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Assignment topic : 1. How has the development of the Internet affected the strategic
management field in such a critical situation like- ‘Pandemic
Covid-19’ to run a business organization all over the world?
2. What is Crisis management and why it is important? Think you
are the strategic manager of a company then how you will go
through to manage your company in such a crisis period like-
‘Pandemic Covid-19’? Explain.
3. Create strategic options for the future of an organization that fit
the external and internal environments.

Course name : Strategic Management

Course code : BUS - 403

Submitted To:
Md. Touhidul Islam
Lecturer & Head
Department of Business Administration
Gono Bishwabidyalay

Submitted By:
Md. Riad Al Siddique
Exam roll: 730
Semester: 7th
Batch no: 13th
Department of Business Administration
Gono Bishwabidyalay

Submission date: 3rd February, 2021

1. How has the development of the Internet affected the strategic management field in
such a critical situation like- ‘Pandemic Covid-19’ to run a business organization all over
the world?

The world is in unprecedented territory due to the COVID-19 Crisis in 2020. Asian Development Bank (ADB)
estimates that the world can lose 0.089 percent to 0.404 percent of its GDP due to the outbreak, which is
between USD 77 Billion and USD 347 Billion in monetary terms. The impact of the outbreak reached
Bangladesh late compared to other countries. However, due to the open nature, the developing economy is
feeling the impact along with the rest of the world. According to ADB’s estimates in the worst-case scenario-
where the outbreak sustains for six months, Bangladesh can lose up to 1.1 percent of its GDP. This can result
in the economy losing USD 3.02 Billion.

The consequences of the coronavirus disease (COVID-19) outbreak are unprecedented and felt around the
world. The world of work is being profoundly affected by the pandemic. In addition to the threat to public
health, the economic and social disruption threatens the long-term livelihoods and wellbeing of millions. The
pandemic is heavily affecting labor markets, economies and enterprises, including global supply chains,
leading to widespread business disruptions. Technology, more importantly Internet can help to overcome
this situation in an effective way.

The Internet
The widespread use of the Internet over the past decade is arguably the most pervasive technological force
affecting business organizations since the dissemination of the personal computer. The effects are most
profound in select industries, such as brokerage houses, where online companies have demonstrated huge
gains in the market, or the travel industry, where the number of flights, hotels, and travel packages booked
over the past decade has skyrocketed. The Internet has also facilitated the advent of online banking, a much
less costly means of managing transactions. Indeed, the Internet has had a major effect on virtually every
industry in the developed world.

In the early years of its inception, economic activity on the web was dominated by “e-businesses” whose
success and failure were almost solely dependent on the Internet. Today, most large, traditional firms utilize
the Internet to keep track of customers, increase sales, and enhance visibility.

The Internet has made the world global village and in this age of advanced technology and internet, it is hard
to imagine that how a business could run its operations efficiently without an Internet connection. High
speed broadband and LTE technology has increasingly transformed the way people do work in office or at
workplace for positive growth and development of their businesses. From internal/external communication
to transmitting the vital business documents and information, companies and business organizations are
using the internet. Business organizations and companies are using high speed internet to accelerate their
business operations for enhance productivity and operational efficiency. Even in COVID-19 pandemic, where
no-one could go in different countries, then internet made business far easy and effective.
Here are some reasons why internet is vital for business and how it helps in worldwide
businesses;

Ability to Communicate More Easily and Rapidly.

Whether it is the matter to interact with employees regarding different business related issues or connecting
with the customers to respond their queries in real time, internet plays a vital role to make business
communication easier and quicker. With help of the high speed internet, a business can interact with its
overseas virtual teams successfully to discuss business relates tasks and issues for improved performance.
Emails, social media platforms and chatbots are some reliable ways to interact with customers in a best
possible way and all these can work well for you and your customers just because of the internet. In COVID-
19 situation, no-one was allowed to travel though countries, then being present in meetings in real life was
impossible. That time, Internet solved this problem. People could communicate with each other sitting inside
their houses, without going outside, through video call. Which is totally by the use of internet.

Information Sharing Made Faster.

