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2/14/23, 12:02 PM LinkedIn Bridging the Global Employment Gap Case Solution
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LinkedIn Bridging The Global

Employment Gap Case Solution
Posted by Adam Hudson on Dec-20-2017
1. INTRODUCTION OF LinkedIn Bridging the

Global Employment Gap CASE SOLUTION
The Harvard business review has published the LinkedIn Bridging the Global Employment Gap
Case Study. Like all HBR case studies, the LinkedIn Bridging the Global Employment Gap Case
is designed and drafted in a manner to allow the reader to experience a real-world problem and
solve it accordingly. The case study, like other HBR case studies, will help the reader and
students develop a broader, and a clearer understanding of the business world and dynamics.
The LinkedIn Bridging the Global Employment Gap Case is based on a current managerial and
strategic problem being faced by the organization, which must be solved tactfully to allow
progression, as well as maintain a competitive position. This paper is written to facilitate the case
solution for the LinkedIn Bridging the Global Employment Gap Case Study.
The case solution for the LinkedIn Bridging the Global Employment Gap Case Study first
identifies the central issue that is elaborated on throughout the case. The case solution then
analyses the case through relevant strategic models and tools including the SWOT Analysis,
Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG
Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis. This analysis is to help in
the identification of a feasible strategy and solution for the LinkedIn Bridging the Global
Employment Gap Case Study. Alternative solutions are also proposed in the case solution,
primarily because alternative solutions often act as contingency plans.
2. PROBLEM IDENTIFICATION
2.1. Harvard business school case studies
All case studies published by the Harvard business review comprise of a central problem that is
faced by the protagonist. This problem mostly holds implications for managerial and strategic
directions of the company. For readers and students of HBR case studies, it is critical to identify
https://www.essay48.com/case/23552-LinkedIn-Bridging-the-Global-Employment-Gap-Case-Solution 1/63
the problem that the LinkedIn Bridging the Global Employment Gap faces. This problem is
usually hinted towards in the introduction of the case and develops along the way. LOGIN
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2.2. Solving HBS case studies

As a result, for solving the LinkedIn Bridging the Global Employment Gap case, it is essential to
read the case study thoroughly. The identification of the problem correctly is vital for undergoing
the analysis rightly, and for developing relevant solutions for the LinkedIn Bridging the Global
Employment Gap Case Study. It is also essential to identify all the appropriate parties that are
being impacted by the problem as well as the decision. The correct problem identification will
ensure that all the solutions developed during the case analysis of the LinkedIn Bridging the
Global Employment Gap Case Study are applicable and pragmatic.
EXTERNAL ENVIRONMENT ANALYSIS

The external environment analysis is needed for the LinkedIn Bridging the Global Employment
Gap Case Study to make sure that it actively, and proactively responds to the macro-
environment. The macro environment or the external environment for the LinkedIn Bridging the
Global Employment Gap Case includes those factors which are not in control of the business or
the company directly. As a result:
The LinkedIn Bridging the Global Employment Gap cannot influence these factors in its
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favour, and in contrast, these factors directly affect the operations and workings
company.
As a result, LinkedIn Bridging the Global Employment Gap must make sure to continually
assess and review the external environment to make sure that it responds to external
factors, and take them into account, during strategic decisions, and strategy devising.
Businesses like LinkedIn Bridging the Global Employment Gap make use of strategic
model tools continually to make sure that they are aware of the external environment.
These include tools like the pestle analysis and Porter’s five force model, as well as
strategic group analysis and pentagonal analysis, to name a few.
The external analysis for the LinkedIn Bridging the Global Employment Gap Case Study
will assess and will apply the strategic models and tools to review the business
environment for the company.PESTEL Analysis
3.1.1. Political
Political factors and elements can have a direct and indirect impact on the business. This is seen
through the LinkedIn Bridging the Global Employment Gap Case Study.
3.1.1.1. Policy Makings

Policymakers for the LinkedIn Bridging the Global Employment Gap Case are in all
likelihood to intervene in the business surroundings.
Commercial restrictions and political stability are additionally integral factors that will
determine the success or failure of LinkedIn Bridging the Global Employment Gap.
3.1.1.2. Taxation
Tax policy will influence the cost of doing business for LinkedIn Bridging the Global
Employment Gap.
An increase in organization taxation (on business profits) has a similar impact as an
expansion in expenses.
Organizations can pass a portion of this increase on to shoppers in more expensive rates,
yet it will likewise influence the bottom line of the business.
3.1.1.3. Government Support

The government helps organizations in two primary ways: monetary help and regulatory.
LinkedIn Bridging the Global Employment Gap can use government assistance and grants
for purposes of growing the business, advancement, exporting, and innovative work.
LinkedIn Bridging the Global Employment Gap can also be impacted by when
Governments modify regulations and laws.
3.1.1.4. Political Stability

Lack of political stability in a country impacts business tasks. Political stabilityLOGIN
is particularly
essential for the organizations which work globally, such as LinkedIn Bridging the Global
Employment Gap.
A forceful takeover could oust a legislature. The takeover could prompt mobs, plundering
and general issue in nature. These disturb business tasks for LinkedIn Bridging the Global
Employment Gap.
Purchasing political risk insurance is a way for LinkedIn Bridging the Global Employment
Gap to oversee political hazard. Organizations that have worldwide activities utilise such as
insurance to lessen their risk presentation.
The soundness of a political framework can influence the attractiveness of a specific
nearby market for LinkedIn Bridging the Global Employment Gap.
3.1.2. Economic
The economic factors are one of the most important of PESTEL factors and can influence
LinkedIn Bridging the Global Employment Gap in several ways.
3.1.2.1. GDP
Economic components have the most evident effect on the profitability and overall appeal
of LinkedIn Bridging the Global Employment Gap.
Even though GDP per capita is a useful economic factor, GDP per capita gives just a
fractional perspective on the economic factors that may influence LinkedIn Bridging the
Global Employment Gap.
Higher GDP leads to higher disposable income and hence higher sales for LinkedIn
Bridging the Global Employment Gap. LOGIN
3.1.2.2. Inflation
Higher inflation will disintegrate the purchasing power of the consumer and the shopper
Higher inflation will also harm the costs of raw materials and other inputs that are utilised
by LinkedIn Bridging the Global Employment Gap.
3.1.2.3. Interest Rates

Fluctuations in interest rates may translate into higher or lower costs for the purchase or
sale of items and administrations provided by LinkedIn Bridging the Global Employment
Gap.
Higher interest rates hurt the disposable cash of consumers.
3.1.2.4. Unemployment Rate

A high unemployment rate is also unadvisable as it dissolves dispensable income of
consumers, and will harm LinkedIn Bridging the Global Employment Gap ’s position.
The high unemployment rate will lead to lower sales for LinkedIn Bridging the Global
Employment Gap and impact its overall profitability and revenues.
3.1.2.5. How can the LinkedIn Bridging the Global Employment Gap
decrease the risk of economic instability?
LinkedIn Bridging the Global Employment Gap can work towards building economies of
scale
Maintaining business costs and controlling the final price of the product can also help
LinkedIn Bridging the Global Employment Gap fight economic instability
LinkedIn Bridging the Global Employment Gap can also work towards building a
sustainably managed workforce
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3.1.3. Social
Social influences will stem from social components of the macro environment. Under the
PESTEL Analysis, they can influence LinkedIn Bridging the Global Employment Gap in several
ways:
3.1.3.1. Social patterns and consumer behaviour

Social patterns affect work trends and patterns and are directly related to theLOGIN
behaviours of
consumers.
Social patterns also have a direct influence on buyer tastes and inclinations, and the
specific kind, structure, and volume of interest for an item or service.
3.1.3.2. Social patterns and changing consumer needs

The checking of social patterns will enable LinkedIn Bridging the Global Employment Gap
to reposition its items or administrations to meet the changing desires and needs of
consumers.
3.1.3.3. Social trends in education

Social trends of higher education have allowed firms like LinkedIn Bridging the Global
Employment Gap to have access to a pool of higher skilled talent – but at the same time,
also face a more criticising consumer base.
Higher education has also made consumers more aware of different product offerings by
companies like LinkedIn Bridging the Global Employment Gap.
consumers are also more educated and knowledgeable of different substitutes of a
product, as well as become more readily available at different touchpoints.
3.1.3.4. Social patterns make companies more consumer-centric

Companies like LinkedIn Bridging the Global Employment Gap are expected to become
more consumer-centric than product-centric.
Similarly, Market segmentation and consumer grouping are dynamically moving towards
measures of psychographics and lifestyles to understand the consumer more.
3.1.3.5. How can LinkedIn Bridging the Global Employment Gap use social
aspects for growth?
Use consumer-centric means of segmentation and targeting.
Use consumer-oriented and consumer-based marketing – which use emotional appeals to
influence consumers.
Make products more accessible at different touch points common to target consumers
socially.
3.1.4. Technological
The technological factors can influence LinkedIn Bridging the Global Employment Gap in several
ways:
3.1.4.1. Innovation
The quick pace of technological change at LinkedIn Bridging the Global Employment Gap
may be driven through innovation. LOGIN
Business leadership at LinkedIn Bridging the Global Employment Gap tries to push the
limits of present limitations.
3.1.4.2. The advent of the internet and online retailing

The expansion of the Internet and online business has discarded many intermediaries.
LinkedIn Bridging the Global Employment Gap can communicate and retail directly to the
consumers now, or through modern intermediaries such as eBay as well, for example.
LinkedIn Bridging the Global Employment Gap may also use current social networks to
retail and use e-commerce to boost sales.
3.1.4.3. Social media and business growth

LinkedIn Bridging the Global Employment Gap can make use of social media to interact
and reach with consumers
Social media can also be used to reach the target market audience more effectively
Social media is cost-effective and strategically more influential for LinkedIn Bridging the
Global Employment Gap
3.1.4.4. Improved value chain network

For LinkedIn Bridging the Global Employment Gap, technological innovation can be utilised
to build on competitive advantage through several different ways.
LinkedIn Bridging the Global Employment Gap can incorporate less expensive production,
improved access to clients, improved marketing, improvement in product quality, and
increased levels of business intelligence than the competition.
3.1.4.5. Managing technology and the future for LinkedIn Bridging the
Global Employment Gap
To flourish in a business world that is quick paced and receptive to innovative change,
LinkedIn Bridging the Global Employment Gap must stay cautious.
It must be always be updated on any technological developments in the business and
industry.
LinkedIn Bridging the Global Employment Gap should weary of how the company are
probably going to influence its future attractiveness and profitability.
3.1.5. Environmental
For LinkedIn Bridging the Global Employment Gap, the environmental aspects of the PESTEL
analysis may include:
3.1.5.1. Environmental stability and business standards

