International Business Strategy INTL 460 SECTIONS 61 and 81 Fall 2008 Professor Daniel F. Spulber Office 606 Leverone 491-8675 E-mail: jems@kellogg.northwestern.edu International Business Strategy Course Description The course defines the objectives and strategies of international business. The course emphasizes economic analysis of international business strategy formulation. Topics covered include gains from trade, costs of trade, and the competitive strategy of the international
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“Without a strategy the organization is like a ship without a rudder.” Joel Ross and Michael Kami 1-2 Thinking Strategically: The Three Big Strategic Questions 1. What’s the company’s present situation? 2. Where does the company need to go from here? Business(es) Buyer to be in and market positions to stake out needs and groups to serve to head Direction 3. How should it get there? A company’s answer to “how will we get there?” is its strategy 1-4 What
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determine whether a strategy is a winning strategy, the company’s strategy must pass three tests, which include the fit test, the competitive advantage test, and the performance test. Passing the fit test means the strategy is well matched to the company’s situation. Moreover, the competitive advantage test is used to make sure the strategy can help the company achieve a sustainable competitive advantage. In addition, passing the performance test indicates that a winning strategy produces strong company
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Self-Graded Chapter Quiz http://highered.mcgraw-hill.com/sites/0078137144/student_view0/chapter... Home > Chapter 1 > Self-Graded Chapter Quiz Course-wide Content Cases Business Strategy Game GLO-BUS Online Updates and Errata Self-Graded Chapter Quiz (See related pages) Results Reporter Out of 20 questions, you answered 18 correctly with a final grade of 90% 18 correct (90%) 2 incorrect (10%) 0 unanswered (0%) 1. Review Key Points PowerPoint Presentations 2. Apply Assurance of
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focused on the type of resources and competencies that could offer to its owner a sustainable competitive advantage. Therefore, resources and competencies approach first appeared as a theory of competitive advantage or a theory of “performance of the firm” (Argyres & Zenger, 2007). It is only recently, in the last 20 years that organizations have started using the resource based view approach on strategy. Nowadays, they view it as the most important key development in international business research
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12, 535-548 (1991) PORTER'S 'COMPETITIVE ADVANTAGE OF NATIONS': AN ASSESSMENT ROBERT M. GRANT Management Department, California Polytechnic State University, San Luis Obispo, California, U.S.A. Porter's Competitive Advantage of Nations is an important book which bridges the gap between strategic management and international economics while contributing substantially to both. Porter's analysis ofthe impact of national environment on international competitive performance demonstrates the potential
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Chapter 1: What is Strategy and why is it important? What is Competitive Advantage? Competitive advantage. It is a superior performance relative to other competitors in the same industry or the industry average. Sustainable - competitive advantage. When a company is able to outperform its competitors or the industry average over a prolonged period of time. Competitive disadvantage Underperformance relative to other competitors in the same industry or the industry average. Competitive Parity Performance
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Understand the Competitive Advantages of Competitors 1. What to Cover – Carefully evaluate established or emerging competitors in the market to identify their strengths. Consider their weaknesses and what opportunities this creates for a new company to potentially establish a foothold in the market by addressing those gaps. Also evaluate companies that have established a leadership position in other markets for ideas and examples of how competitive advantages can effectively be developed. Review
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www.ccsenet.org/ijbm International Journal of Business and Management Vol. 5, No. 7; July 2010 Competitive Advantages and Strategic Information Systems Mahmood Hemmatfar, Ph. D. Faculty Member of Islamic Azad University, Brojerd Branch, Iran Mahdi Salehi, Ph. D. (Corresponding author) Assistant Prof. Department of Accounting and Management Ferdowsi University of Mashhad, Iran Tel: 98-912-1425-323 E-mail: Mahdi_salehi54@yahoo.com Marziyeh Bayat, Ph. D. Faculty Member of Islamic Azad University
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Alternative Strategies For many years IBM has been a leader within the technology industry by innovating and continuing to advance within the market. As a major leader in the technology industry it is important to understand the current strategies used along with future strategies that may assist IMB in future growth and success. According to Watkins (2007), “A business strategy is a set of guiding principles that, when communicated and adopted in the organization, generates a desired pattern of
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