GOING GLOBAL Essay Example | Topics and Well Written Essays - 3750 words

GOING GLOBAL - Essay Example We critically analyse their strategy and see how they are coping in the international arena. The paper ends with a discussion on two strategies: standardisation and adaptation. When companies decide to enter new markets they have to decide which one they will follow and once they have decided this, they develop a plan. All further decisions are based on this strategy. We have discussed many things concerning the bank, their strategy, their history and what are they looking for when they decide to locate in a new country. The details of costs have also been discussed in detail. Also, the strategy the bank follows whether it wants to standardise its products around the world or customise them according to the country. We also looked at the adaptation techniques that the bank uses when they enter a new market. Also we analyse what has worked for the bank; to standardise their product or to adapt it to countries requirements. Today the whole world is one big market. There are no boundaries and businesses can operate all around the world without having offices in any of the places. Most of this has been possible because of the internet, communication has become easier and faster. Each and every company uses a different strategy to expand into the global market. The onset of going global is gradual. One of the main reasons why companies have decided to expand into markets around the world is because they want to gain a competitive

Commodity Chain Analysis Case Study Example | Topics and Well Written Essays - 2500 words

Commodity Chain Analysis - Case Study Example The recently multiple-disc clutch in the centre differential comes to the scheme's support when friction between the tires and ground is specifically low, such as when driving over snow or ice. (Horn 2008) Redefining the way ones belief as regards to driving with C-Class, and with the totally redesigned C230, one should consider about the value the fourth generation C2304MATIC offers. Its features such as the dynamic innovative exterior, power V-6 engines, agility control suspension, permanent all-wheel-drive scheme, and an instinctively designed interior that sets the whole thing at the driver's command, plus added feature of Bluetooth connectivity. The V6 dedicated a great deal of concentration to whatever that would add to the finest goal. Sophisticated computer schemes were used to calculate the flow of air, thus helping to optimize the flow of air from the air filter twin-chamber. This type considerably contributes to fuel Economy, hence the engineers of Mercedes Benz C2304MATIC refer to these as tumble flaps, which some measure signifies their intention: they literally produce the fuel/air mix to tumble, escalating the turbulence of the airflow and making it to penetrate the combustion chambers at higher speed, with a more consistent distribution. (Booth 2008) Commodity Chain The automotive industry, according to Gereffi 1994, is commonly considered as a typical illustration of a producer-driven commodity chain. It is differentiated by sizeable scale, intensive capital, and controlled by technology product cycles; manufacturer driven commodity chains are networks of global production wherein several final assemblers, one of which is Mercedes Bens, control the industry's major markets. The power and productivity of these incorporated final manufacturers get from their power over volumes, technology and domination over the chain's forward and backward connections, including product design, product specification, brands and R&D networks. Currently, it is noted in the literature, that three key trends have fashioned the modern structure of competition in the global automotive trade; and the same fashions have shaped new possibilities for competition for improving country auto-firms. These three fundamentals of Commodity Chain Analysis Page 3 global modifications in the auto trade for more that fifteen years now are: 1) consolidation in the top levels of the industry through a brandish of amalgamations and achievements in the 1980s and 1990s; and the outcome of which, the similar set of major players control markets internationally; 2) a stronger levelling of suppliers that has increased the value of a minor group of design-competent and global primary level dealers, whereas portioned the rest into contract producers and lesser level sub-contractors has drastically changed consumer and dealers relations, and the employer and employee relations; and 3) an increasing and unrelenting focus by the major assemblers and their primary level dealers on benchmarking dealers down the chain on the cost, deliverability and quality basis, has changed the basis