In nineteen pages global market entry is discussed with a consideration of what is needed to stay there in an examination of the Aero 2100 palm size computer by Compaq with the inclusion of an executive summary and other relevant topics. Eighteen sources are cited in the bibliography with the inclusion of four graphic illustrations.
Name of Research Paper File: MM12_PGglcp.rtf
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on an existing company nor has the student indicated even to which industry this company is to belong. We will therefore use Compaq computer and most specifically, the introduction of
a specific technology into the global market. Another issue is found in the first question: How the company could impede entry into the market via cost-raising strategies. No company develops
strategies to raise their costs, they develop strategies to reduce costs. They might consider strategies to raise product prices, though, therefore, we will address the effects of raising prices. The
student also did not identify what country the company was considering entering. Some barriers are universal, some are nation-specific or industry-specific or even product-specific. Because the literature does not necessarily
address any of the issues in the instructions, some topics will be exemplified using other industries. We are working from the assumption that it is more important to demonstrate an
understanding of the specific topics than it is to provide examples of a specific industry.] Executive Summary This essay discusses and analyses factors that are inherent in global
expansion. Specifically, the focus is Compaqs expansion of their palm-size computer, the Aero 2100 into a global market. Entering the global market is no longer a discretionary decision, any
medium to large-size company who wants to retain market share and profit must enter the global market. However, there are numerous barriers, both endogenous and exogenous barriers. The issue of
product price is discussed in terms of being a barrier in addition to other challenges that can impede a companys successful expansion. Barriers and challenges are discussed. Strategic groups, both
intergroups and intragroups, must be considered as a primary component in the competitive landscape. Intragroups are those within the same industry that are competing for the same market. The writer