Now there is no more need to write and send business documents or letters via mail because electronic mail
(Email) can do it more speedily in a great way. All types of business documents, letters and digital documents
can easily be sent and received via internet even in real time to speed up business processes ultimately.
Most of the companies are using latest business software solutions like web based computerized
maintenance management software that can help facility managers and technicians to get necessary
business details and information quickly to make maintenance operations more efficient. On another hand,
a business can also gain necessary information and details regarding business related issues from internet
by searching in Google. As people could not go outside to collect information during COVID-19 pandemic
situation then internet was the only way to collect information.

Latest Marketing Approaches to Reach More Customers.

Internet or digital marketing has totally changed the way we market or promote products and services. It is
also said by experts that businesses with strong online presence can get more customers than companies
that are not promoting their services/products online. Business website, social media platforms, email
marketing and PPC are some advanced marketing tactics that can help a business reach more clients and
customers even all around the world.

New Customers.
Whether you are selling your products/services online or not, internet can be the best place for you to reach
more target customers and offer your services/products to make them your regular customers. Social media
platforms like Facebook and Twitter allow you to run marketing campaigns to help you target local market
and grab the attention of customers around your hometown. For example, if you are offering maintenance
services or just want your target audience know what is preventive maintenance, you can run ad campaign
on Facebook by selecting your favorite or target territory.
 A business can also run PPC ads on different search engines like Google and Bing to get targeted clients and
customers for their products. Local communities and forums are also another best way to get new customers
for your business or company via internet. So, getting more and new customers all over the world was
possible during pandemic by the use of internet.

Brand Awareness.
Brand awareness is something most vital that plays a vital role in business success and can benefit a business
or company for a long while. Highly professionally designed business branding, website and social media
profiles can help your existing and potential customers know more about your brand. Instead of text and
image marketing, now you can now tell your story to the customers in a great way by making appealing and
professional looking short videos that can be shared on your business website or other online platforms like
YouTube, Facebook, Twitter and so on. In results, the more people will know about your brand, products
and services to kick start fertile business relations with you.
There’s a lot of business organizations which have closed their many outlets in COVID-19 situation due to
lack of customers. Though they could continue it though online. All they need to raise awareness about their
brand. So, internet could help in that way also.

24/7 Customer Support

Now your customers can get their issues resolved in real time even without leaving their homes and it is only
possible with latest mobile technology and high speed internet. They can contact a business or brand via live
chat option on the business website, using mobile application of the business or via social media profiles
without facing the barriers of location and time. In COVID-19 pandemic situation, people could not go to the
business organization to get support, but they got it thought internet.

So, that’s how the internet helped to run businesses worldwide even in the COVID-19 pandemic situation.
2. What is Crisis management and why it is important? Think you are the strategic
manager of a company then how you will go through to manage your company in such a
crisis period like- ‘Pandemic Covid-19’? Explain.

Crisis Management
Crisis management is the identification of threats to an organization and its stakeholders, and the methods
used by the organization to deal with these threats. Due to the unpredictability of global events,
organizations must be able to cope with the potential for drastic changes in the way they conduct business.
Crisis management often requires decisions to be made within a short time frame, often after an event has
already taken place. In order to reduce uncertainty in the event of a crisis, organizations often create a crisis
management plan.

How Crisis Management Works

Any business, large or small, may run into problems that negatively impact its normal course of operations.
Crises such as a fire, death of a CEO, terrorist attack, data breach, or natural disasters can lead to tangible
and intangible costs to a company in terms of lost sales, customers, and a decrease in the firm’s net income.
Businesses that put a continuity plan in place in case of unforeseen contingencies can mitigate the effects of
any negative event. The process of having a continuity plan in place in the event of a crisis is known as crisis
management.

In order to have a business continuity plan in the aftermath of a crisis, most firms start by conducting risk
analysis on their operations. Risk analysis is the process of identifying any adverse events that may occur and
the likelihood of the events occurring. By running simulations and random variables with risk models, such
as scenario tables, a risk manager can assess the probability of a risk occurring in the future, the best- and
worst-case outcome of any negative event, and the damage the company would incur should the risk actually
happen. For example, a risk manager may estimate the probability of a flood occurring within a company's
area of operation is very high. The worst-case scenario of a flood would be the destruction of the company’s
computer systems, thereby, losing pertinent data on customers, suppliers, and ongoing projects.