LinkedIn Bridging the Global Employment Gap may be expected to incorporate

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maintainability standards into their business methodologies and to help resource allocation
choices.
LinkedIn Bridging the Global Employment Gap may also be subject to environmental laws
– which will impact and guide its operations to become more environmentally friendly.
3.1.5.2. Environmental stability and budget allocation

Leadership in the LinkedIn Bridging the Global Employment Gap must measure the
connection between natural activities and budgetary execution.
LinkedIn Bridging the Global Employment Gap also strategically decides and assesses if
the organization have been estimating the monetary effect of natural and social activities.
3.1.5.3. Environmental sustainability

LinkedIn Bridging the Global Employment Gap also distinguishes and differentiates explicit
zones of concern and impediments to the coordination of environmental sustainability into
corporate performance and strategy
LinkedIn Bridging the Global Employment Gap also gives explicit direction concerning how
organizations can push toward a superior reconciliation of ecological and social activities in
their basic leadership procedures and tasks.
3.1.5.4. Environmental sustainability and business growth

LinkedIn Bridging the Global Employment Gap may use environmental issues to adjust
financial, natural and social performance.
Concerns towards the environment will enhance the business image for LinkedIn Bridging
the Global Employment Gap.
Environmental sustainability within business goals and strategy will also reflect corporate
responsibility on the part of LinkedIn Bridging the Global Employment Gap.
3.1.5.5. Environmental sustainability and improved consumer relations

Consumers will be more inclined towards the use of environmentally sustainable products.
Environmental sustainability in operations works towards improving the bottom line and
overall profitability for the business of LinkedIn Bridging the Global Employment Gap.
Improvement of cost management and operations will be observed in the business as well.
3.1.6. Legal
Legal components can influence LinkedIn Bridging the Global Employment Gap directly, and can
likewise influence the instruments through which an organization buys its stock or connects with
the client. The LinkedIn Bridging the Global Employment Gap should be mindful, for example, of
the following legal aspects:
3.1.6.1. Labour law

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Labour law refers to the guidelines in regulations that set up minimum and benchmark
conditions.
These include identifying with the work of people.
Labour laws include aspects of minimum working age, least time-based compensation, etc.
LinkedIn Bridging the Global Employment Gap must be mindful of these laws in routine
business tasks such as hiring, for example.
3.1.6.2. Discrimination law

Under the discrimination law, LinkedIn Bridging the Global Employment Gap must ensure
to avoid episodes of unequal or uncalled for treatment based on an individual's age,
inability, sex, national source, race, religion, and sexual orientation.
LinkedIn Bridging the Global Employment Gap should train its human resource
management team in ensuring that there is no:
Unequal hiring
Discrimination in recruitment
Internal discrimination in talent management
Bias in training opportunities
Unfair compensation systems
Prejudiced promotions and succession management
3.1.6.3. Health and safety laws:

Under this, LinkedIn Bridging the Global Employment Gap is required to give a protected
work environment to their workers.
Working environment security and wellbeing laws build up guidelines intended to dispense
with individual wounds and injuries from happening in the work environment.
all operations of LinkedIn Bridging the Global Employment Gap should be designed to
physically and emotionally safeguard and protect the employees and the labour force
employed
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3.2. Porter’s five forces

The five forces identified in Porter's model can effect LinkedIn Bridging the Global
Employment Gap ’s ability to serve its clients and make a profit.
A change in any of the five forces may regularly require a business unit from LinkedIn
Bridging the Global Employment Gap to reassess the market place given the general
change in industry data and dynamics. The general industry appeal and attractiveness.
LinkedIn Bridging the Global Employment Gap should apply and centre their skills, plan of
action or business models to accomplish profits above the business average. This may be
done in multiple ways, each distinguished in their application to the forces individually as is
elaborated below:
3.2.1. The threat of new entrants

3.2.1.1. Market and industry share
New entrants to an industry bring new potential and a choice to increase the market share
and overall share of the pie that puts pressure on price, costs, and the investment price
essential to compete.
For LinkedIn Bridging the Global Employment Gap, particularly while new entrants are
diversifying from different markets into the chief industry, they will be able to leverage
existing talents and cash flows to shake up the opposition.
3.2.1.2. Limitation on earning expectation and capability of firms in an

industry
The threat of entry in the industry, consequently, puts a cap at the earning capacity and
profit capability for LinkedIn Bridging the Global Employment Gap.
While the threat of new entreaty is high, LinkedIn Bridging the Global Employment Gap
should maintain their prices or increase funding and investment to discourage new
competition.
3.2.1.3. The risk to new entrants because of high entry barriers

The risk of entry in an industry depends upon on the peak of entry barriers and limitations
that are a blessing for players such as LinkedIn Bridging the Global Employment Gap and
on the response that new entrants can count on from existing players.
If entry barriers are low and novices count on little retaliation from the entrenched
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competition, the chance of entry is high, and profitability for LinkedIn Bridging the Global
Employment Gap will be moderated.
It is the danger of entry, not whether the entry of new players takes place that holds down
profitability.
3.2.1.4. Some barriers to entry for new entrants in favour of LinkedIn

Bridging the Global Employment Gap :
Capital requirements: a strong barrier to entry as new entrants will require strong financial
and resource cushioning for operations to take off and be sustained.
Economies of scale: a strong barrier to entry as existing players in the industry operate with
high economies of scale, which new entrants will take time to achieve.
Product differentiation: the strong barrier of entry if products within the industry have high
levels of differentiation on which they operate and approach customers.
Access to distribution: a standard barrier to entry since new entrants will have equal access
to the retailers and distributing agents within the industry.
Customer loyalty to established brands: a strong barrier to entry since customer loyalties
and perceptions are emotionally built and strongly enforced as long as the brand continues
to deliver on its core promise and quality.
3.2.1.5. What can LinkedIn Bridging the Global Employment Gap do to face
this challenge?
Build and invest in marketing to distinctly establish a point of differentiation in customer
perception as well as strengthen customer loyalty.
Invest in research and development to make sure that it continues to have competitive
differentiation from other players at all times.
Focus on building economies of scale in production and sales.
3.2.2. The threat of substitute products or services

3.2.2.1. Substitute form
There are always different alternatives or substitutes for various products that lead an
industry.
These substitutes may be direct or indirect– the direct substitutes are the same category
products. produced by different players; indirect substitutes are the ones from different
product categories that can replace the product for LinkedIn Bridging the Global
Employment Gap.
3.2.2.2. Switching cost to substitutes for consumers

Switching costs for direct substitutes is not very high for consumers.
The per-unit-volume prices may be higher or lower.

This makes the threat of substitute high. LOGIN
3.2.2.3. Substitute and product benefit

Alternatives to the product or substitutes may not be able to provide the same benefits
May often lead to additional costs incurred.
Switching costs towards alternatives becomes higher, and consumers may not switch to
substitutes.
This, in turn, will make the threat of substitutes low.
3.2.2.4. Substitutes and consumer behaviour

From the point of view of the consumer, there are some differences between the ways
different products of the same or similar category are used, but many consumption
decisions are a matter of personal taste - this makes products vulnerable to the threat of
other substitutes.
Overall, the threat of substitutes is assessed to be moderately high.
3.2.2.5. How can LinkedIn Bridging the Global Employment Gap combat the
threat from substitute products?
Focus on delivering consistently high quality.
Focus on maintaining strong consumer relationships.
Integrate strategic marketing to form an emotional connection with the consumers and
strengthen consumer loyalty.
Invest in pop up stores owned by the company to stock the LinkedIn Bridging the Global
Employment Gap brand exclusively, and integrate it with brand characteristics and
personality to attract consumers.
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3.2.3. Bargaining Power of Buyers
3.2.3.1. Who is the buyer?
The buyer for LinkedIn Bridging the Global Employment Gap is not necessarily the group
that consumes the product – but rather refers to the group of customers that purchases the
product from LinkedIn Bridging the Global Employment Gap to either distribute further,
retail it, or even consume it.
Hypermarkets and supermarkets, as well as independent retailers and distribution agents
to end consumers, are the core buyers for LinkedIn Bridging the Global Employment Gap
that make up the market’s volume.
Supermarkets and hypermarkets, along with many food chains that are concentrated,
which increases the buyer power.
Products are stocked with buyers and retailers by LinkedIn Bridging the Global
Employment Gap based on consumer demand.
3.2.3.2. Buyer power and costs

LinkedIn Bridging the Global Employment Gap will not experience switching costs for
switching buyers.
Multiple product offerings by buyers also increase buyer power.
3.2.3.3. Retail product differentiation

Products offered by retailers are differentiated based on several characteristics – not only
reliant upon product characteristics but also consumer segment characteristics. Because of
this, retailers are expected to offer a wide range of the same product category. This works
towards negating and weakening the overall buyer power.
Buyer power is assessed to be moderate to high.
3.2.3.4. What can LinkedIn Bridging the Global Employment Gap do to

ensure risks against high buyer power?
LinkedIn Bridging the Global Employment Gap can focus on differentiating its product and
increasing its demand with the end consumers through different marketing tactics, this will
increase the demand of the product with different buyers, and will work towards moderating
buyer power.
LinkedIn Bridging the Global Employment Gap should employ economies of scale to
manage costs of production. If it offers products at moderate prices to buyers, it will again
be able to attract a large number of buyers for its product, and in this way, will be able to
break off the high bargaining power.
3.2.4. Bargaining Power of Suppliers

3.2.4.1. Who is the supplier?

Supplier power refers to the power that is held by the suppliers in terms ofLOGIN
pricing of the
raw materials and inputs used for the business.
3.2.4.2. Sources of production for LinkedIn Bridging the Global Employment

Gap
The main sources for production are the following:
Supplies from vendors – sourcing from independent suppliers.
Own manufactured equipment and resources: this model is practised by companies that
are well integrated backwards and forwards.
3.2.4.3. Independent suppliers

For LinkedIn Bridging the Global Employment Gap, there are numerous independent
suppliers within the industry, and all comprise of a few pretty small operations that lead to
weakened overall supplier power.
Independent sellers and suppliers, however, can locate different opportunities and invest in
alternative markets – which can be a challenge for LinkedIn Bridging the Global
Employment Gap.
3.2.4.4. Supply quality and business dynamics

Suppliers can integrate forward into the decision making and business dynamics
themselves as well.
Also, to the buyers, the quality of the supplies and the raw materials is of utmost
importance.
However, in an industry with a high number of suppliers, LinkedIn Bridging the Global
Employment Gap can switch to different suppliers at any time without experiencing any
costs of the business.
Overall bargaining power of suppliers is assessed to be moderate.
3.2.4.5. How can LinkedIn Bridging the Global Employment Gap deal with
the challenge?
Get contracts with multiple suppliers and get resources and raw materials from them
accordingly.
Invest in manufacturer controlled production facility to maintain consistency in quality.
3.2.5. Competitive Rivalry among Existing Firms.

