Cdbm CaseEssay Preview: Cdbm CaseReport this essayINTERNATIONAL BUSINESS + ENTRY STRATEGIES(Show understanding of theme and knowledge by providing first with definitions)* What is international business?* What is a market entry strategy?Show your knowledge and research work that you have done for your chosen company by providing a world map of all the countries they have entered into.BUSINESS ENTRY STRATEGIESTypes of business entry methods(Show marker your knowledge by giving all the names of the types of business entry methods in a diagram, preferably)* Exporting * Turnkey projects* Licensing* Franchising * Join ventures and mergers *wholly owned subsidiaries* What market entry methods did your chosen company select?* Are the selected market entry methods suitable for this particular market (Vietnam)? If so, what are the advantages? If not, what are the disadvantages?
* If the market entry methods are found to be unsuitable, what are your recommendations? What are their advantages?KEY FACTORS TO CONSIDER IN MARKET ENTRY METHODS* Product * Timing* Speed * Cost* Flexibility * Risk * Payback period * Long term aimsMARKET SELECTION ANALYSIS* Product fit * Market factors * Competition* Entry factors * Resources * political and legalWAYS OF INCREASING COMPETITIVE ADVANTAGECore competence and competitive advantage analysis* Technical know-how * management know howMULTINATIONAL EXPANSION STRATEGIES* Multi domestic strategy * global strategy* International strategy * Transnational strategy* What multinational expansion strategies did your chosen company select?* Are the selected strategies suitable for this particular market (Vietnam)? If so, what are the advantages? If not, what are the disadvantages?
Key Facts
* The following table is not a complete summary. We will discuss strategies that are specific to this specific market
Key Facts
In particular, when a candidate has successfully implemented a strategy, it is expected that the strategy will be copied to other vendors. Therefore, the same strategy will work with a different vendor
Cooperation
Where a party has demonstrated success, it is an acceptable strategy to establish a high level of co-operation with other parties, such as by the introduction of an agreement for common purposes on the principles of fair trade, competition, and competition between the parties or by the participation of the parties in common interests and public services. A key principle of common interest involves a shared view of the world, by which all parties, as stakeholders in the whole, agree to protect an open market that is free of corruption and of monopoly interests, but with equal protection and protection from unfair competition at all times
Conflict management tools
While strategic negotiation techniques are common among international organizations, which one you recommend?
Flexibility
Where possible, participants in such negotiation are required to take full responsibility where possible for their actions as well as their consequences
Conflict management is a fundamental element of strategic negotiation for an international organization. The key difference between two international organizations is that one takes responsibility for its actions when the other is responsible for their actions themselves. Conflict management tools are not always recommended because of their high cost and they may conflict with those of the other organization.
Cost of implementation
There may be risks associated with the implementation of strategic negotiation methods over time. When a strategy is successfully adopted it has to be fully implemented before a significant cost has been paid to the other. For instance, a successful negotiation can be a long-lasting project with many participants engaged in it. An organizational structure which is structurally strong with many stakeholders can be a major drag on implementation.
Convenience
Participation costs are highly variable depending on the scope of the project. For example, the cost of a strategic negotiation is often much less than the contribution of both the participants. The participants and their contributions, in turn, depend on the effectiveness of both sides, and to this end the project is divided into a larger pool of participants. Once the cost is known, the participants have less need to attend during the course of the negotiations. The final costs of any engagement are based on the amount spent by each side.
Participation cost can vary between countries, depending on their economy, country, regulatory framework, laws, regulations, national policies as well as various other factors such