Question One:

After reading the text, search for an organization that does not currently do business globally (outside of their home country). What opportunities would international expansion give this organization?

(Textbook: Dyer, J., Godfrey, P., & Jensen, R. (2020). Strategic Management: Concepts and Cases (3rd Ed.). Wiley.)

List 2 – 3 strategies the organization might use and analyze the benefits and risks associated with each strategy. Justify why, in your opinion, international expansion is or is not a viable strategy for them.

Additional Resources

• Barnes, Bradley R., Leonidou, Leonidas C., Siu, Noel Y.M., Leonidou, Constantinos N. (2015), “Interpersonal Factors as Drivers of Quality and Performance in Western–Hong Kong Interorganizational Business Relationships,” Journal of International Marketing, 23 (1), 23–49
• Calma, Angelito, Martí-Parreño, José, Davies, Martin (2019), “Journal of the Academy of Marketing Science 1973–2018: An Analytical Retrospective,” Scientometrics, 119 (2), 879–908.
• Christofi, Michael, Vrontis, Demetris, Leonidou, Erasmia, Thrassou, Alkis (2018), “Customer Engagement Through Choice in Cause-related Marketing: A Potential for Global Competitiveness.” International Marketing Review, 29 (5), 354–66.
• Jones, T. (1989) Ethnic minority business and the post-Fordist entrepreneurial renaissance. Paper to the Conference on Industrial Restructuring and Social Change in Western Europe, University of Durham, 26-28 September.
• Jones, T. and McEvoy D. (1986) Ethnic enterprise: the popular image, in: J. Curran , J. Sten-Worth and D. Watkins (Eds) The Survival of the Small Firm, Vol. 1, pp. 197-219. Aldershot: Gower
• Patel, S. (1991) Patterns of growth: Asian retailing in inner and outer areas of Birmingham, in: S. Vertovec (Ed.) Aspects of the South Asian Diaspora, pp. 132-168. Delhi : Oxford University Press.
• Ram, M. and Hillin, G. (1994) Achieving ‘break-out’: developing mainstream ethnic minority business, Small Business Enterprise and Development , 1, pp. 15-21.

Question Two:

After reading the article by Michael Porter on his Diamond of National Advantage (in addition to Dyer et al, (2020), Chapter 9, p.164, Figure 9.5), apply Porter’s Diamond to an organization and an international geographic market where the organization currently does business.

Briefly apply the four factors of the diamond to the organization and a specific market location (country or region). You may need to do research on the company and its operations in that international market. How important do you feel the “clustering” of related and supporting industries might be to the company you have selected?

Additional Resources

• Fang, K., Zhou, Y., Wang, S., Ye, R., Guo, S. (2018). Assessing national renewable energy competitiveness of the G20: A revised Porter’s diamond model. Renewable and Sustainable Energy Reviews, 93, 179–731.
• Robinson, V. (1989) Economic restructuring, the urban crisis and Britain’s black population, in: D. Herbert and D. M. Smith (Eds) Social Problems and the City, 2nd edn. Oxford : Oxford University Press.
• Sawyerr, A. (1983) Black-controlled businesses in Britain, New Community, 11, pp. 55-62.
• Tsai, P. H., Lin, C. T. (2018). How should national museums create competitive advantage following changes in the global economic environment? Sustainability, 10(10), Article 3749.
• Tsai, P. H., Lin, G. Y., Zheng, Y. L., Chen, Y. C., Chen, P. Z., Su, Z. C. (2020). Exploring the effect of Starbucks’ green marketing on consumers’ purchase decisions from consumers’ perspective. Journal of Retailing and Consumer Services, 56, Article 102162.
• Wang, S., Liu, Q., Dinçer, H., Yüksel, S. (2020). Analysis of innovation performance for retail banking industry with the hybrid fuzzy decision-making approach. SAGE Open, 10(2), https://doi.org/10.1177/2158244020927425.