Developing A Competitive And International Business Environment Essay

In this report I am going to define the meaning of Globalisation and assess the impact of globalisation on the way the business operate.

Chapter 6 – Strategy Formulation: Situation Analysis and Business StrategyChapter 7 – Strategy Formulation: Corporate StrategyChapter 8 – Strategy Formulation: Functional strategy and Strategic Choice

Which is cost difference determines the patterns of international trade. Absolute advantage is trade benefits when each country is at least cost producer of one of the goods being traded. In the 1800s, David Ricardo developed the theory of comparative advantage to measure gains from trades. This theory is based on comparative advantage and it states each nation should specialize in production of those goods for which its relatively more efficient with a lower opportunity cost.

In the literal meaning, Business refers to an organized approach to providing customers with the goods and services they want. Business Administration has over the years taken the form of a formal field of knowledge, besides engineering medical and even closely-related Economics. In the 20th century, with the development and growth of business schools in America and Europe, the dynamics of business administration changed. With more research conducted in a professional way, Business Administration has also given birth to its branches.

Strategy formulation has been acknowledged as one of the most crucial factors of ensuring the long-term growth of the business. However, the manner in which strategy is formulated, and most importantly, the nature of the strategy chosen for the company determines its future position in the marketplace (Grant, 2005).

Competitive strategy, after Porter, came to be defined as the strategy of a business unit which seeks to achieve sustainable Competitive Advantage (SCA). The literature on strategy deems the market-based view (MBV) and the resource –based view (RBV) as two approaches to giving businesses the competitive edge they need to compete in their industries. Aside from having competitive advantage as their ultimate goal, the two approaches are also similar in the sense that they both make use of particular tools and models in their undertakings. They also differ in numerous ways,

This objective of this paper is to thoroughly explain the three generic competitive strategies as presented by porter. The paper further analyses the competitive strategy of apple Inc and the application of porter’s generic competitive strategy before drawing vital conclusions on the subject.

Porter (1980) created a model which considers five important forces (Porters five forces) which aims to establish a profitable and sustainable position against the forces that determine industry competition, therefore position themselves within it and differentiating themselves where necessary in order to strategically gain a competitive advantage - this model gives vision of: Threat of new entrants, Threat of substitute products or services, Bargaining power of customers , Bargaining power of suppliers and Intensity of competitive rivalry (Porter 1980). Using models and academic theory like this allows strategy to be formed through a rational and an analytical process. Chandlers (1962) cited in (Lomash 2003) suggests the analytical process is about the determination of long-term clear goals, adopting actions to achieve these goals and then building the resources within the organization around this strategy in order to ensure it succeeds. Johnson (2005), likewise, simply suggested a three step approach to strategy - analysis, choice and implementation which goes hand-in-hand with intended strategy.

Apple Inc. was founded in 1977. To date, this company has continually offered a wide range of products to meet the growing demands of customers all over the world. Apple not only produces and sells computer software and cellphones; they also distribute consumer electronic products around the globe. Increasing the value of shareholder and coming up with new inventive products is a constant process for Apple, and Apple continues to do so with their popularity around the world with about 301 store locations in 10 different countries. Aside from all of

Area of Research Interest - Sadly, terrorism now permeates everyday life around the world, and the intensifying impact of terrorism on international business is a phenomenon with implications for both theory and practice. My area of research study is how international businesses apply past terrorism experience creating organizational resilience to absorb, endure and bounce back from future terrorist attacks.

Strategy can be defined as being different from one’s competitors, finding the race to operate and accomplished it. According to Michael Porter (1996), while becoming better at what you do is desirable, it will not benefit you in the long run because it is something other competitors can also do. Strategies for organizations are originally developed by Michael E. Porter in 1979 by introducing the five forces model. A company can identify the industry profitability and attractiveness by analyzing the five forces of Porter (Johnson et al., 2008). And then a reasonable strategy can be set up in line with the strengths and the weakness of an organization is able to create a plan for a stronger position for the organization within its

“Competitive strategy involves positioning a business to maximize the value of the capabilities that distinguish it from its competitor’s” (Porter 1980:47). A successful business plan requires first and foremost the formation of an appropriate strategy. Through the implementation of a suitable strategy, the company is able to obtain its own industry niche and gain an understanding of its customers (Porter 1985). Whichever strategy is adopted it must be adequately integrated within the firms goals and missions to achieve a competitive advantage (Parker and Helms 1992).

Michael E. Porter, associate professor published the article titled “How Competitive Forces shape Strategy” in Harvard Business Review in 1979. This article is retitled as “The Five Competitive Forces That Shape Strategy” and published in Harvard Business Review in 2008. Michael E. Porter developed the model of Five Competitive Forces which is defined as “Competitive Strategy – Techniques for Analyzing Industries and Competitors”. It has become a main device for analyzing an organizations structure in strategic practices.

The U.S. Census provides data to the U.S House of Representatives to allow them to decide how to distribute billions of funds to communities where it’s needed. The Census also documents data on population, the economy, employment, income/ poverty, businesses, etc. This information is very useful for business owners. For instance, the census provides demographic data for a certain area which can help you find potential locations for your new business. These demographics can also help you easily target a certain group of people. Say you want to open a small coffee shop with free Wi-Fi and lots of seating room for people to relax and get some work done, your main target would might be young adults in school.

To better understand why some nations are more competitive than others, Porter conducted the research in order to ‘look for determinants in the national business environment that can explain why in some countries firms in particular industries are more successful than those in other nations’. (Ard-Pieter de Man, 1997, p. 48) The research culminated in framework known as diamond which describes the determinants of competitive advantage. Porter ‘ identified four attributes that promote or impede the creation of competitive advantage: (1) factor conditions, (2) demand conditions, (3) related and supporting industries, and (4) firm strategy, structure, and rivalry’. (Dirk Morschett, 2015, p. 176)