The paper "Senior Management of Steel Authority of India Limited" is a perfect example of a management case study. In this case study, I will examine a business possibility using a methodology relevant to international business strategy for SAIL Company’ s internationalisation. According to Economy Watch (2011), a global business strategy is defined as the business approach that is undertaken by a business, company or firm operating in a global business environment while serving consumers the world over. According to Nag (2007, p. 935), strategic management is a field that deals with the major intended initiatives taken by general managers on behalf of owners.
This involves the utilisation of resources to augment the performance of companies in their outside environments. It is important to note that international business strategies are closely related to the business development strategies adopted by businesses to meet their short- and long-term objectives. The short-term goals of the business are linked to improving the everyday operations of the company while the long-term objectives are generally aimed at increasing profits, sales and earnings of the business in the long run, ensuring growth and firmness of the business and domination over the national or local market.
This is where an international business strategy differs from a national business development strategy. Factors such as product standardisation and adaptation are to be found in international business. However, factors of product diversification and differentiation are applicable in the case of both national and international business strategy in the wake of rising competition in both the national and global markets. International business strategies have come up as a result of globalisation and internationalisation of established domestic companies which is thought to increase the value of the firm in question.
The rising pressure of globalisation and the rising international competition has made business managers have second thoughts about the formulation of international business strategy. According to Kim and Mauborgne (2005), in as much any company wants to internationalise operations, it should also beware in case the strategic plans fail. SAIL should overcome four key organization hurdles namely cognitive, motivational, resource and political hurdles. 2. CONTEXT The purpose of this case study is to analyse the business possibility of internationalising Steel Authority of India Limited (SAIL) Company from India and take it to China.
This will be attained by using a methodology relevant to international business strategy. The possible questions that the paper will seek to answer include What is the business analysis of the SAIL Company? What is the target country market analysis? What is the inspiration for choosing the country targeted? 2.1 Methodological approach Research questions in the paper can either be investigated using primary or secondary data. Primary data is collected using methodologies such as questionnaires, observations, focus groups, semi-structured interviews, and participant observations.
In secondary research, data is archived or mined from existing literature and databases and re-analysed to provide a broad understanding of the research question. In both cases, quantitative and qualitative research designs apply. In quantitative research designs, data is statistically summarized using descriptive statistics and research hypotheses testing done using inferential statistics. In qualitative research, data is coded for theory formation and a descriptive language used to answer specific questions (Bailar, 1997).
LIST OF REFERENCES
Bailar, J. C. 1997 “The promise and problems of meta-analysis,” N Engl J Med, Vol. 337: 559-561.
Bloomberg , “China Overtakes Japan as World's Second-Biggest Economy 2010,” Available from http://www.bloomberg.com/news/2010-08-16/china-economy-passes-japan-s-in-second-quarter-capping-three-decade-rise.html (March 8 2011).
Corner, P. Kinicki, A. & Keats, B. 1994, “Integrating organizational and individual information processing perspectives on choice,” Organizational Science, Vol. 3.
Economy Watch 2011, “Global Business Strategy,” Available from http://www.economywatch.com/business/global-business-strategy.html (March 2011).
Elizabeth, C. 2003, “China's Environmental Challenge: Political, Social and Economic Implications,” New York.
Hamel, G. 2002, Leading the Revolution, Plume (Penguin Books), New York.
IMF 2011, “The IMF’s 2008 Quota and Voice Reforms Take Effect,” Available from http://www.imf.org/external/index.htm (March 3, 2011).
Isenberg, D. 1986, “Strategic Opportunism: Managing under uncertainty,” Harvard Graduate School of Business, Working paper 9-786-020, Boston, January 1986.
Johnson, K. S. & Whittington, R. 2008, Exploring Corporate Strategy, Prentice Hall, London.
Kim, C. & Mauborgne, R. 2005, Blue Ocean Strategy, Harvard Business Press (online).
Klippe 2010, “China or India?” Available from http://www.dr-klippe.com/61.html?&L=2 March 8 2011).
Kolb, B. 2008, Marketing Research: A Practical Approach, SAGE Publications Ltd
Moore, M. H. 1995, Creating Public Value: Strategic Management in Government, Harvard University Press, Cambridge.
MSN Money 2008, “What does Wal-Mart’s new logo mean?” Available from http://articles.moneycentral.msn.com/Investing/Extra/WhatDoesWalMartsNewLogoMean.aspx (March 5 2011).
Nag, R., Hambrick, D. C. & Chen, M.J. 2007, “What is strategic management, really? Inductive derivation of a consensus definition of the field,” Strategic Management Journal. Volume 28, Issue 9, pages 935–955, September 2007.
Oestreicher 2008, Market Overview and Key Statistics, Lecture notes/slides, University of WorcesterProject Café7 (November 2008), Available from http://www.allegra.co.uk/project-cafe7-keyfindings.html (March 7 2011).
Peng, M.W. 2009, Global Strategy (2nd edition), Cengage learning, New York.
SAIL, “SAIL Corporate Presentation 2008,” Available from http://www.sail.co.in/aboutus.php?tag=company-aboutus (March 6 2011)
U.S. Department of Commerce 2011, “Commerce,” Available from http://www.commerce.gov/ (March 5 2011).
Zaleznik, A. 1977, “Managers and Leaders: Are they different?” Harvard Business Review, May–June, 1977.