3.2.5.1. Nature of fragmentation
The market is highly fragmented, which makes it more competitive.
The market is never too concentrated, and as a result, it has players of varying size of
operation – from very small to big players.
3.2.5.2. Brand management

Producers have begun to make use of brand management techniques andLOGIN
contemporary
merchandising by launching bold brands, label designs and marketing campaigns to
become more identifiable to the public.
3.2.5.3. Diversification
Purchasers and buyers have a wide range of products to choose from, with relatively low
switching costs. These factors tend to intensify rivalry.
Though players in the industry may off niche or premium products, they also continue to
operate in the mass markets at large, which again leads to high competition.
3.2.5.4. High business costs

The high fixed cost and the high bargaining power of the buyers, which can lead to the
lowering of the prices from manufacturers add to the highly competitive nature of the
industry.
The overall rivalry is assessed to be high.
3.2.5.5. How can LinkedIn Bridging the Global Employment Gap combat
rivalry and competitive forces of the industry?
Focus on research and development to identify market niche as well as to be able to add
differentiating factors t its products. This will increase its shield against influence from
competitive forces and their actions.
Build a strong and loyal consumer base by focusing on quality and marketing strategies.
Focus on capturing new markets – in the same region as well as new regions to avoid
saturation of resources in one market only.
3.3. Pentagonal analysis LOGIN

3.3.1. The threat of new entrants
3.3.1.1. Restriction into industry
The ease of entry into the industry is restricted.
There are high barriers to entry.
These are government policies, consumer loyalty, brand differentiation etc.
3.3.1.2. Switching costs for consumers

The high number of direct and indirect alternatives available also make LinkedIn Bridging
the Global Employment Gap vulnerable to the high threat of substitutes.
Low to negligible switching costs experienced on the part of the consumers and buyers.
3.3.1.3. Profitability
New entrants are attracted to the industry because of high profitability.
If there are high barriers to industry, the industry will continue to maintain high profitability
Low barriers to entry will result in a lower average of industry profits.
Lower entry barriers will also lead to higher operational costs because it will increase the
intensity of competition within the industry.
3.3.2. The threat of substitute products/services

3.3.2.1. Increased competition
High threat of substitutes.
This is because of higher competition.
The higher competition leads to imitation of products and systems.
This imitation makes substitute products similar to each other – as much as possible.
3.3.2.2. The offering of similar benefits

Consumers readily adopt alternative and substitute products.
They offer similar benefits.
They have similar functional benefits and features.
3.3.2.3. Low costs of switching

Consumers often experience a low cost of switching between substitute products.
Low switching costs are also developed because competition often produces at lower
operational costs.
Low switching cost results in lower overall product prices for the consumer.
Industry players, therefore, also start competing on aspects of price.
3.3.3. Bargaining power of buyers

3.3.3.1. Market fragmentation

LOGINis highly
The industry in which LinkedIn Bridging the Global Employment Gap operates
fragmented.
It has numerous local and international players.
It is not very likely for players in the industry to integrate forward into on-trade or retail
businesses.
This results in the players experiencing high bargaining power of the buyers from the
market.
3.3.3.2. The concentration of retailing agents

It also results in a high concentration of individual retailing agents.
Retailing is also done through hypermarkets and supermarkets.
3.3.4. Bargaining power of suppliers

3.3.4.1. Backward integration by producers
Backward integration from producers is more commonly observed and seen,
Many players in the industry have their own production facilities for raw materials as well.
The industry has seen a large number of players needing to outsource resources and raw
materials.
3.3.4.2. Outsourcing raw materials

This outsourcing is done by third-party manufacturers.
A large number of suppliers present lowers the bargaining power of suppliers.
Players in the industry have low switching costs between suppliers.
Suppliers usually are contracted by producers.
Producers may change suppliers frequently.
3.3.5. Industry rivalry

3.3.5.1. Intensity of competition
There are strong competition and rivalry in the industry.
There is a high number of players.
All players provide similar products.
Switching costs for consumers is low, which increases competition.
3.3.5.2. Differentiation
Platers try to differentiate products on different aspects.
Functional aspects and appeals for all products across the industry remain the same.
Competitors and players use emotional appeals, and modern brand management
techniques for differentiation.
Industry players try to gain consumer loyalty by developing strong emotional bonds and
ties. LOGIN
Figure 1 Pentagonal analysis for LinkedIn Bridging the Global Employment Gap
3.4. Placement of the business along the

industry life cycle
3.4.1. Identifying where LinkedIn Bridging the Global
Employment Gap is on the Industry Life Cycle Curve
Identification of the place and placement on the industry lifecycle is important as it will help
LinkedIn Bridging the Global Employment Gap make important decisions and strategies for the
future.
3.4.1.1. Strategic decision making

Expansionary plans and investment decisions.
Decide on various marketing strategies and tactics for targeting different consumer
segments to establish and establish the product.
Selection of new geographic regions for expansion and exploration of new consumer
bases.
3.4.1.2. Budget allocation

Resources and alternative routes for future growth and establishment.
Exploration of different diversification options.
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Figure 2 PLC Placement along the Industry Lifecycle curve
3.4.2. Introductory stage

3.4.2.1. Firm strength
The industry is in the infancy stage.
Firms are generally small, entrepreneurial and compact during this stage.
LinkedIn Bridging the Global Employment Gap will be focused on research and
development during this phase.
3.4.2.2. Financial Position

Looking for investment and funds for growth.
3.4.2.3. Nature of product

Products offered during this stage re doubtful as success and life of the product is
unproven and not known.
LinkedIn Bridging the Global Employment Gap will use a focused strategy during this
phase to emphasise the uniqueness of the product.
The product or the brand will have a small market of consumers – known largely as early
adopters
Marketing strategies adopted by the company will focus on generating awareness of the
product and therefore, will largely use a functional appeal.
3.4.3. Growth stage

3.4.3.1. Financial position
LinkedIn Bridging the Global Employment Gap will require high capital during this stage.
LinkedIn Bridging the Global Employment Gap will need investment and funds for
launching strategic marketing campaigns.
Funds will also be required for fuelling physical growth of the company in the form of
investment in equipment and property to facilitate growth. LOGIN
3.4.3.2. Growth factors

Companies may increasingly encourage economies of scale because of standardisation
experienced during this stage.
Consumer feedback from the introductory phase will be incorporated, and research and
development will be conducted to make appropriate changes in the product design and
offering.
Success in this stage for LinkedIn Bridging the Global Employment Gap will lead to growing
demand, which in turn will fuel sales demand.
3.4.3.3. Nature of Product

Products in this stage have high growth and high market share.
There is also increasing competition and rivalry in the market – new entrants will enter and
compete looking at the success of products during this stage.
3.4.4. Maturity stage

3.4.4.1. Sales and growth
LinkedIn Bridging the Global Employment Gap will experience slowing growth during this
stage of the industry life cycle.
Sales will be expanding, and earning will be growing – however, the rate will be slower than
the growth stage.
Competition from late entrants will be present, and obvious during this stage – who will all
try to fight for LinkedIn Bridging the Global Employment Gap ’s share of the market.
3.4.4.2. Strategic Marketing

The marketing strategies must now focus on building loyalty.
Marketing tactics must be strong and should focus on the uniqueness of the product.
Increasingly emotional appeals may be used.
3.4.4.3. Firm size

Firm size is generally larger and is more dominant over players if successful- compared to
growth stage.
Innovations continue but are stable and not radical.
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3.4.5. Decline stage

3.4.5.1. Industry changes
New technological changes and upgrades may make an industry obsolete.
Players within an industry may also fall back and lose on market share if they do not keep
up with innovations, and investment in research and development.
3.4.5.2. Sales and Competition

Sales during this phase are decreasing at a high rate.
Competing players also exit the industry because of the changes and low demand.
3.4.5.3. Surviving in the decline cycle

LinkedIn Bridging the Global Employment Gap may also experience mergers and
acquisitions during this phase.
Diversifications are also most common during this phase as a means of survival.
3.5. Strategic Group Analysis

3.5.1. LinkedIn Bridging the Global Employment Gap and
strategic group formation
The strategic group analysis will look at an industry’s players' situations in focused
conditions and scenarios.
It will assess different players competing with LinkedIn Bridging the Global Employment
Gap through the basic strategic factors that will decide an organization's profitability, similar
to how the profitability will also be impacted and influenced by the competitive nature of the
industry. LOGIN
The strategic group analysis will describe the procedures of every single noteworthy
competitor of LinkedIn Bridging the Global Employment Gap along different strategic
dimensions.
These dimensions of comparison differentiate players into strategic groupings and must be
selected as the basis of comparison by taking into account industry structure, productivity
factors, and the venture issues being tended to.
3.5.2. Different aspects of strategic grouping

Key strategic groupings of players within an industry can be made based on numerous different
aspects, such as:
Specialization
Brand identification
Push versus pull strategies
Channel determination
Product quality
Technological position
Vertical joining
cost position
Service
Price strategy
Financial or working influence
Parent organization relationship
Government relationship
Despite the various aspects available for comparison of competing players, it is often important
to differentiate strategic groupings of players of aspects of how they compete with each other,
and on aspects of where they compete as well
3.5.3. Procedure for strategic group analysis for LinkedIn

