EMBA 18 ROLL # 37 THAL NAY ZAR LINN

Yangon University of Economics

Department of Management Studies
MBA PROGRAME

EMBA Programme – 18th Batch

Roll No. 37. Thal Nay Zar Linn

MBA – 131 Strategic Management

By Dr. Nu Nu Lwin

Title : International Strategy: The three main approaches

Which one of the following best describes the strategic approach your company
is taking in trying to compete successfully on an international basis?

∙ Multidomestic or think-local, act-local approach.

∙ Global or think-global, act-global approach.
∙ Transnational or think-global, act-local approach.

Explain your answer and indicate two or three chief elements of your company’s
strategy for competing in two or more different geographic regions.

Date: 05 July 2020

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 EMBA 18 ROLL # 37 THAL NAY ZAR LINN

Contents
Yangon University of Economics ........................................................................................................................... 1
Department of Management Studies....................................................................................................................... 1
MBA PROGRAME ................................................................................................................................................ 1
EMBA Programme – 18th Batch ............................................................................................................................. 1
Roll No. 37. Thal Nay Zar Linn ............................................................................................................................. 1
Company Background ........................................................................................................................................ 3
Why Transactional Strategy ............................................................................................................................... 3
Game Change ..................................................................................................................................................... 3

Three Approaches for Competing Internationally

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 EMBA 18 ROLL # 37 THAL NAY ZAR LINN

Company Background

The company chosen for the study is Global TA that founded on 2012. Cloud Time Attendance
Management System that can be used in not only small and medium businesses but also
enterprises. This is a cloud application on which you can access and manage HR information
such as Employee Attendance, Working Hour, Overtime, Late, Leave, Absent via online by
using mobile devices and web browsers anytime anywhere.
As GlobalTA, a combination think-global, act-local approach or transnational is the best to
compete successfully on an international basis. GlobalTA is Cloud solution, Software as a
Service platform. There is a high need for local responsiveness as well as substantial benefits
from taking a globally integrated approach. By this approach, GlobalTA could employ the same
basic competitive strategy in all markets but still could customize it product function and
modules to fit local market requirements.
Why Transactional Strategy
The Transactional Strategy is far more conductive than other strategies to transferring
and leveraging subsidiary skills and capabilities. But like as other approaches, it also has
significant drawbacks, GlobalTA need to consider:
1) They are the most difficult of all international strategies to implement due to the added
complexity of varying the elements of the strategy to situational conditions.
2) They place large demands on the organization due to the need to pursue conflicting
objectives simultaneously.
3) Implementing the strategy is likely to be a costly and time-consuming enterprise, with an
uncertain outcome.
Game Change
GlobalTA put in place a new strategy to get the company out of the low growth tag. The new
game plan will see the company give a renewed push into international markets and increase
marketing spend significantly. It has also taken a conscious decision to put several sub-product
areas on the back-burner.
The software product company has enrolled over hundred partners over the last six months and
ramped up its teams to address international markets such as Middle East and Africa.
During these days, local software product firms generally have failed because they build a
product, but don’t market it well. GlobalTA were consciously pushing into global markets that
decision will see the investment in marketing eventually jump from the current 8% of sales to
25% of sales. To reach target, GlobalTA has to build a required brand properly.
Consequently, GlobalTA has put several sub-product features and areas on the back-burner. It
has instead decided to focus on growth areas that have larger addressable markets.

Ref: https://globalta.com.mm/en/features.php

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