Competitive Strategy Regional Product Acquisitions

Question: Discuss about Competitive Strategy for Regional Product Acquisitions. Answer: Strategy There are different definitions available to different companies for Strategy. In order to be the leader in the particular business, field companies use different innovative tactics and different ideas.The most crucial thing is to understand is that delivering the lower cost products or use of the regional acquisitions or the offering of the exceptional services cannot be considered as to be the strategies. it should be noted that descriptions and tactics are different from actual strategies (Andries and Debackere, 2013). There are many companies who consider the strategies to lower down the cost prices of the products or to bring out the desired innovation in the services and products offered by them, but actually, the strategies are the desired ideas to increase the profitability and the productivity of the concerned organization. The strategy word comes from the Greek word, STRATETOS which means art for the general. The most crucial are that the War of "SUNTZU reflects that winnin g is merely from the good things and the bad this comes from the loosing of the business within the market segments (Bucherer, Eisert, and Gassmann, 2012). The adaptation of the differentiation strategies helps in enhancing the reliability of the business process and moreover, it helps in providing complete satisfaction to the customer by various means. There are four most significant factors which need to be evaluated for the development of effective strategies these are the sensation, reliability, and satisfaction of the clients and the effectiveness of the concerned firm (Koulopoulos, 2009). The increase in the actual revenue of the firm with the help of suitable ideas can be regarded s the effective strategy but the development of the products and differentiation of the pricing strategies cannot be termed as strategies. The use and development of the effective strategies help in branding f the firm and this increases the desired revenue for the organization on a large scale. Tac tics, goals or the descriptions for a particular product cannot be considered to be the strategies as they are not merely for the bringing up of the preferred revenue for the company but they will help in improving the quality of the products and the services offered by the firm (Taran, Boer, and Lindgren, 2015). Some examples or the practical application of the strategies by many of the renowned organizations will help in understanding the concept in desired way. IKEA is one of the most popular organizations that are engaged in providing different contemporary styles of furniture to all its customers as per their needs. The company targets those showrooms where the number of orders needed to be fulfilled instead of the quality of the products and this increases the profitability of the firm to a great extent (Liu, 2009). Most import for the management team of the firm is to look at the desired needs of the customers as per the prices are concerned and therefore IKEA builds up the desired strategies to provide the best design at lowest prices regarding the furniture's (Jordan, 2012). The Adaptation of the Scandinavian design helps in generating the desired amount of the revenue for the firm. Pankaj Ghemawat: CAGE framework This particular cage framework reveals the desired means of trading among the two of the countries concerned. Moreover, it reflects the trading of the two countries concerned on the basis of same or the different types of the dimensions in order to increase the effectualness of the preferred business methods Driving the economy through innovation and entrepreneurship, 2013). The full form of the CAGE framework is C-Cultural, A-administrative, G-geographic and E-economic. There must not be any of the direct interaction between these two countries concerned and these particular dimensions need to be included within the interactions (Liu, 2009). There are some of the crucial points which need to be considered in order to maintain the perfect trade relations between the countries concerned, they are they should pose the same capita income, they must share some border, have similar dimensions and same languages (Dekker, 2013). The trade relations of the developed countries are quite good and they have been seen to have exchanged their views nearly 10 to 15 times. There need to be perfect economic relations in order to increase the opportunities for the business processes globally. It has been seen that there are some of the well-known companies who have different dimensions whereas there are some other countries like Mexico and Canada who retain the same dimensions (Bonavina, 2012). The use and the identifications of the dimensions play the most crucial role in evaluating the desired trade relations between the two countries. Therefore, the framework formed by Pankaj Ghemawat reflects the desired points which need to be considered while increasing the effectiveness of the trade relations of two of the countries concerned. Considering examples, Canada is supposed to be the major mutual partner for the purpose of training and it has the largest tenth economy all entire the world and with the help of the CAGE framework, it executes the trading opportunities with different countries. It helps in normalizing the desired risks and improves the overall trade relations with the different countries concerned. There is a major issue for china which is Intellectual rights and currently, China is working on this particular issue. For the improvement of the trade relations, China and India are following the CAGE framework and this has helped a lot in improving the desired trade relations (Zenger and Stinnett, 2010). The dimensions need to be understood properly as these are considered to very helpful and these evaluate the growth of the firm to a larger extent. China and India have the same dimensions such as borders, cultural, administration sequence, and the geographic locations. It has been seen that Wall-Mart is executing all its business methods throughout different countries like in Canada, U.K, Mexico and Puerto Rico. References Andries, P. and Debackere, K. (2013). Business Model Innovation: Propositions on the Appropriateness of Different Learning Approaches.Creativity and Innovation Management, 22(4), pp.337-358. Bonavina, L. (2012).Innovation in esophageal surgery. Milan: Springer. Bucherer, E., Eisert, U., and Gassmann, O. (2012). Towards Systematic Business Model Innovation: Lessons from Product Innovation Management.Creativity and Innovation Management, 21(2), pp.183-198. Dekker, E. (2013).World of Warcraft gold strategy guide. Birmingham: Packt Pub. Driving the economy through innovation and entrepreneurship. (2013). New Delhi: Springer. Jordan, J. (2012).Information, Technology, and Innovation. Hoboken: Wiley. Koulopoulos, T. (2009).The innovation zone. Mountain View, Calif.: Davies-Black Pub. Lee, G. (2010).Business process management of Japanese and Korean companies. New Jersey: World Scientific. Liu, L. (2009).Emerging nanotechnology power. New Jersey: World Scientific. Rud, O. (2009).Business intelligence success factors. Hoboken, NJ: Joh Wiley Sons. Taran, Y., Boer, H. and Lindgren, P. (2015). A Business Model Innovation Typology.Decision Sciences, 46(2), pp.301-331. Zenger, J., and Stinnett, K. (2010).The extraordinary c