Once the risk manager knows what they are dealing with in terms of possible risks and impacts, a plan is
developed by the crisis management team to contain any emergency should it become reality. For example,
the company facing flood risk might create a back-up system for all computer systems. This way, the
company would still have a record of its data and work processes. Although business might slow down for a
short period while the company purchases new computer equipment, operations would not be completely
halted. By having a crisis resolution in place, a company and its stakeholders can prepare and adapt to
unexpected and adverse developments.
Which types of crises should you prepare for when doing business?

• Natural disasters especially flooding, wildfires, earthquakes, and hurricanes. Basically, any natural
occurrence that can jeopardize your operations either by damaging your property or disrupting your
supply and/or distribution chains.
• Biological hazards such as the ongoing coronavirus pandemic.
• Accidents that emanate from human errors, e.g. accidental fires, your office building collapsing due
to structural faults, or hazardous material spilling and causing extensive damage to company
property occupants’ health.
• Damages that are caused by human malice, e.g. arson, robbery, or terrorism.
• Tech-related losses, especially cyber-attacks and data losses.

Many businesses don’t invest in crisis management because, in their reasoning, there is almost zero
chance that an ordinary business will ever suffer any of the losses described above. Well, that school of
thought has been ruthlessly tested by the coronavirus pandemic. Truth is, your business may never be
hit by a serious crisis but if (emphasis on if) a crisis strikes, the business may be quashed completely,
sometimes so much so that you end up in huge financial and/or legal trouble that will haunt you long
after the business has shut down. In that context, to keep your company doing business you need to
establish a crisis management plan.

The importance of crisis management plan

1. It helps you define what a crisis is and who should manage it if it arises

You need to define what a crisis is within your line of work otherwise every blip might be translated as a
crisis. Define how big a problem must be in order to be categorized as a crisis, and how problems can be
countered early enough before they morph into full-blown crisis. A crisis management plan does not only
help you with that but also outlines your communications plan, create protocols that define who should
be contacted when and why, and which problems can wait and which might necessitate senior decision-
makers to be called in urgently. The plan defines who will manage or call the shots during the crisis, who
will be the organization’s spokesperson/public face, and which company policies will keep employees in
line during the crisis.
2. Going forward, a CMP might be a factor potential employees consider before agreeing to work for
you

We mentioned that public relations are a key part of any crisis management plan. That is why anyone
can tell apart companies that were prepared for the coronavirus pandemic from those that were caught
flat-footed from the way they have been handling the communications aspect of the pandemic.
Organizations that were equipped with stellar CMPs have been able to ease concerns, resolve the crisis
situation quickly enough, and protected their human resource from unwanted public attention. Such
organizations are more likely to attract top talents post-coronavirus than those that seemed
underprepared.

3. Helps you keep everyone safe

Crisis management planning is the prerequisite of crisis management. There is no way you will avoid the
harsh repercussions of the crises we described above without a foolproof contingency plan. And when
the repercussions are mitigated, your employees, clients, and the public at large will have a better shot
at being safe.
A CMP also has an emergency response plan that outlines the actions that you will take in case of an
emergency crisis. If, for example, there was fire at your place or a bomb scare, how would you evacuate
people? Which public safety responders would you engage? A well-defined emergency response plan
will help you make every second count. Note that as short as a one-second delay during an emergency
could end up being the reason someone dies.

4. It can minimize damages both in reputation and revenue

A Crisis Management Plan makes it easy to detect and prevent a crisis before it happens or before it gets
out of hand. That has an impact on both revenue and reputation. In terms of reputation, your company
will pass as truthful and self-sufficient if it’s able to communicate promptly of an impending crisis and
thwart it before it inflicts untellable damages. Potential customers will definitely notice the quick actions
you take to deal with a crisis, and that is good for lead generation. Existing customers and partners, on
the other hand, already have a positive image of your company, an image you cannot afford to ruin by
being dragged through legal and financial turmoil in the aftermath of a crisis. You also don’t want to lose
existing customers to competitors because a crisis shut down your operations. In terms of productivity
and revenue, your business will suffer financially if it experiences a downtime of any kind or duration,
regardless of whether or not you lose customers or you are sued.

Furthermore, if you are considering global expansion, you need to consider that all of the
aforementioned crises can as well as happen abroad, and therefore you need to have a customized CMP
that would appropriately address the crisis specific to the country of operation. Global PEO is always a
great step you can take to navigate crises that might occur when you’re operating abroad.
 5. It could be a legal requirement in your location

Crisis management planning is mandated by regulators in most countries. You could be risking hefty fines
and penalties if you operate without one.