Bridging the Global Employment Gap
1. Collect results of the player’s analysis.
2. Determine aspects of comparison for strategic groupings.
Distinguish the players and pick the most important aspects that separate the players
into strategic groups comparing to the issues being tended to.
Dimensions may include price strategy and product quality.
3. Group the players: position LinkedIn Bridging the Global Employment Gap and rivals along
with the matrix. LOGIN
4. Evaluate group mobility and direction. Assess the key purpose of individual organizations
competing with LinkedIn Bridging the Global Employment Gap, similar to assessing
industry patterns and barriers to entry/exit to be able to decide potential developments
inside and between groupings.
3.5.4. How will strategic group planning help LinkedIn Bridging

the Global Employment Gap
For LinkedIn Bridging the Global Employment Gap, strategic group analysis is important because
it will:
3.5.4.1. Strategic industry dynamics

Help in reviewing the strategic dynamics and shifts in the industry.
Identify the closest competition and competing players for the business; help in assessing
the strategic direction of these competing players; and lastly, aid in developing strategies to
stay ahead of the competition.
3.5.4.2. Assessment of market position

The strategic group analysis is also important for LinkedIn Bridging the Global Employment
Gap because it will assist in analysing the current market position of players, as well as
help in assessing future strategic moves and directions of the competition in the market.
Assists in evaluating and identifying different underlying factors that will influence the
company’s profitability.
Makes use of standard comparison aspects between different players in an industry to
group them as per strategic directions as well as strategic dimensions.
3.5.4.3. Identification of barriers to entry in an industry

Different strategic dimensions along the matrix of strategic groupings are often
characterized by barriers to entry and exit along the strategic groups’ dimensions, as well
as by mobility barriers.
These barriers make it difficult for companies to move along, and in between different
strategic dimensions – often forcing it to stay in place with the same competition.
3.6. Scenario planning

Scenario planning for LinkedIn Bridging the Global Employment Gap ’s strategic direction will
take form through speculation and contingency form – methods used by the military for strategic
planning and direction.
3.6.1. LinkedIn Bridging the Global Employment Gap ’s

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Utilization of Scenario planning
For LinkedIn Bridging the Global Employment Gap, scenario planning comprises of making
suppositions of what's to come, of what will be and how the business condition will adapt,
fluctuate, change, and respond to the future conditions, and changes in the futuristic strategic
planning.
3.6.1.1.1. Identify the driving forces of the business:

Changes in the macro environment
Changes in technology
Changes in the economic trade system
Changes in production methods
Changes in consumer demands and tastes
changes in technology and economy
3.6.1.1.2. Identify basic vulnerabilities:

After LinkedIn Bridging the Global Employment Gap has identified the possible
uncertainties of the macro environment, LinkedIn Bridging the Global Employment Gap
should decide on any two only. These can be:
Changes in technological advancements and developments. These changes can be
in the form that the industry has progressed to install more modern and contemporary
technological developments.
Changes in consumer demands and needs.
These two uncertainties of the future are those that will have the largest impact and
influence on the business.
3.6.1.1.3. Develop a scope of conceivable situations:

LinkedIn Bridging the Global Employment Gap will now be able to place these two
uncertainties along a matrix.
Depending on the intensity and direction of the uncertainties and vulnerabilities, the
business will be able to chalk out four possible scenarios as probable plans of action for the
future. For LinkedIn Bridging the Global Employment Gap, these can be:
Install new technology, or update current technology to be on par with new
technology.
Do market research.
Engage in innovative marketing to influence consumers.
Change vertical and backward integrated systems to ensure in-house or out-house
production of technology to stay ahead of the competition.
3.6.1.1.4. Discuss the suggestions:

Each scenario should be discussed in detail. LOGIN
Possible strategic direction and responses for each scenario should be developed.
Realignment of business goals and direction, as well as a mission during each scenario,
should also be done to ensure future resilience.
4. ANALYSIS OF RESOURCES AND

COMPETENCES
This inner analysis and assessment of LinkedIn Bridging the Global Employment Gap
decide the centre skills based on the resource based view (RBV) of the premium company.
Utilizing its core capabilities and capacities, LinkedIn Bridging the Global Employment Gap
can maintain a competitive distinction, and leadership over other local as well as
international players in the industry.
In the VRIN analysis and assessment, LinkedIn Bridging the Global Employment Gap
makes use of its core capacities to strengthen its worth and the to continue to deliver the
promise of consistent quality and taste to consumers – as well as guarantee futuristic and
long term gains in the industry.
The following section presents a brief analysis of the VRIN strategic tool as it is applied to
LinkedIn Bridging the Global Employment Gap and its impact on the strategic direction.
4.1. VRIN analysis

4.1.1. Valuable
4.1.1.1. International distribution network
The company has an international distribution system with agents and contracts in countries
across the world. This helps the company in making sure that its products are widely available
and easily accessible to all consumers.
4.1.1.2. Experience in expansion to other countries

The experience of expansion to other countries directly as well as indirectly has allowed the
company to gain exposure and experience in international business, culture and trades.
4.1.1.3. Marketing skills

The company has a unique blend of marketing skills, which allows it to reach consumers directly
through various channels, in a creative way. This is a valuable resource for the company as it
allows the company to ward off potential competition.
4.1.1.4. Market research

The company invests in market research regularly, which allows it to stay updated with market
trends, consumer needs, demands, as well as the changes that take place in different markets
and consumer groups. This is also valuable as it then allows LinkedIn Bridging the Global
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Employment Gap to make changes in product and service offering accordingly.
4.1.2. Rare
4.1.2.1. Use of progressive technology
The company makes use of progressive technology and invests in new technology to help it
make the business more effective and efficient. This is important for maintaining competitive
differentiation. The technology used by the company also allows lower chances of human error
and increases precision.
4.1.2.2. Use of progressive harvesting methods

The company makes use of modern as well as new and innovative means of cropping and
harvesting as well. The means of production are important for a business to maintain cost
efficiency. This allows lower levels of spoilt raw materials and enhances the quality as well as the
feel of the final product. Also, it allows the company to maintain the product quality in-house, and
maintain consistency in the raw material.
4.1.2.3. Efficient use of economies of scale in production

The company’s effective and efficient use of resources has allowed it to maintain economies of
scale. The company uses economies of scale as a rare resource available to maintain costs,
enhance production, and increase sales – all the while maintaining a high focus on premium
quality and consistency of taste.
4.1.2.4. The uniqueness of product portfolio

The company has a unique and diversified portfolio. This has allowed it to penetrate different
consumer groups. And maintain income from different streams. Into urn, that gives a strong
financial cushioning to the business.
4.1.3. Inimitable LOGIN

4.1.3.1. Human resource management
The company has taken part in exemplified human resource management in all its function –
from recruitment to training of talent management. This has allowed the company to develop an
inimitable resource that is aligned with the organizational goals, and mission, and which is
synonymous to the organization itself.
4.1.3.2. R&d - new product development

The company’s continued investment in r&d allows it to generate ideas for new products, as well
as test these new products in limited market settings. This allows the company to assess the
viability of new ideas, as well as generate feedback for improvement where needed. This is an
inimitable resource for the company because it has become part of the company’s system and
culture.
4.1.3.3. Innovation
The innovation at LinkedIn Bridging the Global Employment Gap is an inimitable resource that
allows the company to stay ahead of the competition as well as maintain high leadership in the
industry by having the first mover advantage in its product portfolio continuously.
4.1.3.4. Organizational culture

The organizational culture at LinkedIn Bridging the Global Employment Gap is supportive and
innovative. Employees share information freely. The organizational hierarchy is flatter, which
makes leadership and follower relation smooth and easy. This organizational culture and its
aspects cannot be imitated by competition.
4.1.3.5. Cost control

The company has employed progressive means of controlling costs and maintaining economies
of scale. In this way, prices of the products are maintained and controlled, and very few cost
increases are passed to the consumers. This allows the product to be easily affordable by the
company’s target audience.
4.1.4. Non-substitutable
4.1.4.1. Brand recognition
The brand value and brand recognition enjoyed by LinkedIn Bridging the Global Employment
Gap is a non-substitutable resource. The high brand recognition across different consumer
group’s in different countries allows the brand to enjoy high consumer ship, high sales, and a
unique bond with the consumers. This cannot be imitated at all by the competition as the brand
recognition and resonance has been built over the years through hard work and quality
deliverance.
4.1.4.2. Brand equity

The LinkedIn Bridging the Global Employment Gap enjoys high brand equity. This has been
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developed through the different stages presented by Keller in his model for brand equity. The
high brand equity also reflects a high emotional appeal that LinkedIn Bridging the Global
Employment Gap has for the consumers.
4.1.4.3. Emotional affiliation with consumers

This means that the brand fulfils not only functional but also emotional and psychological needs
of the consumers. Again, this is an inimitable resource which the company has developed
because of its honest and trusted relationship with the clients over some time.
4.2. VRIO ANALYSIS

4.2.1. Strong global presence
4.2.1.1. Valuable
Having a strong worldwide presence is significantly valuable for an organization attempting to
expand its size, deals, and piece of the overall industry. It is a competitive and sustainable
method to acquire incomes from new and existing buyers.
4.2.1.2. Rare
LinkedIn Bridging the Global Employment Gap is one of the greatest company all inclusive. Even
though there are other worldwide and international chains of competing companies, LinkedIn
Bridging the Global Employment Gap has made a distinct name for its quality and offers.
4.2.1.3. Non-substitutable
For the time being, no competition of LinkedIn Bridging the Global Employment Gap could match
such an enormous international presence in terms of quality and consistency. It would require
critical investment and assets to achieve this.
4.2.1.4. Organized to exploit

LinkedIn Bridging the Global Employment Gap is effectively exploiting this capacity.
4.2.2. Claim to premium products

4.2.2.1. Valuable
LinkedIn Bridging the Global Employment Gap offers numerous exceptional and fulfilling
products that different contenders don't offer all the time. LinkedIn Bridging the Global
Employment Gap additionally incorporates information and detailed ingredients for its products to
interest an assortment of clients.
4.2.2.2. Rare
Other competition also offers different products that are offered by LinkedIn Bridging the Global
Employment Gap, which means that it is not a rare resource for the company. This is because
other players also have access to similar products and portfolios.
4.2.2.3. Inimitable
Considering other businesses and players are now using this capacity as a meansLOGIN
of expansion
and penetration, it can, therefore, be imitated.
4.2.2.4. Organized out to exploit

