MD International

Manufacturers who sell medical devices to foreign markets with MD International gain value through the access to an established market niche and through operations on the foreign markets that carry a lower risk. The robust presence of MD International in foreign markets enhances manufacturers' performance. Furthermore, the manufacturers are entitled to a wide range of services. By trading on their own, manufacturers would incur huge publicity and start-up costs. The interest of MD International in Latin America stems from a diverse market portfolio. Broadening its reach beyond the North American market comes with the advantage of lower competition and the enhancement of the international market profile. The regional approach helps in the consolidation of the existing advantages. A major drawback is that the approach exposes them to the regional business disadvantages and denies them the merits of diversification.

Answer 3

For MD International to export to the regions of Asia and Europe, the management would have to engage in aggressive marketing initiatives and strategic partnerships that would increase its profile and familiarity to such regions. Besides, it would be necessary for MD International to explore ways of expanding its capital base to meet the demands of such expansion. I would advise Al Merritt to explore ways of reaching the other markets outside Latin America to benefit from the advantages of a broader market niche.

Answer 4

Government assistance to MD International has helped to shore up its capacity and to prevail against the adverse market forces that often worsened by the governmental restrictions. It is important for the government to use taxpayers’ money to help such companies because they create employment and open up the international market for local manufacturers.

Chapter 15

Answer 1

It is not surprising that the second largest clothing retailer is only trading with a few countries. Highly reputed companies have the tradition of choosing their markets with strategic focus on the market potential and returns on investment. Their objective is to optimize on the sales in the most lucrative business environments. They also focus on the conduciveness of the business environment.

Answer 2

Despite the fact that H&M does not own any of the factories that design its clothes, it ensures that its customers get the expected quality in the clothing by requiring its customers to stick to the standards and qualities that are prescribed by the designers. The factories can only work within the specifications of the designers. Besides, the suppliers are required to work according to the terms set by the company.

Answer 3

H&M ensures sustainability across its promotional campaigns by stipulating the standards and practices by which its employers should operate. The company instills its policies in its agents so that they understand the thresholds and benchmarks of sustainability, which should guide their operations. The terms of engagement with its partners also spell out the specifics of sustainability for the company.

Answer 4

If I worked for H&M now, I would suggest that the company engages in innovative marketing techniques and looks for new markets as ways of growing. I would not propose that the company establishes its own factories. However, I would assess the capacity of the existing factories in order to establish if more factories can be contracted. Opening more physical stores and online stores targeting different countries would be part of the strategy.

Chapter 16

Answer 1

Domino should assess the viability of its traditional ‘home delivery’ model to find out its level of efficiency and profitability. The company should acknowledge the threat posed by its rivals’ adoption of more innovative approaches and shore up its strategy. It would be advisable to combine the traditional model with a new model in order to gain a competitive advantage over rivals.

Answer 2

Domino’s organizational perspective is one that recognizes the need for diversification, which entails the customization of services to suit the specific needs of the customers. The company conducts research on customer tastes and preferences in order to meet the precise expectations.

Answer 3

Domino marketing mix in Japan, India, and the United States differs in terms of the flavors and ingredients that are used in the pizza. The flavors and sizes that are available in the United States are consistent with the diversity in the tastes within the country. In India and Japan, the pizza flavors are usually in accordance with the predominant cultural culinary taste, which means that there is no aspect of diversity in tastes like in the United States.

Answer 4

One lesson that can be learned from the Domino's Case Study is that selling consumer goods in the foreign market requires an aspect of diversity and customization in line with the dominant preferences. Understanding the culturally conditioned tasted of such countries is a crucial factor that determines the efficiency of the strategy to be adopted.