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(Excerpts from G. Yip's Total Global Strategy). Each key industry globalization driver affects the potential use of global strategy levers. Of millions of dollars per model by eliminating duplicative efforts and saving on retooling factories. Professor George Yip. Centre for the Network. The Internet affects industry specific market globalization drivers in several ways. In addition, use of the Internet.

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The papers in this portfolio are all related to the strategic decisions that corporate organizations make in order to expand their share of the ever-growing global market, while ensuring that their competitors are not able to replicate their formula for success. Three of the papers discuss specific companies-Tesco, Rolls-Royce, Carrefour and Wal-Mart-thus giving the impression of a mini case study on how these global players strategize their way into market domination and superior firm performance. The third and final paper is a general discussion on George Yip’s model on internationalization drivers as these are applied in the civil aerospace engine manufacturing and the global grocery retailing industries.

Students, scholars and practitioners alike will benefit from the lessons and analyses made in these papers because they show a thoughtful and realistic look into the workings of different corporate organizations while utilizing different business concepts. At the end of the day, this portfolio is designed to show the student’s ability to comprehend and analyze practical business dilemmas in light of existing theory.

Drivers for internationalization

George Yip proposed his model of the drivers for the growth of international strategy among corporate organizations. He introduced four main categories of drivers that were key in determining the extent of globalization within a particular industry. These are:

Market globalization drivers

Cost globalization drivers

Government globalization drivers Dell optiplex 3020 drivers for windows 8 32 bit.

Competitive globalization drivers

A company that exhibits less of these drivers is characterized as being local in nature, and conversely a company with a higher number of the drivers are becoming more global both in outlook and in operation. These drivers are not stand-alone, however, because they in fact influence on another in a cycle that determines a corporate organization’s readiness to join the ranks of global companies. Stated otherwise, these internationalization drivers are governed by four different factors: technology, social and demographic considerations, politics and legislation, and economic and political considerations.

All in all, should a company wish to transform its operations from that of a local industry to an international one, it should pay attention to the different factors that can make or break its ability to participate actively in the global market. While there are of course other factors that may influence a company’s eventual success in going global, Yip’s model gives us a simplified and practical view of what it would take for a company to launch itself into the global playing field and claim its share of global consumers.

Different industries and different corporate organizations vary greatly in their capacity for globalization, especially because the nature of the products/services they offer as well as the consumers who avail of them are vastly distinct from one another. Let us compare the global grocery retailing industry and the civil aerospace engine manufacturing industry as an example. We can compare the two in this manner:

Marvel spider man game download for pc without verification. Global grocery retailing industry

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Civil aerospace engine manufacturing industry

Market driver

High

Low

Cost driver

High

Government

High

Low

Competitive

High

Countries that have the most advantageous combination of as many drivers as possible are preferred by global companies, as a market for their products/services, as a home base or both. As we can see from the table above, the global retail industry actually has better potential for pushing a global strategy. This is evidenced by the relatively recent entry of new global grocery retailing brands such as Wal-Mart into previously untapped markets like China. Because of the high tendency for globalization, other retail companies are also beginning to look in to the possibility of expanding their business overseas in order to benefit from a bigger customer base.

George Yip Model Of Drivers Of Internationalisation

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Carrefour, Wal-Mart and the Chinese market

The entry of big international players in the Chinese local market in recent years has shown that China is the new gold rush for global companies looking to expand their share of the market. The global grocery retailing industry is just one of the many business sectors that have come to China to make the most out of the millions of consumers who will avail of their products and services.

The bid to make China the next biggest market for the global retail industry started in 1992 when the country opened up its retail industry to foreign investors like Carrefour and Wal-Mart. Carrefour entered the market three years later by opening a partnership with a Chinese management consulting firm, creating an entity called ‘Jia Chuang.’ While other companies treated the Chinese market as one big bloc of consumers, Carrefour looked considered it to be composed of many smaller markets. It opted to create regional offices which were in charge of the expansion programs for different areas of the country, instead of having a centralized national operations network.

Carrefour continues to carry out its expansion strategy by depending on local distributors, who supervise the delivery of their products straight to the stores from the regional centres. The company believes that flexibility is a priority consideration especially when operating in a relatively new market. The cost of development is lower because Carrefour is able to build its network store by store while keeping issues about uniformity of service and quality control in check.

As for Wal-Mart, they see the challenges of the Chinese retail market differently. Unlike Carrefour, Wal-Mart is putting its investments on a centralized distribution system that is headquartered in Kengzian. The new centre boasts of a 40,000 square meter facility that has been created to handle simultaneous deliveries with up to 70 bays. But like Carrefour, Wal-Mart has also entered the Chinese domestic market by partnering with a local firm, a Tai

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