Strategic Management of International Enterprises Essay

Strategic Management of International Enterprises - Essay Example(Savitsky & Burky, 2004). Globalization continues to grow in its apparent motion for a coherent global economy previously separated by culture, geography, or nationality. Global competition, intro strategies, strategic timing and positioning, the government rules and policies, the local culture, investments, and the target market are some of the issues that confront companies missing to expand overseas. Due to globalization, situation has altered to keep pace with the changes. Nevertheless, challenges remain and this report presents how Motorola faced the challenges ilk ethical and corporate social responsibility, cultural diversity, and merchandise strategies.Motorola is a global leader in wireless, self-propelling and broadband communications. Motorola possesses world class technologies in global procurement rules and channel which it applied globally. It has an excellent marketing strategy. Motorola has establis hed themselves as quality leaders and were early winners of the Malcolm Baldrige National Quality Award in the USA. Motorola is prise as the role model for corporate excellence. According to the Fortune Magazine, Motorola is the titan of TQM, the epitome of empowerment, tribune of training, icon of unveiling and prince of profits (Winston, 1996).Reconciling with the local government is an important factor for any MNC to enter a market. Motorola identify telecommunications as an important field which the government of any country is concerned about. Accordingly, they put the highest priority in reconciliation with the local government. It responded to Chinas reform and liberalization policies and formulated strategies to target Chinas domestic market. Before entering the market it determined certain investment fields and investment amounts with a clear vision from the beginning of the position it wanted to attain in China. Its clear-cut investment polity and insiderization efforts contributed to its success in China (Hara & Nakanishi, 2004). It