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Marriott is the company. Strategy Tripod Pillar Two: Internal Resources, Capabilities, and Relationships (Strengths and Weaknesses): Evaluate the strategic importance of internal firm resources, capabilities, and relationships on global competitiveness (strengths and weaknesses).

Marriott is the company. Strategy Tripod Pillar Two: Internal Resources, Capabilities, and Relationships (Strengths and Weaknesses): Evaluate the strategic importance of internal firm resources, capabilities, and relationships on global competitiveness (strengths and weaknesses)..

Marriott is the company.
Strategy Tripod Pillar Two: Internal Resources, Capabilities, and Relationships (Strengths and Weaknesses): Evaluate the strategic importance of internal firm resources, capabilities, and relationships on global competitiveness (strengths and weaknesses). Consider the how an MNE’s internal competencies inform the success of its international market, resource, and relationship-related activities. A. Analyze the value, rarity, imitability, and organizational embeddedness (VRIO) of the firm’s resources, relationships, and capabilities (i.e., competencies) in performing the industry’s value-chain functions. B. How well do the firm’s competencies address the industry’s dynamics (e.g., key success factors, key drivers of change)? Do any of the existing competencies along the value chain reach the core or distinctive levels of competitiveness over the MNE’s global rivals? C. What competency (or competencies) should the MNE enhance to garner greater global competitiveness within the industry? How should the firm acquire, outsource, or internally develop them? IV. Strategy Tripod Pillar Three: Institutional and Cultural Conditions (Opportunities and Threats): Evaluate the strategic importance of institutions on global competitiveness (opportunities and threats). Consider how institutions and cultures inform the success of your MNE’s international market, resource, and relationship-related activities. A. How do trends in formal institutions, such as governance and legal systems or domestic, foreign, and global regulations and trade policy, inform the MNE’s global strategy policy and tactics? B. Contrast U.S. national culture with the cultural traits, mind-sets, and norms of a country where the MNE has significant business activities or interest. How do the differences inform management’s strategic policy and tactics in the various functional areas of business, such as operations, research and development, human resources, marketing and sales, and so on? C. Are conditions within the institutional environment reducing or increasing management’s uncertainty about the MNE’s competitiveness in global markets? Which is currently a greater concern for your MNE—informal or formal institutional factors? Justify your rationale. V. Business-Level Strategy: Entrepreneurial Strategic Policy, Decision Making, and Internationalization Tactics: Analyze the strategic importance of global competitiveness in regard to the five entrepreneurial and internationalization substrategies. Consider how the strategy tripod informs the MNE’s use of these substrategies to pursue its international market, resource, and relationship-related needs. A. How effectively is the MNE managing entrepreneurial opportunity? In your answer, consider which of the five entrepreneurial strategies that characterize a growth-minded firm have been taken. B. Discuss how institutional, resource, and industry-based factors have informed the MNE’s pursuit of entrepreneurship opportunities. How can the firm best leverage these conditions? C. How do the MNE’s strategic policies align with the location-specific advantages of its present global footprint? D. Evaluate the MNE’s choice of entry mode and tactic timing during its recent entry into foreign markets. How effectively did these initiatives impact the MNE’s liability of foreignness? What trade-offs in flexibility, risk, control, and profitability were involved in their entry mode decisions? E. Does the firm possess the resources, capabilities, or relationships to offset its liability of foreignness to compete in one of today’s emerging markets?

Marriott is the company. Strategy Tripod Pillar Two: Internal Resources, Capabilities, and Relationships (Strengths and Weaknesses): Evaluate the strategic importance of internal firm resources, capabilities, and relationships on global competitiveness (strengths and weaknesses).

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