By offering an assortment of choices and ceaselessly changing the portfolio through active
innovation and new product development, LinkedIn Bridging the Global Employment Gap is
exploiting this resource. With plenty of alternatives, the vast majority can discover something
they like, and individuals who like to attempt new products and services every now and again
can undoubtedly do as such with LinkedIn Bridging the Global Employment Gap.
4.2.3. Upscale brand name

4.2.3.1. Valuable
The LinkedIn Bridging the Global Employment Gap brand name enables clients to enjoy and feel
a bond of association with the brand. This allows consumers to feel emotionally attached with the
brand, and experience it as an extension of themselves as well. As such, this becomes a
valuable asset for the company.
4.2.3.2. Rare
LinkedIn Bridging the Global Employment Gap is a contemporary brand name that has a
premium touch to it and is upscale, modern and lively. Most other companies and competing
brands don't have the quality and packaging to urge clients to engage in a way they do with
LinkedIn Bridging the Global Employment Gap .
4.2.3.3. Non-substitutable
It would be generally simple for other companies to revamp their packaging and duplicate the
plan of action of LinkedIn Bridging the Global Employment Gap. In this way, the upscale and
comfortable promise of the offering by LinkedIn Bridging the Global Employment Gap could be
imitated.
4.2.3.4. Organized out to exploit

LinkedIn Bridging the Global Employment Gap is effectively using this resource and enhancing
the brand and the brand promise that numerous clients altogether appreciate. The organization
is exploiting the stylish way of life that is right now present in numerous urban communities
where the brand’s products are widely appreciated and consumed.
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4.3. Porter’s value chain

4.3.1. LinkedIn Bridging the Global Employment Gap: drawing value from
VRIN/VRIO
The core competencies and strengths of LinkedIn Bridging the Global Employment Gap are
organizational sources and capacities that enable the business to flourish regardless of
substantial challenge and strategic difficulties in local and international markets.
As the VRIO/VRIN analysis have shown and highlighted, the important core abilities
depend on intellectual properties and related propriety data or related technological
structures.
Different resources and abilities appeared in the VRIN/VRIO analysis and review that are
non-core, and non-central skills but that help the business and its value chain.
LinkedIn Bridging the Global Employment Gap ’s core abilities are strong yet restricted.
In the resource based view, this constraint presents key difficulties, as the organization
wards off competing players from local and international markets.
The core capabilities in the VRIN/VRIO analysis assume critical jobs in LinkedIn Bridging
the Global Employment Gap ’s value chain. Considering the resource based view and
Michael E. Doorman's value chain conceptualization, LinkedIn Bridging the Global
Employment Gap ’s value chain gives reasonable and tasteful products to target buyers.
The accompanying outline shows the value chain for LinkedIn Bridging the Global
Employment Gap and its situation in the bigger value arrangement of the industry:
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Figure 3 Value chain for LinkedIn Bridging the Global Employment Gap
4.3.2. Value framework

LinkedIn Bridging the Global Employment Gap ’s value chain is a segment of the business' value
framework. The value framework is made out of different other value chains of the speciality units
of all associations included, for example, the organization's producers and the remainder of the
inventory network. In the value chain representation, LinkedIn Bridging the Global Employment
Gap works directly, as well as through contracted third parties.
4.3.3. Example from value framework for LinkedIn Bridging the Global
Employment Gap
The organization has an internal transportation system of vehicles for making deliveries to
other companies that are in business with stocking and serving LinkedIn Bridging the
Global Employment Gap products – in the local markets.
In this value chain and value framework, LinkedIn Bridging the Global Employment Gap ’s
competitive advantage and abilities are distinguished through the VRIO/VRIN assessment
are huge in how the organization's procedures offer some incentive and advantage to the
consumers.
4.3.4. Value chain activities

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Brief details of LinkedIn Bridging the Global Employment Gap ’s value chain are discussed
next section:
4.3.4.1. Primary activities

4.3.4.1.1. Inbound logistics
The inbound logistics for LinkedIn Bridging the Global Employment Gap refers to producers in
different designated and appointed locations by the company. Also, it also refers to selecting the
finest quality raw materials from in-house production as well as from third-party contractors.
These are transported to the storage sites after which the raw materials are used for producing
different products by the company.
4.3.4.1.2. Operations
LinkedIn Bridging the Global Employment Gap operates internationally directly or indirectly. The
company has owned offshore shops, as well as stocks its products with other shops across
different countries.
4.3.4.1.3. Outbound logistics

The company has contracted agents in offshore countries and sites to manage product selling.
However, a majority of the products are sold directly to licensed sellers and shops locally as well
as internationally.
4.3.4.1.4. Marketing and sales

LinkedIn Bridging the Global Employment Gap produces and invests in high quality and premium
products. It also invests in a high level of customer servicing and marketing. All its marketing
activities, however, are based on strong market research and market data.
4.3.4.1.5. Service
LinkedIn Bridging the Global Employment Gap invests in customer service to develop customer
loyalty and build strong relations with its clients. The company invests in gaining and
incorporating customer feedback and in solving customer queries effectively.
4.3.4.2. Support activities

4.3.4.2.1. Infrastructure
This includes different departments like management, finance, legal, etc. which are required to
keep the company’s business running.
4.3.4.2.2. Human resource management

The company’s committed and trained workforce is considered to be a valuable and an inimitable
resource that has played a vital role in the success and growth of LinkedIn Bridging the Global
Employment Gap the employees of the company are motivated, professional, trained, and work
alongside the company’s mission and goals.
4.3.4.2.3. Technology development

LinkedIn Bridging the Global Employment Gap has been commended and celebrated for the use
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of effective technology not only production but also to make the overall system of production and
sale, as well as in house production more effective and efficient. Also, the company also uses
technology to communicate and connect with its consumers effectively.
4.3.4.2.4. Procurement
This involves purchasing the raw material for the final product. The company has appointed
agents that work for the company in different countries and regions to purchase consistently high
quality raw material so that the company can produce the finest product qualities for delivering to
the consumers.
4.3.4.2.5. Bottom line

The concept of the value chain for LinkedIn Bridging the Global Employment Gap helps in
understanding how value is added in each process and stage of the value chain. It also helps to
understand and separate useful activities from those that are not useful as such. This improves
the overall bottom-line of the company and increases the profit margins for the company as well.
4.3.4.3. Virtual chain

4.3.4.3.1. Customer-centrism
Renewed and enhanced way of engaging with consumers.
Installation of sophisticated consumer data management systems.
Made use of artificial intelligence to enhance the value chain.
4.3.4.3.2. Improved technological use

Installed progressive technology for primary and support activities.
The overall purpose is to provide a better experience to consumers.

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Allows the company to predict future market conditions, and prepare
contingencies accordingly.
Allows understanding of consumer behaviour and market movements.
4.3.4.4. Generic strategies

Managed to establish core competitive strategy in the market.
Competes in the premium sector.
Does not engage in competition with other cost groups.
Worked towards improving the service of premium target groups.
Consumers understand and perceive the brand as a high quality and premium.
The brand is appreciated for its focused strategy and standing.
The brand is appreciated and engaged in for its offerings.
5. INTERNAL ENVIRONMENT ANALYSIS

5.1. Porter’s Strategic Options
Leading organizations such as LinkedIn Bridging the Global Employment Gap have
obtained sustainable competitive advantage and have had the option to achieve the
strategic position.
There can be different sources of sustainable competitive advantage for LinkedIn Bridging
the Global Employment Gap. A firm can depend on innovation to decrease its overall
production costs and would then be able to pass this advantage on to its clients.
LinkedIn Bridging the Global Employment Gap can also concentrate on making a
differentiated item or administration to increase its overall share of the pie.
LinkedIn Bridging the Global Employment Gap can generate considerable sustainable
competitive advantage utilizing these systems. This is done through means of traditional as
well as modern procedures embraced by LinkedIn Bridging the Global Employment Gap to
competitive advantage hand and increase its share of the pie.
5.1.1. Differentiation strategy

5.1.1.1. Organizational Leadership
LinkedIn Bridging the Global Employment Gap has made use of the differentiation factor to
maintain higher leadership and differentiation from industry competition. Differentiation of
effective leadership may be achieved through different forms and basis.
5.1.1.2. Broad product portfolio

5.1.1.2.1. Product Quality
Moreover, this differentiation can fluctuate from item to item, market to market and industry to
industry. Generally, the essential bases of differentiation are quality, durability, usefulness and in
a few consumer loyalty, and brand image. LinkedIn Bridging the Global Employment Gap has
differentiated its items and products dependent on the quality and set a completelyLOGIN
different, and
engaging consumer experience. Brand image
5.1.1.2.2. Brand Image

Aside from these things, it has developed a distinct and distinguished brand image which is
additionally a premise of differentiation and encourages LinkedIn Bridging the Global
Employment Gap to advertise, promote and market its products and brand better than the
competing players in the local and international markets.
5.1.2. Focus strategy

5.1.2.1. Overall Quality of product and service
The essential premise of differentiation for LinkedIn Bridging the Global Employment Gap is
quality and premium taste. It serves just premium quality products, which enables it to charge a
top notch and a premium cost. It has embraced the most astounding measures as far as the
nature of its raw materials used for producing its products. At each progression, LinkedIn
Bridging the Global Employment Gap puts forth an admirable attempt to guarantee that its
product fulfils the most noteworthy quality guidelines.
5.1.2.2. Value addition at each step of the value chain

However, the account of value does not finish at getting incredible quality of raw materials. It
goes more remote from that point. A great deal of contrast originates from the readiness.
LinkedIn Bridging the Global Employment Gap prepares its product diligently to draw out the
quality.
5.1.2.3. Human resource management

Rest of the credit goes to the human resource and employees at LinkedIn Bridging the Global
Employment Gap. The brand carefully picks its raw materials - just when they in ideal condition.
Products are tested from each cluster in any event thrice before endorsement. This is how
LinkedIn Bridging the Global Employment Gap makes the quality that each client looks forward
to, and is excited about.
5.1.3. Leadership and differentiation through cost

