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Cultural Considerations

2-3 Pages (not including title & reference page) 3 References in APA format with in text citations. Company based in US and trying to expand to China. You, Mike, and Tiffany meet in a conference room to begin to assemble your final presentation.This presentation will be the project deliverable, so you want to make sure you have provided all of the requirements.Mike begins, “I think we’ve done some pretty good analysis on our strategy. We just have to put the pieces together before the final presentation.”“We do have some solid information, but we have to look at all the parts to see if we can remain competitive,” Tiffany adds.Complete the following:A balanced scorecard is used to align the business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. Based on your analysis of the company’s four perspectives in IP3, develop a complete balanced scorecard that helps put the pieces together for your final presentation. Once completed, answer the following questions.What are the considerations that you need to be aware of to remain competitive?Based on the research and analysis that you have done, can you compete in the market that you have chosen? Why or why not?What primary factors led you to this decision?What would you say to someone who would dispute your position?How do you plan on evaluating the global marketplace in the future?Additional reference materials attached to assist w/assignment.

Company Biography
In January of 2002, John Ferrer and his wife Deborah started their own corporation, a large custom
furniture manufacturer located in Boston, MA. Their initial accounts were in the Northeastern region of
the United States, and they annually observed a constant profit increase. By March of 2006, they were
able to grow the company enough to go from five distribution and manufacturing plants to 10 to allow
shipping to 48 states. Although they have two retail stores, one located in Phoenix and one in Boston,
their primary source of revenue is online catalog sales. They have 10 manufacturing plants and
distribution centers throughout the country.
John and Deborah’s corporation is known throughout the industry for its exceptional customer service
and superior quality. The contemporary designs lend themselves to a younger market, and the customer
base is predominantly upper-middle class because it is one of the highest priced furniture companies in
the market. Part of the appeal of John and Deborah’s brand is their consistent involvement with the
local communities to create green gardens. They have also been a major contributor to organizations
that build houses for people in need.
One of their primary strengths is their vertical integration. They have a team of in-house designers
saving the company design costs and allowing the flexibility to rapidly change designs as the market
changes. Their products have been featured on several prominent home design and gardening shows
and have been endorsed by several well-known designers.
Because of the recent housing market sales decline (8% from 2005–2006), home renovations have
slowed significantly. This has impacted the amount of furniture and fixture sales and continues to
impact revenue. Furniture sales in the United States have decreased significantly, and John and Deborah
have recently been discussing the possibility of global expansion.
Another potential threat to their company is that many higher-end brands have been marketing
aggressively and creating lines for popular retail stores. These allow the lower-income consumers to
have access to high-end brands at a much lower price point. So far, these lines have been incredibly
successful and have significantly increased profits for competitors. Many of these competitors have also
had great success in the global marketplace with these lower cost replicas.
John and Deborah know that it is time to seriously consider expanding their business. They want to be
able to make it through the economic crisis and rely on other ways to increase sales and business. They
are open to looking into the global market, but they want to be sure that it is the right move for the
business. They have requested an advisory board meeting next month in which you will present the
global marketing strategy. As the market strategist, you will play a key role in helping the board decide if
this is the right move for the company.
The Problem
You are sitting in Deborah Ferrer’s office. After the customary small talk, Deborah sits forward and
states, “I am very impressed with the work that you have done as the strategic marketing manager.
Since John and I started this company in Boston, we have seen continuous growth, but nothing like what
we have seen since you started. However, the housing market is really starting to impact our profits.
This last quarter’s numbers were not looking good.”
You reply, “The crisis has really hit us hard. We have some stiff competition, too, with the other brands
creating retail knock-offs.”
She counters, “We’ve had great success with your strategies in the domestic markets, but we do need to
think of a new approach and strategy. I have complete faith in your abilities to take this company exactly
where it needs to go. I must say that we are really counting on you, and I know that you will follow
“I will make sure that we do well. Do you have any new projects for me?” you ask.
Deborah smiles and says, “You know me well. I do have a new project for you. I sent you an e-mail just
before our meeting. I’m curious if expanding in a global market would be a good move for our company.
I would like you to look into this for me.”
“Our team is definitely up for the challenge,” you say with enthusiasm.
Deborah shakes hands with you warmly, and you make your way out of the meeting. As you drive out of
the parking garage, you think about your success with the company. You cannot wait to get started.
Development of Global Strategies
Colorado Technical University
November 19, 2019
Brittany Crowe
Resources should be a concern in a global strategy, as they determine how an
organization will perform in the international market. Some of the resources needed to build a
resilient and effective global strategy include raw materials such as Textiles, skilled labor,
adequate finances, and commitment and efforts from senior management. According to Lynch
(2014), building a global strategy is capital intensive, and an organization should have the
finances needed to set up their business in an international market. The organization should also
have the finances needed to run the business, and to market their products to potential customers.
The availability of finances will also impact how an organization approaches innovation and
quality management, both which will determine its success in the global market. For instance,
with adequate finances, an organization can hire highly versed employees, invest heavily in
research and development and closely monitor the quality of its products.
