Essays on The Global Mindset Framework - Red Rooster in the United Arab Emirates Case Study

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The paper 'The Global Mindset Framework - Red Rooster in the United Arab Emirates" is a great example of a management case study. Global mindset framework enables an individual or organization to determine the appropriate strategies and techniques to access foreign markets. It also enables individuals to incorporate numerous variables in the engagement process. The United Arab Emirates has strong economic, social, political and cultural fundamentals. It is a stable country with strong economic deliverables. Through the use of different global mindset framework, which includes social, intellectual and psychological capital, it is possible to enter the market and engage the targeted customers.

The framework affords the management skills to understand the requirements of the customers and develop products and services that target the market. Red Rooster fast food business would have to manage numerous challenges even though there are benefits. Some of the challenges include societal and cultural while the benefits are developing economic situation and changing consumer behavior. Numerous solutions to the problems exist, but the most appropriate one is effective leadership. Effective leadership enables an organization to formulate and implement strategies for achieving organizational goals and objectives.

Having effective leaders in an organization allows effective decision making processes and advancing strategic obligations. Introduction The Report Purpose and Structure The global mindset framework provides ideas and structures to analyze a business environment and determine strategies to enter the market and manage the business effectively. The report employs a global mindset framework for entering the United Arab Emirates (UAE). The business introduced is a fast food called Red Rooster. The first part of the report discusses the description of United Arab Emirates.

Some of the factors discussed include economic, political, social and cultural dimensions. The second section discusses the mindset framework, which includes cultural, strategic and multidimensional perspective. The second section of the report discusses the challenges and opportunities of starting the solutions to address the challenges. The fourth section presents recommendations for running the business and addressing challenges. The last part presents a personal perspective and reflection on the entire experience of completing the assignment. Description of United Arabs Emirates (UAE) Economic Dimensions Like other Arab countries, the UAE economy is based on gas and oil.

However, diversification has continued to be embraced in advancing the economic fundamentals. For example, service and agricultural industry are picking while tourism also plays an important role. Based on 2013 estimates, the GDP was $570 billion while the GDP growth rate is 4.6%. The GDP per capita within the same period is $63,181 while the labor force is estimated to be 4.34 million (Euromonitor International 2015). Other common industries are pharmaceuticals, textiles, construction materials, fertilizers, petroleum products and aluminium (United Arab Emirates 2015). The economic position of UAE within the Arab region and the numerous corporation and partnerships with different countries and unions make UAE favorable for business activities. Political Dimension The United Arab Emirates is made of seven Emirates.

Each of the Emirates has its specific governmental institution and other supporting institutions. The family individual of each Emirate is responsible for electing the vice president and president for five-year terms (Central Intelligence Agency 2015). The political system is effective even though debates exist on some of the fundamentals of the constitution and human rights. Apart from these complaints, the political system and conditions of the UAE are stable (United Arab Emirates 2015).

In addition, effective mechanisms exist in formulating and implementing legislation meaning that the government encourages investments (Al Junaibi et al. 2013). Dispute resolution and engagement with different stakeholders including expatriates and educational systems advance the requirements of the political system and advances business opportunities and operation of businesses effectively.

References

Al Junaibi, A., Abdulle, A., Sabri, S., Hag-Ali, M. and Nagelkerke, N., 2013. The prevalence and potential determinants of obesity among school children and adolescents in Abu Dhabi, United Arab Emirates. International journal of obesity, vol. 37, no. 1, pp. 68-74.

Al-Kandari, D. and Jukes, D.J., 2011. Incorporating HACCP into national food control systems-Analyzing progress in the United Arab Emirates. Food Control, vol. 22, no. 6, pp. 851-861.

Central Intelligence Agency. 2015. The World Factbook: United Arab Emirates. Retrieved from https://www.cia.gov/library/publications/the-world-factbook/geos/ae.html

Elbanna, S., 2010. Strategic planning in the United Arab Emirates. International Journal of Commerce and Management, vol. 20, no. 1, pp. 26-40.

Euromonitor International. 2015. Fast Food in the United Arab Emirates. Retrieved from http://www.euromonitor.com/fast-food-in-the-united-arab-emirates/report

Hussain, M., Ajmal, M.M., Khan, M. and Saber, H., 2015. Competitive priorities and knowledge management: An empirical investigation of manufacturing companies in UAE. Journal of Manufacturing Technology Management, vol. 26, no. 6, pp.791-806.

Ireland, J. and Abdollah Rajabzadeh, S., 2011. UAE consumer concerns about halal products. Journal of Islamic Marketing, vol. 2, no. 3, pp. 274-283.

The United Arab Emirates, 2015, Ministry of Economy, Retrieved from http://www.economy.gov.ae/english/Pages/default.aspx

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