6. Helps you determine who needs what information

Most crises are defined by misinformation and falsehoods. Competitors can, for example, easily
capitalize on your problems to spread falsehoods about your brand both online and offline. That is why
you need a crisis management plan that outlines the communication plan that will keep the general
public informed, and that will counter the falsehoods that competitors might peddle against your brand.

Note that communication during a crisis has to be multi-phased for it to be effective. The information
you share with the general public, for example, must not be as detailed as the information you share
with loyal customers. What you tell the media is not necessarily what you send to clients’ newsletters.
What you tell government regulators isn’t necessarily the same information you share with investors and
shareholders.

7. It is the base upon which you rebuild after the crisis

A crisis has three phases: The prevention phase, mitigation phase, and the recovery phase. Although you
will need a recovery plan for the recovery phase, the importance of a crisis management plan isn’t
confined to the first two phases. You will need it for your crisis debriefing soon after the crisis is
contained. It is the document that will help you analyze what went wrong in the run-up to the crisis, how
the response fared, and which challenges needs to be addressed during the recovery process. It is the
foundation upon which you gather ideas on where improvements could have been made in order to be
better prepared the next time a crisis comes around.

If we all had an impeccably well-planned coronavirus response plan we'd no longer be in crisis mode, so as
we draft our crisis management plan take comfort in the fact that we're all in uncharted territory here.
Creating rapid, flexible responses and adjusting as you go is the very nature of crisis management. Take a
deep breath, realize that we're all in a similar boat, and use the following steps to guide our response.

If I am the strategic manager of a company then I would go through to manage my company in such a crisis
period like- ‘Pandemic Covid-19’. These are discussed below:
1. Determining guiding principles
Before you start soliciting team members, procuring "War Rooms," and drawing up plans, take a moment to
discuss the two or three key principles that will guide your response plan. Ask your team questions about
what is most important during this crisis. Is it keeping your people safe and secure? Do you supply a critical
product that must be manufactured and shipped? Are you in a precarious position where cash must be
preserved at all costs? Having frank and open discussions about what's truly important during this crisis will
guide decision-making in the heat of battle and avoid trying to focus on too many things at once.

If you're creating a crisis response specific to IT, ensure your planning dovetails with the guiding principles
that the organization has established, or use the opportunity to trigger a discussion about what's important.
You'll have limited time and resources, so understanding where to deploy them most effectively is critical
and worth what may seem like a cerebral discussion; it's a discussion that will pay dividends down the road.

2. Sacrifice the perfect for the good enough

Too many organizations strive for perfection in their planning and execution. In times of crisis, the "good
enough" usually is, indeed, good enough. A timely half-baked response will often be better than the perfect
response that comes days or weeks later.

3. Take inventory
Your organization may already have an all-purpose crisis management plan, or perhaps specific plans for
communications, business continuity, disaster recovery, or even incident-specific plans for things like natural
disasters or terrorist attacks. There's no use reinventing the wheel for your COVID-19 response, so grab
whatever existing plans your organization has available, and adapt as you go.
Also take stock of the communication tools you have or can quickly access to facilitate communication
among the crisis response team. While your organization may not have invested in remote working
capabilities in the past, tools like Zoom and GoToMeeting are available on the cloud, and if you already use
Microsoft's Office 365, Google's G Suite or similar, you may already have a slew of tools available that you're
not using. Failing that, FaceTime, Skype, or good old-fashioned group calls are fine for now. Use your
response team to test some of these tools so you can provide best practices to your teams later.

4. Wrangle the team and establish a RACI

Quickly establish who will be leading your coronavirus response team and create a RACI diagram. RACI stands
for Responsible, Accountable, Consulted, and Informed, and the diagram is a simple list of people on the
team in the first column, and key functions in the header row. For functions, add items like:
• Sending company-wide communications
• Setting short-term technology policy
• Purchasing software/hardware
• Etc. (specific to your company's needs)
In each cell of the diagram, note whether the person is R – Responsible, A – Accountable, C – Consulted, or
I – Informed for that area. Creating, sharing, and regularly updating this diagram will clearly delineate who
is responsible for which elements of your crisis response, reduce unnecessary review cycles, and streamline
who actually can provide input or decision-making authority. It will also help prevent a half-dozen conflicting
emails going out to the entire company, which will create uncertainty and potential panic among your
employees.

