1. What’re the current issues of Poland? What’s the climate doing for business?

One of the most noticeable issues for business in Poland is that originally the country was not viewed as attractive by business standards; however, the change in economic liberalization as a transition economy from the 1990’s has begun to make Poland a business port.
As such, the rising economy, central European location, and well-educated/hard-working citizens have turned Poland into a prime location for American and Canadian multinational corporations (MCNs). The liberal economy, work force, and updated transportation systems are adequate for global business.

2. Is the Canadian manufacturing firm using an economic, political, or quality imperative approach to strategy?

It seems that the Canadian power-tool manufacturing company is utilizing an economic imperative strategy. Due to the liberal economy, tax exemptions, incentives, low labor costs, the acceptance of direct foreign investment,—already 350 U.S. firms have established holdings—and the fact that there will be little to no competition in the small power tool manufacturing business for quite some time in the region.

3. How should the firm carry out the environmental scanning process? Would it be of any practical value?

The Canadian firm needs to focus on external factors when conducting an environmental scan; primarily on factors that will aid in economic growth, —nearby developing regions that have a demand for their product—income levels (relatively low in comparison to neighboring countries), and employment rates (relatively high). The scan results are of high practical value, as the process helps with making decisions in expansion, innovation, and when entering or leaving markets.

4. What’re two key factors if the project succeeds?

The first factor for success is the increase of production—which