Monday, May 18, 2020
The Competitive Worlds Growth Of A Business - 1456 Words
INTRODUCTION In the competitive world, growth of a business is based on its ability to generate revenue not just from the local market but also searching for opportunities in the international market. The similar can be magnified for a country, where some economies as whole are credit to International demand till a great extent. In case of few countries, namely Japan and South Korea, that initially functioned as Protectionist, looking after the domestic market, open their markets after WWII and adapted export driven attitude, since being endogenous canââ¬â¢t work well in small populated countries. South Korea proved to have a good model of how a low income country became high income country. When countries around the world where looking for Import Substitutes Korea took up the opportunity and created attractive environment for foreign investors. Japan, who were already leading the export market, has to be credited till a great extent for opening Korean market. The Japanese government `off shored for labour-intensive industries to more to Korea and continue to export to third countries, further Japan also allowed the Koreans to develop their own links with the US market at the time when they started approaching new markets (RJ Castley, 1995) With very similar functions and practices going on the both country few indicators like GDP Growth Rate, Export (percent of GDP) and Inflation will help point out the similarity and difference in last few years: GDP GROWTH (%) Figure 1Show MoreRelatedThe External Competitive Environment at Lenova1593 Words à |à 6 Pagesespecially when the industry is extremely competitive or volatile. Industry evolution brings change in sources and nature of competition (Porter 1979). This essay will analyse the external competitive environment and critically evaluate the strategies employed by Lenovo, a Chinese technological corporation, in dealing with the overall declining trend of the PC (personal computer) market. 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