Porter’s traditional methodologies are methods for increasing and developing a sustainable
competitive advantage for LinkedIn Bridging the Global Employment Gap - as it was, building up
the "edge" that will get the company the ideal position and differentiates it from the industry
rivals. There are two primary methods for accomplishing this inside a cost leadership
methodology:
Increasing profits by decreasing expenses, while charging industry-average prices and

costs from consumers
Increasing share of the overall industry by charging lower costs, while at the same time
making a sensible profit on every trade since LinkedIn Bridging the GlobalLOGIN
Employment
Gap has controlled and reduced expenses.
The cost-based strategy and system are that – it includes LinkedIn Bridging the Global
Employment Gap being the pioneer regarding cost in the industry and market where it operates.
Just being among the most minimal cost producers isn't adequate, as the company leaves itself
wide open to aggressive attacks by other producers and players in the industry. These players
may undermine LinkedIn Bridging the Global Employment Gap ’s costs and in this way hinder
the company’s endeavours towards the expansion of its share of the overall market pie.
5.1.3.1. Achieving cost differentiation

Based on this, LinkedIn Bridging the Global Employment Gap should be sure that it can
accomplish and keep up the leading position before deciding on choosing the cost leadership
strategy. LinkedIn Bridging the Global Employment Gap will be able to become effective in
accomplishing cost differentiation by having:
Access to the capital expected to put resources into innovation that will cut expenses down.
Very proficient coordination’s.
A minimal effort base (work, materials, offices), and a method for economically cutting
expenses beneath those of different competing players.
5.1.3.2. Achieving cost leadership

However, LinkedIn Bridging the Global Employment Gap should ensure contingency for imitation
by competition, as well as be prepared for competing payers to imitate its cost-effectiveness
strategy to decrease and control their costs, and increase the overall share of the pie for their
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products as well. It is therefore important that LinkedIn Bridging the Global Employment
does not only settle for one means of cost leadership but continually improves. This can be done
through several different methods:
Engaging and applying the Japanese technique of kaizen

High efficiency
High limit use
Use of dealing capacity to arrange the least costs for generation inputs
Lean production techniques (for example JIT)
Effective creation process
Effective dissemination channels
5.1.3.2.1. Overall Cost Effectiveness through Cost Leadership and Cost Differentiation
Cost differentiation and leadership strategy for LinkedIn Bridging the Global Employment
Gap will be based on the nitty-gritty.
Cost initiative endeavours towards slicing expenses to a base to give clients lower costs
and in this manner will help the company of LinkedIn Bridging the Global Employment Gap
to reserve funds.
Cost leadership strategy requirements regularly identify with high specialized abilities and
access to capital
The company should also resource into innovation and guarantee economies of scale.
5.2. SWOT Analysis

LinkedIn Bridging the Global Employment Gap maintains its competitiveness as one of the
best and the most premium locally and internationally through inventive systems that use
business strengths in overcoming the weaknesses present in the business inherently.
Also, they make use of these internal strengths and weaknesses to make use of
opportunities and ward off potential threats, for example, the dangers in the business
condition and market.
These factors can be distinguished, assessed, and analysed through the strategic SWOT
tool.
The SWOT analysis and review for LinkedIn Bridging the Global Employment Gap talk
about the strengths and weaknesses (internal core strategic components) intrinsic in tasks
in the business, and for the LinkedIn Bridging the Global Employment Gap organization.
The assessment and analysis of SWOT likewise look at the opportunities and threats
(external key variables) identified with the nature of competitiveness in the market and
industry, which is mostly founded based on the level and intensity of competition and rivalry
– as may be gauged through Porter's Five Forces analysis of LinkedIn Bridging the Global
Employment Gap. LOGIN
5.2.1. The need for SWOT because of expanded operations of LinkedIn

Bridging the Global Employment Gap
LinkedIn Bridging the Global Employment Gap is present and operational in different
markets, and each of the markets poses unique yet various difficulties in developing the
business.
LinkedIn Bridging the Global Employment Gap and its portfolio in these many markets have
expanded over time and as the organization grows, more items are added to its portfolio in
addition to its pioneer product.
With regards to the SWOT analysis model, these circumstances of multiple operations and
multiple presences in various markets make a difficult business situation where the
organization needs to utilize various arrangements of skills that match different markets.
Core elements of different nature – both internal and external to the organization, can help
increment LinkedIn Bridging the Global Employment Gap ’s accomplishment in contending
with different companies and other businesses – both locally and internationally.
The SWOT analysis for LinkedIn Bridging the Global Employment Gap is presented below:
5.2.2. LinkedIn Bridging the Global Employment Gap Strengths (Internal

Strategic Factors)
This section of the SWOT analysis model works with the inner variables that the organization can
use as competencies and strengths to address shortcomings and ensure the business against
rivalry. For this situation, LinkedIn Bridging the Global Employment Gap ‘primary qualities are:
5.2.2.1. Strong brand image

LinkedIn Bridging the Global Employment Gap is one of the world's most premium, well
known and most famous brands.
The organization has a developing populace of steadfast clients, which adds to the
soundness of the business.
5.2.2.2. International distribution network

In the SWOT analysis model, the global distribution network through directly owned
subsidiaries, or contracts with third-party agents further strengths LinkedIn Bridging the
Global Employment Gap by supporting activities.
For instance, the organization has a worldwide system of providers that are deliberately
chosen dependent on criteria relating to quality, for example, of raw materials as has been
discussed in the value chain - primary and supporting activities.
5.2.2.3. Strong investment in research and development, and high focus on innovation
The focus on innovation not only keeps the company apart but also facilitates its industry
leadership. LOGIN
The internal core strengths and competent variables recognized in this section of the
SWOT analysis of LinkedIn Bridging the Global Employment Gap demonstrates that the
business has qualities that advance strength through expansion and a worldwide
production network.
5.2.2.4. Focus on market research

Additionally, the organization steadily expands its business
This is done through contracts with offshore agents and licenses. Also, the company
continues to broaden its portfolio by adding new products based on market research and
consumer data.
5.2.3. LinkedIn Bridging the Global Employment Gap Weaknesses (Internal

Strategic Factors)
Business weaknesses or shortcomings are recognized in this part of the SWOT analysis.
Shortcomings are inward factors that diminish or cut off business capabilities and strengths.
LinkedIn Bridging the Global Employment Gap shortcomings are as per the following:
5.2.3.1. Premium prices for most portfolio products

LinkedIn Bridging the Global Employment Gap has a premium brand image attached, and
thus all its products in the portfolio are priced highly
This expands overall revenues yet decrease the affordability of its items.
This internal key factor is a shortcoming since it confines the organization's share of the
overall industry, particularly in territories with generally lower disposable earnings
5.2.3.2. Standard and benchmarked regulations and business procedures for all
portfolio items LOGIN
5.2.3.2.1. Generalization
Likewise, this SWOT analysis highlights that generalized standards for all portfolio products
may be a weakness because it restrains the adaptability of these products and items in the
business.
5.2.3.2.2. Imitability
What's more, numerous LinkedIn Bridging the Global Employment Gap items are imitable.
Several items in the portfolio have been imitated by completion, and are also being
provided by them at different price points.
Though the quality is unique to LinkedIn Bridging the Global Employment Gap, the
competing players have also developed close enough, and acceptable products.
This business condition engages competition, as has been highlighted already.
5.2.3.3. Fighting the challenge of imitation

The internal factors in this section of the SWOT analysis of LinkedIn Bridging the Global
Employment Gap demonstrate that the business must create qualities to diminish the
unfavourable impacts of impersonation and the impact of high value focuses on the
organization's share of the overall industry in the international and local business.
5.2.4. Opportunities for LinkedIn Bridging the Global Employment

Gap(External Strategic Factors)
This section of the SWOT analysis and strategic model focuses on external components that
opportunities for business development and advancement. For this situation, the key
opportunities accessible to LinkedIn Bridging the Global Employment Gap are:
5.2.4.1. Green business products

With an increased focus and awareness of health and wellness lifestyles by consumers, it
is important that LinkedIn Bridging the Global Employment Gap recognizes this as a viable
business opportunity.
Increased numbers of consumers are shifting to the green lifestyle of consuming
environmentally friendly and organic products.
LinkedIn Bridging the Global Employment Gap should focus on the expansion of the
product portfolio: inclusion of green products and environmentally sustainable services are
suggested.
5.2.4.2. Expansion in emerging markets

LinkedIn Bridging the Global Employment Gap can expand its income streams through
expansion and developing presence in emerging markets – such as Brazil, China and
India.
This opportunity draws consideration far from the U.S. region, where the majority of the
LOGIN
organization's incomes are created.
5.2.4.3. Business enhancement

Likewise noteworthy in this SWOT analysis of opportunities is the opportunity of business
enhancement and further business development.
This can help improve the long term position of LinkedIn Bridging the Global Employment
Gap.
For instance, through higher diversification of the portfolio and the overall business, the
LinkedIn Bridging the Global Employment Gap organization can diminish its reliance on its
present enterprises, and along these lines work towards improving its general income
development.
5.2.4.4. Partnerships with different firms

5.2.4.4.1. Diversification through Partnerships
Diversification is right now a minor strategy as can be observed from LinkedIn Bridging the
Global Employment Gap ’s competitive strategy and its overall directive strategy as well.
The business environments likewise display the chance to enhance the organization's
competencies and strengths
This will also increase its share of the overall industry through the association’s s with
different firms. For example, a partnership with real retailers improves dispersion.
5.2.4.4.2. Development of corporate clientele

The company can also formulate new B2B relations and contracts with other companies
and corporate entities.
The external key factors in this section of the SWOT analysis demonstrate that LinkedIn
Bridging the Global Employment Gap can improve its industry position by building up its
activities to make use of the opportunities in the international business markets.
LOGIN
5.2.5. Threats facing LinkedIn Bridging the Global Employment

Gap(External Strategic Factors)
Threats against the LinkedIn Bridging the Global Employment Gap business are distinguished in
this piece of the SWOT analysis. Threats are external components that decrease or breaking
point of business execution. In this case of LinkedIn Bridging the Global Employment Gap, the
following section looks at, and assesses threats that apply to the organization in question:
5.2.5.1. Price wars by competition

LinkedIn Bridging the Global Employment Gap competes with a wide assortment of firms in
the local as well as the international market.
For instance, the organization competes against significant premium companies as well as
against cheaper companies that offer cheap priced items and products.
This external but important factor in the SWOT assessment undermines LinkedIn Bridging
the Global Employment Gap because such competing players can lessen the
organization's share of the overall industry by competing based on low prices and overall
low costs of production.
5.2.5.2. Increased competition

Additionally, this SWOT assessment also analyses increased competition as a noteworthy
threat against the business.
In light of the organization's shortcomings, the risk of imitation includes firms that attempt to
duplicate the taste, look and feel of LinkedIn Bridging the Global Employment Gap items.
Saturated market place and industry can also lower sales of the organization and shrink its
share of the overall pie
Increased competition can also lead to the increased cost of doing business for the
organization if they bring innovative processes, and implement novice systems to control
costs
5.2.5.3. Independent players

The industry environment and profitability are liable to invite independent developments,
and small-scale players.
These players may not have high levels of integration and may be retailers and marketers
for items produced during backward integration.
Strategic marketing techniques and promotional communications are expected to
neutralize the impacts of these patterns.
This section of the SWOT analysis of LinkedIn Bridging the Global Employment
Gaprecognizes external key factors that force difficulties to international expansion and
growth of the company as well as highlight market infiltration.