5. Activate communications
Your organization hopefully has an active communications plan in place to keep employees apprised of
what's going on. Ensure your team is integrated into this plan on two fronts:
1. Helping deliver communications through the appropriate tools
2. Providing technical guidance for employees who are using unconventional working techniques, such
as working remotely.
If your company doesn't have a communications plan, provide some guidance and ensure communications
are regular, forthright, and informative. It's OK to share that you don't have all the answers, as long as that's
paired with activities that you're employing to keep the company moving and keep employees safe and
informed.

6. Activating (and potentially create) unconventional working plan

As a technology leader, you may need to create a response for everything from employees who are working
from home for the first time, to how to sanitize technology devices from terminals to timeclocks in
warehouses and factories that must be kept operating. Let your guiding principles direct where you focus
first, and start with the resources and tools you have already. If you have a subset of employees who already
work remotely, see if you can extend the tools that they're using, or activate tools you already own,
like Office 365 or G Suite. In the immediate term, consider relaxing some of your IT policies and allow
employees to identify tools that may help. Consider "crowdsourcing" best practices for remote working,
which is as simple as calling any vendors that frequently use remote work to ask for their tips, to setting up
an email hotline or regular videoconference where employees can share tips and techniques.
Regularly reassess how your plan is working, and update your guidance to employees and policies as you
progress. Start with a triage mentality, whereby you tackle the biggest problems and obstructions to working
first, and revisit the less crucial cases later.

7. Starting continuity planning

If you have an existing business continuity or recovery plan, use that as a baseline for your coronavirus
business continuity planning. There are two key components as related to the coronavirus, short- and longer-
term planning. In the short term, you'll need to develop a plan to keep key employees working and ensure
key data are not being put at risk due to unconventional working techniques. Your goal is to avoid key data
getting lost in the shuffle that comes with rapidly changing work logistics.
In the longer term, consider how you'll create a more robust unconventional working plan as well as how
you'll start to transition back to a more traditional working environment. The timelines for these events will
be difficult to predict and should be based on the advice of experts and your guiding principles, but ideally
you'll have a more orderly and thoughtful approach to returning to work than the time-crunched transition.
As you refine your crisis planning, and gradually transition from triage mode to more proactive planning, you
can shift your focus to optimization and recovery, and begin devoting some of your attention back toward
growth and strategic priorities rather than crisis management. Be prepared to rapidly shift back into crisis
mode as needed, but avoid the urge to remain so focused on the moment at hand that you ignore the light
at the end of tunnel.

Conclusion
No matter what type of crisis strikes your business, insufficient and inadequate crisis management comes at
high reputational and financial costs, that will for sure be always too much to quantify. Having a proper crisis
management plan beforehand can save your company keep employees safe, safeguard your company’s
reputation and revenues as well as adhere and be at par with local legal requirements. By having such a plan,
your company will be one step ahead of the crisis and at the moment it strikes, your company will be fully
prepared.
3. Create strategic options for the future of an organization that fit the external and
internal environments.

Strategic options:
Strategic options are creative alternative action-oriented responses to the external situation that an
organization (or group of organizations) faces. Strategic options take advantage of facts and actors, trends,
opportunities and threat of the outside world. Strategic options can be identified after an institutional
assessment, keeping in mind the aspirations (basic question) of an organization. The tool ‘Strategic options’
helps to identify and make a preliminary screening of alternative strategic options or perspectives.
The identification of strategic options is a creative process that can be done in small (sub-) groups of no more
than eight persons; meanwhile taking care that hierarchy does not restrict people to actively contribute
ideas. The formulation of strategic options can take place after institutional analysis, and after (or in
combination with) reaching clarity on the mission and aspirations of the organization. In other words, this
tool formulates possible responses to the opportunities and threats you identified by making an
environmental scan, coverage matrix and/or stakeholder analysis.

To improve the performance of different lines of businesses, a company may consider any or a combination
of the following corporate strategies:
1. Divestiture Strategy.
2. Harvest Strategy.
3. Liquidation Strategy.
4. Turnaround Strategy.
5. Restructuring Strategy.
6. Multinational Strategy.

