manufacture of stoves and refrigerators. Additionally, sustainability and money helped make its partnership with General Electric a success consequently improving its operation, growth, and expansion strategy. In regards to institution-based consideration, MABE enjoys an array of drivers like its multidisciplinary management team and a strong corporate social responsibility program that emanated from its entry into the Indian market.

In this case, MABE is able to benefit from a pool of labor presented by the significant huge population in India as well as the low labor cost (Rivas et al. 2016, p. 2). A multidisciplinary team helps an organization like MABE overcome challenges mostly associated with foreign expansion more so culture issues.

This, therefore, ensures that MABE is able to acquire the best talented and capable employees in its workforce and gain a competitive advantage in foreign markets. Moreover, through Mabe’ s alliance with General Electric, it is able to plan for its entry into the Indian market much better relying on approaches stipulated in the Action Learning System approach where the company first visits the area where it wants to set up shop in an effort to identify the factors needed to be considered and the potential entry strategy to help it succeed (Pehrsson, 2008, pp. 137). Q. 2 One of the specific attributes MABE should be on the lookout for in specific foreign markets is the measurability trait in these markets.

For instance, in MABE entry into the Asia markets, it should first measure the estimated market size in order to get a glimpse of what is expected from this Company depending on the market size in its effort to venture into this market (Giarratana and Torrisi, n.d. ). MABE Company should ensure that these foreign markets should be easy to monitor, observe, and measure.

This will also entail understanding some essential factors influencing the market like the country's social-cultural traits and variables such as the per capita income. For the other variables which are quite hard to measure such as culture and lifestyle, the Company can use qualitative surveys as a measurement tool for these variables (Demir and Su, 2015, pp. 319).

References

Demir, F. and Su, L. (2015). Total Factor Productivity, Foreign Direct Investment, and Entry Barriers in the Chinese Automotive Industry. Emerging Markets Finance and Trade, 52(2), pp.302-321.

Eriksson, K. and Chetty, S. (2013). The effect of experience and absorptive capacity on foreign market knowledge. International Business Review, 12(6), pp.673-695.

Giarratana, M. and Torrisi, S. (n.d.). Entry and Survival in Foreign Markets from Emerging Countries: Technology, Brand Building and International Linkages. SSRN Electronic Journal.

Jain, N. (n.d.). Financing and Mode of Entry in Foreign Markets. SSRN Electronic Journal.

Jose Luis Rivas, Cristina Odalis, Ventura Gonzalez and Daniel Hernandez 2016. MABE:learning to be a multinational. Iveypublishing,ivey business school. London.

Pehrsson, A. (2008). Strategy antecedents of modes of entry into foreign markets. Journal of Business Research, 61(2), pp.132-140.

Pehrsson, A. (2016). Sequential expansion in a foreign market. European Business Review, 28(3), pp.285-311.

Söllner, A. (2007). The Role of Relationships in Determining Foreign Entry Modes. Journal of business market management, 1(2), pp.135-150.

Wong, H. and Merrilees, B. (2009). Foreign market entry mode choice of Australian firms. International Journal of Trade and Global Markets, 2(3/4), p.250.

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