Raw materials are others resources that should be of concern in a global strategy. Since
raw materials are used in the production process, they have a direct impact on the cost of
production, and the quality of goods produced. For instance, if the raw materials are of poor
quality, there is a high chance that the organization will manufacture subpar products.
Commitment from senior management and, availability of skilled labor are other resources that
influence the success of a global strategy. If the senior management understands the benefits of
going global, they will work hard to ensure that the strategy succeeds (Lynch, 2014). Human
labor is another resource should also be an issue of concern in a global strategy since employees
are involved in the production process. Without the right raw materials and employees, an
organization cannot manufacture high-quality products. Overall, resources should be a concern
in a global strategy, as they will determine whether or not an organization will succeed in the
internal market.
Resources should be an issue of concern when expanding into China since they will
determine how the company will perform in this market. Before going global, the company
should first determine where raw materials and other resources are available (Lynch, 2014). The
Fabrics being used in the United States cannot be used in China due to the laws and regulations
that prevent the company from shipping the fabrics oversees. If the fabrics are not readily
available in China or nearby countries, it will be difficult for the company to set up a
manufacturing plant in China. The company will also require finances to set up and run
industries in China and to market its products to the Chinese market. If the finances are not
available, it will be difficult for the company to successfully expand into China. The availability
of skilled labor may also be an issue of concern in China. Since the company manufactures high
quality, custom made products, it might be difficult find adept employees from China.
The availability of adequate finances, skilled labor, and raw materials will determine
whether or not; the company will move into expand globally (Lynch, 2014). If there are no
reliable sources of high-quality Fabrics, the company cannot move to China, since it is
impossible to Ship fabric from the United States. The availability of adequate finances will also
impact the decision to move to China. If the company has no finances to establish and run its
business, it might be forced to remain in the United States or consider moving into cheaper
countries. Lastly, availability of skilled labor will also impact the decision to move into China. If
there are no skilled employees, the company might find it difficult to move into China. For
instance, without skilled employees, the company cannot manufacture high-quality products,
even if raw materials and finances are available.
The availability of resources will impact our competitive strategy in several ways. First,
if quality fabrics are readily available in China, the company can adopt a cost leadership strategy
by offering its products at lower prices to consumer. This approach is possible since number of
suppliers is large, hence their bargaining power will be low (Kurt, & Zehir, 2016). If the
company has adequate finances, it can ship train local talents rather than outsource employees
from the US, and other countries. This approach will lower the company’s operation cost,
allowing it to produce goods at low cost. The availability of well-versed employees will impact
the company’s ability to manufacture high-quality products. This would, in turn, allow the
company to adopt a differentiation strategy, which will give it a competitive edge over rivals.
Kurt, A., & Zehir, C. (2016). The relationship between cost leadership strategy, total quality
management applications and financial performance.
Lynch, R. (2014). Five key resources for building a global strategy. Retrieved from
Lynch, R. (2014). How do you build a global strategy? Retrieved from
Phase 2 Discussion Board – Revised
Brittany Crowe
Colorado Technical University
December 1, 2019
What are the best tools to use in this situation?
For every viable business to operate efficiently and competitively, a conclusive strategic
and in-depth analysis needs to be conducted on the industry and the available competitors in the
market. However, the tools for evaluating the strategic and operational aspects of the business
must be efficient and effective enough to provide comprehensively, viable results. The best tools
that will be used for the business will be the SWOT Analysis and Porter’s Five Forces. These
tools are quite thorough in their analysis, and ultimately satisfactory results will be obtained.
Through the usage of these tools, then analysis of the business’s industry and competitors will be
Provide a brief summary of at least 2 of these tools.
SWOT Analysis defines the strengths, weaknesses, opportunities and threats which are
eminent in a business. This method of analysis, therefore, assesses these four aspects that relate
to the business. The strengths of the business are the specific things that business does exemplary
well or in a unique way, thus distinguishing the business away from the competitors. On the
other end, weaknesses are the inherent factors or elements of the business that deter or inhibit its
performance. These are essentially the areas of the business that need improvements (Schooley,
Opportunities are the areas of the business which can create a generally improved
performance and net relative returns. Finally, in a SWOT Analysis, we have the threats; these are
any negative elements that have the ability of harmfully impacting a business. It’s therefore
imperative that the business anticipates for potential threats and thus initiating some action to
safeguard the business against them.
The Porter’s Five Forces model of analyzing a business within its strategic and
operational aspects identify while also examines the five competitive forces that ultimately shape
each industry. At the same time, it establishes the weaknesses and strengths of the industry.
Quite frequently, this model is used in identifying the relative structure of the industry to
determine the specific business strategy to be employed (Jurevicius, 2013).
The Porter’s Five Forces are often used in the determination of and assessment of the
competition intensity, their profitability, and the profitability of a market or industry. Porter’s
Five Forces of analyzing a business include; competition present in the industry, the potentiality
of some new entrants in the industry, the power of supplier, consumers and the threat of products
that are substitutes. The usage of the SWOT Analysis and Porter’s Five Forces will ensure that
essential information that relates to competitors and the industry is made available.
