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Competing in a global context - Coggle Diagram
Competing in a global context
Sustainability
Infraestructure
Innovation
Adaption
Market
Transformation
Global marketplace
Micro environment
skills
Competition
size and growth rate
Direct/indirect export
Licensing
Franchising
Resources
competitive advantage
Macro environment
Ethical
STEEPLE
Trade system
Economic
Political
Technological
SWOT analysis
Branding
Identity
Appeal to consumers
Awareness
Equity
Multi national
global expnsion
Possibility of future investment
Competitive forces
Saturation domestically
Finance
Financial reporting
IFRS standards
Increased regulation
country by country
Internal financials
Clear and concise
Tax laws
Government
Profit shifting
Regulations
Competitions to attract
tax havens
Transfer pricing
genuine market price
60-70% trade within firms
Not illegal
arms lenght principle
Foreign Exchange
Instability when trading between countries
Supply & demand
can affect profits
strong/weak currency
imports
exports
can affect consumer confidence
Globalisation
Drivers
Technological
Market
Geographical segregation
Challenge
shrinking world
Interdependece
Opportunity
Operations
supply chain
success
balance
isolate high costs
demand visibility
problems
cost
technology
strategic alignment
management
vertical integration
advantages
control
supply guarantee
disadvantages
supply for better or worse
Reduced market forces
variety downstream
outsourcing
advantages
defined costs
knowledge in field
focus on internal
disadvantages
reduced control
dependency
information shared
offshoring
logistics
cost benefits
facilities
nearshoring
offshoring did not work
return home
local knowledge
Innovation
crossvergence
influencing context
global but also local
adopting to innovation
convergence
standardisation
global thinking
convering around global practices
global culture
divergence
Adaption
Meeting local needs
Internal values
Local context
glocalisation
Awareness of global culture
global trade
governence
competition amongst business
five forces model
substitutes
fulful needs differently
new entrants
ease of access
buyers
one/many
industry competitors
market share
suppliers
power
competition amongst countries
competitive advantage
diamond model
structure of rivals
factor conditions
demand conditions
related industries
comparative advantage
relative
specialised
absolute