LOGIN
5.3. TOWS Matrix
TOWS analysis will allow LinkedIn Bridging the Global Employment Gap to identify and
understand the strategic choices and future strategic options and directions available to the
company. The TOWS matrix and analysis will help LinkedIn Bridging the Global Employment
Gap to look at various possible future and long term situations, and ill force LinkedIn Bridging the
Global Employment Gap to look at these options by questioning strategic directives such as:
How will LinkedIn Bridging the Global Employment Gap make the most of its strengths and
core competencies?
How will LinkedIn Bridging the Global Employment Gap Circumvent its weaknesses and
shortcomings?
How will LinkedIn Bridging the Global Employment Gap capitalize on the various
opportunities present in the business environment?
How will LinkedIn Bridging the Global Employment Gap ward off, and manage the threats
that are present in the external business environment?
The analysis of the SWOT and the subsequent assessment and development of the TOWS
matrix will allow the LinkedIn Bridging the Global Employment Gap to be able to identify the
following answers:
Strengths and Opportunities (SO) – How would LinkedIn Bridging the Global Employment
Gap be able to utilize on its strengths to exploit the opportunities?
Strengths and Threats (ST) – How would LinkedIn Bridging the Global Employment Gap be
able to exploit its strengths and core competencies to keep away from genuine and
potential threats?
Weaknesses and Opportunities (WO) – How would LinkedIn Bridging the Global
Employment Gap be able to capitalize on its opportunities to overcome the weaknesses
that LinkedIn Bridging the Global Employment Gap is encountering?
Weaknesses and Threats (WT) – How would LinkedIn Bridging the Global Employment
Gap be able to limit its weaknesses and evade threats?
5.3.1. TWOS matrix visual presentation

Table 1 TWOS matrix for LinkedIn Bridging the Global Employment Gap
Strengths Weakness
TWOS Matrix Leading premium Major dependence on the
company that operates market as the country of
internationally origin market

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Leading presence Despite being in operation
across countries for decades, has standard
Reasonable control procedures and regulations
over production and for all portfolio items
distribution due to Imitability possible by
backward and forward competition
integration
Opportunities SO strategies WO Strategies

New South Asian Expanding into Asia Increasing more stores
and Asia Pacific Pacific region and outside the country of
regions available stabilizing emerging origin, and in other parts of
for expansion – markets by opening the world – especially
emerging markets new stores and emerging markets such as
Acquisition of developing new India, China and Brazil
medium-sized products
similar companies
and shops in
developing
countries
Threats ST strategies WT strategies

Increased Improving the Increase budget for
marketing from ambience of service, marketing communications,
competing focusing on and strategic promotions
players, which augmented service and pursue a moderate
might affect sales levels when providing expansion strategy
negatively products and adapting
An increasing to local culture.
number of
independent
producers and
marketers
Increased and
saturating
competition
LOGIN
The TOWS Matrix is a moderately basic strategic tool used by LinkedIn Bridging the Global
Employment Gap for producing key alternatives and identifying key strategic alternatives
that may be pursued by LinkedIn Bridging the Global Employment Gap.
By utilizing it, LinkedIn Bridging the Global Employment Gap can take a look towards
understanding that it can best exploit the opportunities present, while at the same time also
limit the effect of shortcomings and ensure itself against threats.
5.4. ANSOFF Matrix

LinkedIn Bridging the Global Employment Gap has viably utilized this instrument to develop
a procedure for accomplishing competitive advantage in the industry and various markets it
operates in.
Recently, LinkedIn Bridging the Global Employment Gap has made use of the four
strategies of Ansoff matric to maintain competitive advantage and leadership position.
These strategies are
Market development
Market penetration
Product development
Product penetration
The following section highlights the various strategies that may be used through the Ansoff
matrix. These strategies have been highlighted and identified through vigorousLOGINresearch
methodologies, as well as through expert analyst data and opinion.
5.4.1. Market development strategies

5.4.1.1. Advertising and promotion of products
One of the most popular means of developing a market is to use marketing strategically.
By making use of advertising and marketing communications, the company will be able to
disseminate information about its product, and the various benefits of consumption to its
target market easily.
Also, the use of social media for marketing will, at the same time allow the company to
communicate directly with the consumers, and answer their queries.
5.4.1.2. Education about product consumption.

The company can make use of widespread marketing campaigns using traditional means
as well as means of social media to increase awareness of their product amongst the
target market.
This task of educating the markets will give the company a first-mover advantage, as well
as develop important functional appeals for the product.
5.4.2. Market penetration strategies

5.4.2.1. Geographical expansion
The company can expand into other markets through its previous experience, as well as
through partnerships and contracts with other agents and parties.
The company can also develop subsidiaries, as well as offer its products through
franchising as well as licensing.
The geographical expansion is suggested into emerging economies because of the
favourable income levels of the consumers, as well as the growing infrastructure.
5.4.2.2. Increased number of retail outlets and retail presence

The company can penetrate existing markets by offering more shops or making its product
more widely available.
This may be done through increasing the accessibility of the product at places where the
target consumers are expected to purchase from, as well as improving the interaction of
the product with consumers at different touchpoints.
5.4.2.3. Online retailing

Another means of improving market penetration is through online retailing. LinkedIn
Bridging the Global Employment Gap can stock its products on online retailing sites locally
and internationally.
This would help the company improve sales, accessibility, as well as reach higher levels of
target consumers. All of this, in turn, would increase market penetration. LOGIN
Besides, it would also help the company maintain and control costs for LinkedIn Bridging
the Global Employment Gap, and thereby help it achieve cost leadership in the industry
5.4.3. Product development strategies

5.4.3.1. Research and development
To be able to develop new products, the company should have a focused interest and
budget sending allocated to new product research and development.
This research would take a basis in the consumer market and the overall market trends, to
identify the gap in consumer demands, and market availability of different products.
The new product would then generally be aimed towards fulfilling this gap.
5.4.3.2. New product development labs

The company should have dedicate incubation labs for the development of new products.
This means that this development should be a focused and separate entity that should
focus on the company’s innovation.
The company should also hire the right talent for business development and innovation to
be able to achieve targets and goals accordingly.
5.4.3.3. Market testing

New products should follow PD cycles for testing before launching in a market.
This will ensure that the company can fix any loopholes present in the product, as well as
incorporate positive feedback.
5.4.3.4. Strategic Marketing

The company should also have a focused and strategic budget for marketing and
communications allocated for new product development.
This is because the company will need to increase the appeal, as well as develop
functional and emotional appeals and characteristics of the new product.
Communicate with the consumers to enhance sales as well as increase likeability and rate
of consumption and trial.
5.4.4. Product penetration strategies

5.4.4.1. Acquiring personally owned retail to strengthen its presence.
One way of increasing product penetration is that the company directly manages and
controls sales operation through owned retail.
This will give the campy leverage over communication, as well as product stocking and
placement.
5.4.4.2. Diversification of portfolio
The company can further expand its portfolio as a means of product penetration.
The expansion of the portfolio will allow the company to reach a different andLOGIN
diverse target
group, thereby increasing the overall share of the pie for the company
This will also increase LinkedIn Bridging the Global Employment Gap ’s products’
accessibility to different consumers.
5.5. SAF criteria

5.5.1. How LinkedIn Bridging the Global Employment Gap can strengthen
its strategic position using SAf criteria
When LinkedIn Bridging the Global Employment Gap is deciding upon a certain strategic
direction for the future, it will face challenges.
Choosing the right strategy at the right time can be a daunting task for managers.
It is therefore important that managers look at the strategy from aspects of its value and
viability.
The principal thing the managers of LinkedIn Bridging the Global Employment Gap will
have to do is settle on a foundation by which to evaluate the different strategic alternatives.
They will also need to choose a viable methodology is to assess the different strategies
independently.
Strategies can be evaluated and assessed using criteria of suitability, acceptability and
feasibility (SAF).
The following section weighs different strategies and possible future directives for LinkedIn
Bridging the Global Employment Gap based on the SAF criteria.
5.5.2. Creation of a menu for high-income groups

5.5.2.1. Suitability
5.5.2.1.1. New market development LOGIN
This strategy is suitable because it will allow LinkedIn Bridging the Global Employment Gap
to develop new markets by tapping into new consumer groups.
At the same time, it will allow the company to penetrate higher into existing markets.
Both these possibilities can be realized because LinkedIn Bridging the Global Employment
Gap invests in consumer research and has a strong financial standing.
5.5.2.2. Acceptability
5.5.2.2.1. Alignment with organizational goals
The strategy is acceptable because it is in line with the company’s goals and mission.
Also, it is also in line with the internal marketing and culture of the organization.
5.5.2.2.2. Financial risk

As such, the strategy does not pose any risk – financially and otherwise and is also
palatable for stakeholder reactions.
Lastly, the strategy promises to give high returns. Overall, the strategy appears to be highly
acceptable.
5.5.2.3. Feasibility
5.5.2.3.1. Market research and financial cushioning
This strategy is highly feasible.
This is because the company already operates along with this mission, and has high levels
of market research and information regarding high-income groups.
This information could be utilized for creating a suitable menu for high-income groups.
At the same time, the company also has the financial power to introduce premium menu
items for the higher class – to expand its menu accordingly.
5.5.3. Creation of a healthy menu for existing target consumer groups