1. Divestiture Strategy
Divestiture strategy is the strategy of selling off a business unit or a division of a unit because it fails to fetch
enough profits for the company or because of its dim prospect of profitability and growth in the future or
for some other reasons.
Divestment or selling off a business unit to ‘independent investors’ is called spinoff. Sometimes, a business
unit is sold off to its management – commonly known as ‘management buyout.’ Company’s managers buy
the unit.
Usually, the managers raise cash by issuing bonds and then use the cash to buy the shares/stocks of the
business unit.
It was found that some companies had difficulties in managing a large number of business units. They have
divested certain business units to focus their resources on the core business.
Divestiture strategy enables a company to narrow down its diversification base through divesting some
business units that have no (or little) strategic fit with its main businesses or that have no ability to make a
substantial combination to the earnings of the company.

2. Harvest Strategy
Also known as ‘asset reduction strategy’, harvest strategy entails decreasing the investment in a business
unit and extracting the investment as much as it can.
The company tries to harvest all the returns it can. It reduces the assets to a minimum.
When a company adopts a harvest strategy, it halts investment in a business unit to maximize short term
cash flow from the unit. Subsequently, the unit is liquidated.

3. Liquidation Strategy
Liquidation strategy is the strategy of writing off a business unit’s investment. This strategy is usually adopted
when it becomes difficult to find a buyer for a losing unit.
Generally, the weak business units (financially or in terms of managerial performance) follow a liquidation
strategy. If a turnaround is not possible, a liquidation (or divestiture) strategy is the last resort.

4. Turnaround Strategy
A company is a weak competitive position may apply a turnaround strategy. Turnaround strategy is the
strategy of reverting a weak business unit to profitability. This strategy aims at restoring a losing business
unit to profitability.
To make a poor company profitable, management may redeploy additional resources, instead of divestment
or liquidation. However, the company must have enough resources and capable managers to turn the
business unit around.
Lee Iacocca applied a turnaround strategy to regain the position of Chrysler Corporation (one of the giant
American car manufacturers) in the 1990s and was tremendously successful.
This strategy works best when ‘the reasons for poor performance are short term, the ailing businesses are
in attractive industries, and divesting the money-losers does not make long-term strategic sense.’
Turnaround strategy may include the following actions:
• Selling or closing down a losing unit having a poor prospect.
• Changing the present strategy and adopting a different business-level strategy.
• Creating a new venture to earn greater returns.
• Undertaking measures for cost reduction.
It may be noted that a turnaround strategy can be applied for both a single business company and a
diversified company.

5. Restructuring Strategy
Restructuring strategy involves divestment of one or more business units of a diversified company and
acquiring new business units.
Thus, the business makeup of the diversified company takes a new shape. This strategy calls for reorganizing
the business portfolio of the company.
For this purpose, ailing business units are sold off, and prospective new business endeavors are undertaken.
For example, if a diversified company, over a 4 or 5-year period time, sells off 2 units, closes down 3 weak
units, and adds 4 new lines of business to its business-portfolios, these efforts of the company can be called
restructuring strategy.
Thompson and Strickland have identified seven conditions that prompt a diversified company to undertake
restructuring strategy:
• When the long-term performance prospects of the company have become unattractive.
• When one or more of the company’s business units have been facing hard times.
• When a newly-appointed CEO decides to restructure the company.
• When the diversified company wants to build up a strong presence in a potentially attractive new
industry.
• When the company needs huge cash for acquiring a very prospective business and so needs to sell
off some units.
• When environmental changes force the company to shake-up the existing portfolio to improve
corporate performance.
• When changes in markets and/or technologies compel the company to split the company into
separate pieces rather than remaining together.

6. Multinational Diversification Strategy

A company may follow a strategy of diversifying its business into foreign markets. When a company faces
hard times in the domestic market or finds a high prospect in foreign markets, it may undertake a
multinational diversification strategy.
A multinational diversification strategy warrants cross-country collaboration and strategic coordination.
This strategy becomes effective when it results in competitive advantage and increased profitability.
Multinational diversification offers several ways to build competitive advantage:
• Full capture of economies of scale and experience curve effects.
 • Opportunities to capitalize on cross-business economies of scope.
• Opportunities to transfer competitively valuable resources from one business to another.
• Ability to leverage the use of a well-known and competitively powerful brand name.
• Ability to capitalize on opportunities for cross-business and cross-country collaboration and strategic
coordination.
• Opportunities to use cross-business or cross-country subsidization to outcompete the competitors.

So, a company can choose one of these or a set of these strategy options.

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