The Third Leg in the Strategy Tripod – Institutional Based View

1. High pressure for local adaptation combined with low pressure for lower costs would suggest what type of international strategy: A. global B. multidomestic C. transnational D. overall cost leadership 2. Foreign direct investment includes the following form of entry strategy: A. licensing B. franchising C. joint ventures D. exporting 3. According to Michael Porter, firms that have experienced intense domestic competition are A. unlikely to have the time or resources to compete abroad. B. most likely to design strategies aimed primarily at the domestic market. C. more likely to design strategies and structures that allow them to successfully compete abroad. D. more likely to demand protection from their governments.

India has become a global conduit for business as they have liberalized their economic policies over the past 20 years. Companies are flocking to India because of many factors, including, less expensive labor costs, increasing growth rate, and an abundance of a highly skilled workforce. These factors in addition to other advantages have substantially increased the number of United States businesses looking to grow beyond the U. S borders into the county of India. Dunlop Software Consultant’s goal is to also expand its operations internationally and believes that India has the business environment to meet our goal of expansion globally.

Davies P. (2004). What's This India Business?: Offshoring, Outsourcing, and the Global Services Revolution. London: Nicholas Brealey International.

Potential for new entrants - The primary prevention to entrance are higher barriers within industry with the threats of new entrants as competitors (Porter, 1998).

Some firms cannot even enter a market if the market is so saturated by advertising from another firm, as advertising is a sunk cost therefore whatever is spent is unable to be recuperated afterwards if the firm decides to leave the industry, therefore a firm may decide to not enter in the first place, therefore keeping the market a monopoly or oligopoly. Therefore it is clear to see that most barriers to entry make the market less

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).

lies at the heart of business in the modern world and plays an integral part

“Today, Indian outsourcing is one of the best ways for CIOs to cut application development and maintenance costs, and deal effectively with the peaks and valleys of software demands.” (Yeo). Outsourcing to India is still focused primarily on highly technological aspects, but is not limited there. They are known for creative development in the pharmaceutical field, and have recently developed an unsurpassed medication for adult ADHD. Their superior IT assistance is not limited to companies, they offer many websites for individuals seeking help with programming. In mid 2007, U.S. outsourcing to India reached $4.9 billion. Although technologically advanced, they still lag in economic prosperity and therefore still don’t expect the type of compensation that Americans do. “They

There are various schools of strategy that have been vigorously debated on and after a consolidated effort; three schools of strategy were produced. They are the planning school, the positional school, and the resource based school of strategy (Ritson, 2013). All these strategies will be described with examples to buttress each.

Factors that can limit the threat of new entrants are known as barriers to entry. Barriers to entry can exist in a variety of formats, firstly government intervention in the form of industry regulation, legislative limitations on new firms, special tax benefits to existing firms, are common barriers to entry. Conversely barriers to entry can occur naturally within the business world. Some naturally occurring barriers to entry could be patents, a strong brand identity, strong customer loyalty or high customer switching costs.

Entry of firms into a market is an important mechanism in the economy. Entrants have an equilibrating function. Firms will enter the market if the profit level is above the long-run competitive level. As a result of entry, the profit level will decrease to the long run competitive level. Entrants are also important agents of change. Firms with new ideas or production processes will enter the market. Thus these two effects of entry contribute to allocative as well as to dynamic efficiency in the market. However, several mechanisms can prevent firms from entering the market. In other words, there can be barriers to entry that harm the allocative and dynamic efficiency and are therefore detrimental for industry dynamics and economic welfare. From this perspective, it is clear that lowering barriers to entry or preventing that these barriers are created is an important issue in competition policy. All the bright-eyed founders thought that rattling off a list of differentiating features was a good thing. But it was a terrible idea. Because focusing on a single thing a singular product feature, an outstanding experience, a particular service means you’re on the right track to standing out in the marketplace. Big companies differentiate by having multiple products. They win because they can offer a single solution and minimize customers’ pain of having to work with multiple companies. Big companies usually have lots of resources and mediocre products so it makes sense

Business Strategy approach: - this is based on the idea of Pragmatism (Welford and Prescott, 1994) with the company making trade-offs between a number of unstable decision to internationalize and the way it adopts to do so Reid (1983) argues that foreign expansion is contingency based and

Subject : Appraisal of a MNE's recent market entry (2007-2010) ( 1. Firm Motivations for internationalization 2. Entry Strategy 3. Corporate Strategy)

There are challenges that come with IT outsourcing in India and the biggest one being there are competitive revivals that exists due to low switching costs. The biggest competitor currently to India is China. China has been investing a lot of money into its country to grow this industry since it has seen the positive impacts on India. One of the ways China is attracting companies to move to China is that its government is offering significant tax incentives (KPMG, 2016). Some of the other countries that are competing with India are Ireland, The Philippines, Poland and Malaysia. There are improvements that India needs to focus on and two of these improvements are making sure they have good infrastructure; and keeping costs low for companies who are looking to move to China where it might be cheaper to have established their business processing. Though there are challenges and competitors for India, the future for India looks strong as well as room for growth. One of the areas that India is focusing on is domestic growth and making it a priority to increase the

The global economic downturn has impacted jobs outsourcing in the BPO industry as it has helped to be one of the largest job creators in India. Due to this, many companies had to increase their operations output and therefore employ more and more people to keep up with the expanding trend. One of the major impacts, being growth and maturity, had an effect on the BPO industry and contributed to the outsourcing companies and continued growth of the industry. The IT and BPO outsourcing boom created a huge impact in the Indian