5.5.3.1.1. Diversification of product portfolio
This strategy would require a high diversification of the product portfolio.
This is suitable because the company has the resources and the information to make
strategic decisions about diversification.
5.5.3.1.2. Innovation
Moreover, the company also innovates regularly, which can be an added benefit for the
suitability of the strategy.
5.5.3.2.1. Risk of financial investment
This strategy appears to be moderately acceptable.
This is because it poses a risk through diversification with high levels of finances invested,
LOGIN
the company can never be too sure of the consumer reactions.
5.5.3.2.2. Risk of new product development

Therefore, the risk of new product development and consumer reaction would be there.
Also, the acceptability is also low because of stakeholder reaction – who might not all
agree with the expansion of the portfolio horizontally – i.e. The broadening of the portfolio
away from the core offerings.
Lastly, if the strategy works, it promises high returns, which make sit low to moderately
acceptable.
This strategy is also feasible for the company.
This is because of the company’s strong financial position, as well as its ability to
researching into different market trends and patterns.
The identification of these trends and patterns is important for being able to decide which
market and industry to diversify into for the company.
5.5.4. Increasing existing advertising expenditure

5.5.4.1.1. Focused budgeting
This strategy is suitable because the company has high and focused budgeting for
marketing and communications.
This would also allow LinkedIn Bridging the Global Employment Gap to withdraw from
failing markets or markets that have a weak share, and gain access to rising markets.
5.5.4.1.2. Strategic marketing LOGIN

The company will be able to exploit its research and development for strategic marketing
LinkedIn Bridging the Global Employment Gap will also make use of existing systems and
products to reach new consumer groups through marketing.
5.5.4.2.1. Return on investment
The strategy is acceptable because it poses a low risk in terms of investment in strategic
marketing.
Also, it promises high returns on investment in marketing through the promise of increased
awareness, increased penetration, increased brand recall and brand recognition – all of
which will translate into higher sales.
Lastly, stakeholders will also not frown upon this strategy, which makes it more acceptable
to implement.
The strategy is highly feasible because the company has a strong financial standing.
This means that the company can afford to increases budget for marketing purposes.
However, for the stagey to be successful, it is important that the company aces sure that all
promotional campaigns developed are in sync with consumer needs, demands and
behaviour.
This is again possible for the company because of its investment in research and
development.
6. FINAL RECOMMENDATIONS
Based on the overall internal and external analysis done for LinkedIn Bridging the Global
Employment Gap, this section will offer recommendations which will help the company take on
strategic directions that will enhance its core competencies and capabilities, as well as reduce its
chances for risks and threats? The following recommendations are thus made for LinkedIn
Bridging the Global Employment Gap:
6.1. Strengthen distribution network

6.1.1. Control
This is an important strategic recommendation as it will allow higher control to the company over
its products in different markets. The company will be able to control where its products are
placed, and thereby, will also be able to enhance the accessibility and easy availability of its
products.
6.1.2. Stronger relation with consumers

LOGIN to work
At the same time, the strengthening of the distribution network will allow the company
more closely with end consumers by being able to reach them with the same high quality of
products across different markets.
6.2. Develop unique marketing tactics

6.2.1. Higher penetration
This strategic recommendation will help the company reach a higher number of consumers and
penetrate deeper into target consumer groups. Also, this strategy will allow the company to
increase trial and consumption and sales of its products.
6.2.2. Forming a partnership with consumers

Unique marketing tactics will involve new and informed strategic means of communicating with
the consumers and engaging them with the brand. One way that this can be done is by making
consumer co-producers for the brand. Another way that LinkedIn Bridging the Global
Employment Gapcan do this is through co-branding with other similar, yet dissimilar brands and
companies to enjoy higher market visibility amongst target consumers.
6.3. Adapt to different cultural aspects of different markets

6.3.1. Identify different consumer group characteristics
Each market and target group has distinct characteristics. This recommendation is suggested so
that the company can connect better with different target groups in different markets.
6.3.2. Adapt to and respond to characteristics

By adapting to different cultural and regional characteristics, the company will be able to present
itself better to target consumers – who would then feel a greater affinity, and more likeliness of
consuming the product and the service.
6.4. Expand into new regions

6.4.1. Market expansion
Another strategic recommendation for LinkedIn Bridging the Global Employment Gapis to
expand into newer regions and markets. This can be done by expanding into new markets, firstly.
This expansion will give the company exposure to new consumer groups. Increase the overall
consumption rate, as well as diversify income streams. Also, it will give the company related
expansion exposure regionally as well as internationally.
6.4.2. Product diversification

Another means of expansion is through product diversification. By adding new products, the
company will be Abe to penetrate deeper into existing markets bye exploring new consumer
groups, and new target consumer groups. This will also diversify income streams for the
company, and increase its overalls hare of the market. LOGIN
6.5. Strengthen value network

By strengthening the value network further, and by adding quality and enhanced elements at
different stages, the company will be able to maintain competitive advantage, as well as put off
new players from the industry by increasing barriers to entry. This will allow the company to
maintain sustainable competitiveness over other players, as well as maintain a possible
leadership position in the local and international markets and industry.
7. References
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Journal of Management, 11(3), p. 209–224.
Cole, G., 2003. Strategic Management. Boston: Cengage Learning EMEA.
Collier, D. & Evans, J., 2009. Operations Management. Boston:MA: Cengage Learning.
Haron, A., 2016. Standardized Versus Localized Strategy: The Role of Cultural Patterns in
Society on Consumption and Market Research. Journal of Accounting and Marketing,
5(1).
Hartline, M. & Ferrell, O., 2006. Marketing Strategy. Boston:MA: Cengage Learning.
Keller, L., 2006. Strategic Brand Management Process, in Perspective of Modern Brand
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management. s.l.:s.n.
Kotler, P., 1997. Marketing management: Analysis, planning, implementation and control.
New Jersey: Prentice-Hall.
Kotler, P., 211. Reinventing marketing to manage the environmental imperative. Journal of
Marketing, 75(4), pp. 132-135.
Kotler, P., Armstrong, G., Adam, S. & Denize, S., 2014. Principles of Marketing.
Melbourne: Pearson, Australia.
Kotler, P. & Keller, K., 2009. Marketing Management. New Jersey: Prentice Hall.
Lehman, D. & Winer, R., 2005. Product Management. New Delhi: McGraw-Hill Education.
Murray, A., 1988. A contingency view of Porter's “generic strategies”. Academy of

management review, 13(3), pp. 390-400.
Reddi, C., 2009. Effective Public Relations and Media Strategy. New Delhi: PHI Learning
Pvt. Ltd.
Schivinski , B. & Dabrowski , D., 214. The Effect of Social Media Communication on
Consumer Perceptions of Brands. Journal of Marketing Communications, Volume 12, pp.
1-26.
Thompson, J. & Martin, F., 2010. Strategic Management: Awareness & Change.
Hampshire: Cengage Learning EMEA.
Weng, X., 2002. Local Brand Strategy. Hangzhou: Zhejiang People’s Publishing House.
Wirtz, J., 2016. Winning in Service Markets: Success through People, Technology and
Strategy. Singapore: World Scientific.
Witcher, B. & Chau, V., 2010. Strategic management: Principles and practice.
s.l.:Cengage Learning EMEA.
Witcher, B. J. & Chau, V. S., 2010. Strategic Management: Principles and Practice.
Boston: Cengage Learning EMEA.

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2/14/23, 12:02 PM LinkedIn Bridging the Global Employment Gap Case Solution

LinkedIn Bridging The Global

1. INTRODUCTION OF LinkedIn Bridging the

Scale Your Grade Expectation Bar HIGH!

2.2. Solving HBS case studies

EXTERNAL ENVIRONMENT ANALYSIS

3.1.1.1. Policy Makings

3.1.1.3. Government Support

3.1.1.4. Political Stability

3.1.2.3. Interest Rates

3.1.2.4. Unemployment Rate

3.1.3.1. Social patterns and consumer behaviour

3.1.3.2. Social patterns and changing consumer needs

3.1.3.3. Social trends in education

3.1.3.4. Social patterns make companies more consumer-centric

3.1.4.2. The advent of the internet and online retailing

3.1.4.3. Social media and business growth

3.1.4.4. Improved value chain network

3.1.5.1. Environmental stability and business standards

LinkedIn Bridging the Global Employment Gap may be expected to incorporate

3.1.5.2. Environmental stability and budget allocation

3.1.5.3. Environmental sustainability

3.1.5.4. Environmental sustainability and business growth

3.1.5.5. Environmental sustainability and improved consumer relations

3.1.6.1. Labour law

3.1.6.2. Discrimination law

3.1.6.3. Health and safety laws:

3.2. Porter’s five forces

3.2.1. The threat of new entrants

3.2.1.2. Limitation on earning expectation and capability of firms in an

3.2.1.3. The risk to new entrants because of high entry barriers

3.2.1.4. Some barriers to entry for new entrants in favour of LinkedIn

3.2.2. The threat of substitute products or services

3.2.2.2. Switching cost to substitutes for consumers

The per-unit-volume prices may be higher or lower.

3.2.2.3. Substitute and product benefit

3.2.2.4. Substitutes and consumer behaviour

3.2.3.2. Buyer power and costs

3.2.3.3. Retail product differentiation

3.2.3.4. What can LinkedIn Bridging the Global Employment Gap do to

3.2.4. Bargaining Power of Suppliers

3.2.4.1. Who is the supplier?

3.2.4.2. Sources of production for LinkedIn Bridging the Global Employment

3.2.4.3. Independent suppliers

3.2.4.4. Supply quality and business dynamics

3.2.5. Competitive Rivalry among Existing Firms.

3.2.5.2. Brand management

3.2.5.4. High business costs

3.3. Pentagonal analysis LOGIN

3.3.1.2. Switching costs for consumers

3.3.2. The threat of substitute products/services

3.3.2.2. The offering of similar benefits

3.3.2.3. Low costs of switching

3.3.3. Bargaining power of buyers

3.3.3.1. Market fragmentation

3.3.3.2. The concentration of retailing agents

3.3.4. Bargaining power of suppliers

3.3.4.2. Outsourcing raw materials

3.3.5. Industry rivalry

3.4. Placement of the business along the

3.4.1.1. Strategic decision making

3.4.1.2. Budget allocation

Figure 2 PLC Placement along the Industry Lifecycle curve

3.4.2. Introductory stage