Identify and discuss internationalisation drivers relevant to the company’s decision to enter the M&A deal you chose to analyse for this assessment or in general.

Global and international business strategies

Summative Assessment:

An individual report. An analysis of an organisation involved in an international strategic development.

Choose ONE international business organisation (from the below list) that has undertaken an international strategy.

Choose one of the following cases for your assignment – acquirers are in bold underline font:

CRH and LH assets. Case: CHR plc:

Optimising value through corporate strategy, Johnson et al. (2020) p. 707.

Elekta and Neuromag. Case: Managing M&A:

Elekta’s acquisition of Neuromag, Johnson et al. (2020) p. 702.

Wanda and AMC OR Wanda and Legendary Entertainment deal. Case:

China goes to Hollywood – Wanda’s move into the US movie industry, Johnson et al. (2020) Ed 12 p.299.

The aim of the assignment is to carry out an assessment of an international strategy that the company has recently undertaken. You should use recognised techniques to analyse and present the organisation’s strategy.

The following aspects should be addressed:

PART 1 (related to the current strategic positon of the organisation – SWOT matrix)

Note: You need to understand the business environment for the appropriate industry and geographical location so make sure that your analysis and conclusions are relevant.

The first task is to discuss strategic position of the organisation (in the right context):

External analysis (20%):

Clearly state the company (case study) and define the industry. This task is about identification of current Opportunities and Threats in that business environment:
Carry out PESTEL analysis (20%) to discuss the business environment (current) -> Identify Opportunities and Threats for that business environment.

Note that you should carry out current PESTEL analysis. Identify in total 5 issues (make sure that each is concluded as an Opportunity or a Threat for the environment and provide evidence – use data to support your arguments).

Internal analysis of the acquirer (20%):

This task is about identification of current Strengths and Weaknesses of the organisation (acquirer excluding the target company).

Identify and discuss 4 to 5 distinctive resources (human, physical and financial) that are especially relevant for the company’s international strategy.

Identify and discuss a number of distinctive capabilities :

Construct a Value Chain and place a number of activities (approx. 4 to 5) as appropriate. Choose the most important activity for the company’s international strategy and discuss it in detail demonstrating why it is a distinctive competence.

All distinctive competences should be listed as company’s Strengths (Ss). In total around 10 internal issues (resources and capabilities/competences) should be identified and discussed for the organisation (e.g. 4 Ss and 1 W from resources and 5 Ss from Value chain – capabilities = 10 internal issues in total).

SWOT matrix: list Os, Ts (from Q1) and Ss and Ws (from this question, Q2) in a SWOT matrix.

PART 2 (related to the strategy):

Apply Ansoff matrix to discuss the direction of the strategy the company undertook while implementing the deal (10%).

Identify and discuss drivers of internationalisation (Yip) (20%):

Identify and discuss internationalisation drivers relevant to the company’s decision to enter the M&A deal you chose to analyse for this assessment or in general.

Discuss rationale and motivation behind the deal (20%):

The method (of entry) is likely to be M&A so to address this question you should discuss Strategic, Financial and Managerial motives for the deal

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