School CaseManaging an international business differs from managing a domestic business for a numerous amount of reasons. An international business is a business whose activities are carried out across national borders. This is different from a domestic business because a domestic business is a business whose activities are carried out within the borders of the location. For example, a domestic business in the United States would only do business within the 50 states as opposed to an international business expanding its business nationwide. Managing an international business is different from a domestic business because a manager in an international business has to deal with businesses and governments in foreign countries and is subject to treaties, tariffs, currency rates of exchange, politics, cultural differences, taxes, fees, and penalties of each country it is doing business in. In an international business managers need to adjust to a countries culture and dress properly to their customs in order to not disrespect them and lose business. On the other hand, in a domestic company a manager’s job will be much easier because he or she will be familiar with the countries culture along with dealing with just one currency and knowing the laws that apply to businesses in that country. Also, a manager in a domestic company will be familiar with the customs, politics, and economy of the country because he or she will know how well the labor force is and all the aspects of resources with allocating them. These differences mean that the companies and the individual managers have significantly different jobs whether they are doing business internationally or domestically. International managers would have a more complex job having to adjust to international differences as opposed to domestic companies and managers that have the advantage of already knowing the criteria.
5. Strategic positioning is when an organization or company tries to achieve dominance or success in the market. According to Michael Porter, the major pressures facing multinational companies are the existing competitive rivalry between suppliers, threat of new market entries, bargaining power of buyers, power of suppliers, and the threat of substitute products. These pressures influence strategic positioning because if a company cant be more effective or efficient than its rivals, the only way to succeed economically is to gain a cost advantage or price premium by competing in a different way. These pressures keep companies on their toes hoping to stay one step ahead of the competition. Without a strategic direction, speed and flexibility lead nowhere. Unique competitive
6. While companies can focus on a small part of an organization, they have to focus on that large part.
Many high performing business-focused companies do not compete or have large budgets to justify their actions. As an example, Apple and Microsoft are very successful because the competition is enormous and the technology is strong. However, they still lack the organizational drive and organizational ability needed to make a successful business business and the market it exists in. The best way to promote and make a competitive success of these large global companies is to focus on local competition and the best places people can go to find a job.
7. Although an organization has the need to achieve success, if an organization does not find one that can compete with it, it cannot become a competitive success. It must build a structure that is competitive and adapt with that challenge of new and unique technologies. If the competition in the market is not as great as it could be, the leadership team will have to adjust. But this is no longer a matter of individual failure, success does not require a leadership structure. An organization must adapt and build a structure that is competitive. This can be a high quality team like IBM or the Chinese government. If IBM, the world’s largest electronics retailer, could compete with Apple in an international market and had just the talent to go through a hiring process as a leader, then the company could compete. But Apple also needed to build a structure to compete in the Asia-Pacific region. This allowed IBM to succeed in North America and China as well as internationally. The companies involved in Apple and those involved in China must adapt and build a structure that is competitive. This can be a high quality team like IBM or the Chinese government. If IBM, the world’s largest electronics retailer, could compete with Apple in an international market and had just the talent to go through a hiring process as a leader, then the company could compete. But Apple also needed to build a structure to compete in the Asia-Pacific region. This allowed IBM to succeed in North America and China as well as internationally. The companies involved in Apple and those involved in China must adapt and build a structure that is competitive. This can be an high quality team like IBM or the Chinese government. If IBM, the world’s largest electronics retailer, could compete with Apple in an international market and had just the talent to go through a hiring process as a leader, then the company could compete. But Apple also needed to build a structure to compete in the Asian-Pacific region. This allowed IBM to succeed in North America and China as well as internationally.
8. An organization faces many challenges, such as the challenges of changing leadership, the nature of leadership, and technological innovation that occur in the market. An organization can or cannot succeed. Although leadership may be the central goal, sometimes the organization’s leadership may fail. In its leadership, an organization makes decisions and can also create and maintain rules in order to achieve its objectives. One of these rules is to always maintain a clear and rigid hierarchy of authority. During the organization’s evolution, leaders must be able to evaluate their work well, explain and explain