Why do you think these are the best ways to analyze the market?
I think the SWOT Analysis and the Porter’s Five Forces is an effective primary business
analysis collection tool. Ultimately, these two methods are quite thorough in analyzing the
internal position and performance of the company. These tools provide an elaborate review of
the new business. At the same time, it’s quite easy to use these tools, as no formal training or
experience is required. By virtue of these characteristics, these two analyzing tools are the best
fit combination in addressing the new and existing customers’ needs while also ensuring that the
business achieves its strategic growth plans.
How will you use these tools in your plan?
In my marketing plan, Porter’s Five Forces model will be used to analyze strategically
the focused target consumer countries, which will be Germany and China. However, the primary
focus country will be China. Through this, an in-depth analysis that pertains to the business of
customized furniture products will be conducted through the help of these two models. The
SWOT Analysis will explore the different operational aspects of the business. It’s through this
understanding of the allocation of resources that different decisions will be based. Moreover, the
Porter’s Five Forces model will be used in creating a better understanding and positioning of the
general furniture’s industry in China and the rest of the world.
Jurevicius O, (2013) Porter’s five forces.
Schooley S,(2019)SWOT Analysis : What it is and when to use it.
Strategic Plan Development Tools
Brittany Crowe
Phase 2 Individual Project – Revised
Colorado Technical University
December 2, 2019
Strategic Plan Development Tools
Using the SWOT analysis and Porter’s Five Forces presents an extensive opportunity for
understanding the Chinese market. As per Chermack and Kasshanna (2007), the use of a SWOT
study enables the organization to comprehend the external and internal environment to the extent
of developing a competitive advantage. The success experienced by the company so far has
presented the opportunity for a global expansion to the Asian region. Consequently, the tools
would be appropriately placed to facilitate the development of the organization’s strategy in its
global expansion based on the ability to determine potential strengths and sources of competitive
advantage. Like any other foreign investor in China, the company would need to not only appeal
to the local culture but also appeal to consumers based on an extensive understanding of the
different market forces. Just as much, using the Potter’s Five forces would generate an overview
of the market and relationship between consumers and producers, enough to aid in developing the
firm’s strategy.
Most importantly, evidence to support the decision to use the two frameworks is from their
ability to dissect the internal and external business environments in addition to the various factors
of production. For instance, the porter’s five forces framework is highly applicable in business
management courses due to the simplistic approach to its definition of issues that influence the
interaction between suppliers and consumers (Grundy, 2006). Understanding the power of
consumers based on the five forces would help the organization determine its pricing and cost
management strategies based on target sales. On the other hand, the SWOT analysis would present
a clear overview of the company’s internal market to the extent of defining potential investments
to facilitate achieving the target outcomes. Hence, the interaction between the different tools has
the potential to ensure the company’s development of an ideal strategy for the Chinese market.
Nonetheless, there are bound to be some disagreements and potential discontentment with
the use of either one of the two tools in developing the company’s strategy. In this respect, the
most successful refutation would include a highlight of the objectives of developing the said
strategy. Any organization’s strategy seeks to appeal to define the objectives and outline the
methods through which the management would achieve those (Brock & Barry, 2003). In this case,
either or both of the strategies could achieve these objectives since they appeal to the market
conditions and provide insight into how best the firm could develop products to appeal to
consumers. Hence, they provide the ideal opportunity for achieving organizational goals, possibly
better than any other alternative tool.
Based on SWOT analysis, the company’s strengths include a significant positive reputation
in the United States, which offers an ideal brand name in addition to a positive organizational
culture that has facilitated the company’s success to the present. However, the firm has to deal
with appealing to consumers considering that the company’s products are some of the highestpriced in the market. In addition to such challenges, the company has to deal with threats from
other furniture companies with significant marketing investments in local retail facilities. To this
extent, the competitor products’ availability and general appeal among consumers is an issue of
significant concern to the company, and one whose resolution could influence its success.
However, the recent expansion to China presents a significant opportunity based on the relatively
cheap cost of labor in China and significant purchasing power in the country, which could help
increase the firm’s sales volumes.
Porter’s Five Forces framework presents a favorable opportunity for the company. Firstly,
the high population in China infers the potential that suppliers could have significant power due to
limited suppliers. Secondly, the absence of many choices infers that consumer power is relatively
low. Further, the company’s attempt to provide western-themed products in the Asian market could
yield a limited threat of substitutes, particularly if the company establishes itself as the ideal
supplier of the different furniture. However, the risk of new entrants in the souk is significant due
to the high product imitability, resulting from low levels of expertise necessary for investment in
the furniture industry. Nonetheless, the analysis herein presents a clear overview of the market
conditions the company could experience investing in China.
Brock, D. M., & Barry, D. (2003). What if planning were really strategic? Exploring the strategyplanning relationship in multinationals. International Business Review, 12(5), 543-561.
Chermack, T…


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