Choose one country that the organization you’ve been working on in this course (since week 1) could consider expanding into. 

Choose one country that the organization you’ve been working on in this course (since week 1) could consider expanding into. 

Read the selected article from the University Library.

Analyze that potential international market by considering the 4 aspects of the Diamond of National Advantage: industry rivalry, demand conditions, related and supporting industries, and factor endowments.

Analyze the forces (in the home market and international market) that will help the organization succeed with its expansion and the forces that may act as barriers to that expansion. Refer to your analysis of strengths and weaknesses completed in Wk 1, the Porter’s Five Forces worksheet from Wk 3, and your analysis of the Diamond of National Advantage.

Evaluate the 4 adjustments leaders must make when expanding internationally (Burkus, 2012). Recommend 1 specific leadership action for each adjustment, such as developing a global mindset, developing sensitivity to cultural differences, decentralizing, deciding on the level of involvement, etc.

Recommend whether the organization should expand into the chosen country. Explain your rationale.

Create a Microsoft® PowerPoint® presentation to present your analysis and recommendation. Include the following sections in your presentation:

    • A cover slide (Slide 1)
    • An agenda (Slide 2)
    • Identification of the country you have chosen (1 slide (3), with brief speaker’s notes)
    • 1 slide for analysis of each of the elements of the Diamond of National Advantage (4 slides, (4-7) with speaker’s notes) 
    • A summary of analysis of the forces that will help the organization succeed in the new country (1 slide, (8) with speaker’s notes) 
    • A summary of analysis of the forces that will hinder the organization’s success in the new country (1 slide, (9) with speaker’s notes)
    • Leadership actions required to make the 4 adjustments identified by Burkus (2012) (1 slide, (10) with speaker’s notes)
    • A recommendation and rationale (1 slide, (11) with speaker’s notes)
    • A conclusion (Slide 12)
    • References (Slide 13+)

Cite at least three peer-reviewed references from journal articles to support your assignment and make sure your references have corresponding in-text citations.

Format your citations according to APA guidelines.


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Entrepreneurial Strengths and Actions to Increase Value Creation




Complete the table below, assessing the company’s strengths and weaknesses and describing the company’s approach to innovation.


Company name:
Company website URL:
3 to 5 entrepreneurial strengths of the company (90 – 175 words)





Major elements of the company’s approach to entrepreneurship and value creation (175 words)






1 action the company could take to increase entrepreneurial value creation















Copyright 2020 by University of Phoenix. All rights reserved.


Copyright 2019 by University of Phoenix. All rights reserved.






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Porter’s Five Forces


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Porter’s Five Forces




Complete the table below For the company you’ve decided to assess in week 1, determine the strength of each of Porter’s Five Forces and of the complementors.




Justify your determination with examples.


Industry force Strength Provide a justifying your determination with examples

  High Medium Low  
Example   x   This is why I believe it is medium.
Threat of new entrants   X   The existence or absence of new enterprises or new entrants in the consumer products industry affects Procter & Gamble’s success. The impact of new entrants on existing businesses and the industry as a whole is analyzed in this section of Porter’s Five Forces Model. It is essential that Procter & Gamble’s plans take into account the following external elements that contribute to the mild severity of the threat of new entrants:

· There aren’t many fees involved with making a change (strong force)

· Average Investment Prices (moderate force)


· Small- to Medium-Sized Scale Economies (moderate force)

Power of buyers     X To increase sales of its consumer products, the Procter & Gamble Company concentrates on meeting the wants and requirements of its target market. The level of customer satisfaction is one of the five factors evaluated in Porter’s Five Forces Model of Industry Analysis. This factor accounts for the effects of consumers and purchasers on businesses and the industry as a whole. Customers or purchasers’ negotiating power is modest because of the following external issues, all of which Procter & Gamble must handle.

· There aren’t many fees involved with making a change (strong force)

· Lack of readily available alternatives (weak force)

· Strong consumer interest in general (weak force)

Power of suppliers     X Procter & Gamble relies on its suppliers to provide the company with the raw and intermediate materials necessary to run its business. Porter’s Five Forces Analysis includes a consideration of how suppliers affect the state of the industry’s overall environment. The lackluster impact of suppliers’ negotiating strength on Procter & Gamble and the consumer products sector may be traced to the following exogenous factors:


· Slightly integrated into the future (moderate force)

· Ample supply in general (weak force)

· Supply-side population density somewhat high (weak force)

Power of substitutes     X Products from Procter & Gamble have alternatives on the market. This part of Porter’s Five Forces Analysis looks at how the threat of substitute products affects both individual businesses and the overall market for the sector. Procter & Gamble faces a modest level of substitutes threat as a result of the following external factors:

· There aren’t many fees involved with making a change (strong force)

· Lack of readily available alternatives (weak force)

· a scarcity of viable alternatives (weak force)

Rivalry among competitors X     Procter & Gamble’s competitive advantage and how the company grows competitive in the consumer goods market are both influenced by the company’s competitive rivals. Competition’s impact on the industry environment is analyzed in this section of Porter’s Five Forces Model. Procter & Gamble faces fierce competition due in part to the following external factors:

· Massive Variety of Businesses

· Extremely Diverse Number of Businesses (strong force)

· Low barriers to entry (strong force)

Complementors   X   Colgate-Palmolive, Church-Dwight, and Unilever are just a few of P&G’s main rivals. P&G obtains about two-thirds of its sales from established countries, whereas Unilever gets the bulk of its income from developing markets, which are rising at a quicker pace.

Han, C., Thomas, S., Yang, M., & Cui, Y. (2019). The ups and downs of open innovation efficiency: the case of Procter & Gamble.  European Journal of Innovation Management.

Day, G. S., & Shea, G. P. (2021). Innovating how innovation works at Procter & Gamble.  Strategy & Leadership.






Copyright 2020 by University of Phoenix. All rights reserved.


Copyright 2020 by University of Phoenix. All rights reserved.



Porter’s Five Forces


Porter’s Five Forces is a framework for assessing and evaluating the competitive intensity and therefore attractiveness of a market or industry.

Threat of new entrants

The threat of new entrants is a measure of how easy it is for competitors to enter your market.

The more capital you have at your disposal, the easier it will be for you to enter the market and compete with existing companies. This can also mean that your products or services are more expensive than those offered by other businesses in your industry, which may cause customers not to buy from you if they believe that others offer cheaper alternatives (or better ones).

As an example, consider how many restaurants there are in New York City: there are thousands! And yet most people know very little about them unless they have been told about one by someone else—and even then it’s hard to remember everything they’ve heard about them because so many details become irrelevant when trying out different ones at random times throughout each day/weekend/month etcetera…

Bargaining power of buyers

In industries with a few buyers, the buyer has less bargaining power. If you have only one buyer and he or she can decide which supplier to buy from, then your supplier might not be able to increase his prices much because there’s no competition from other suppliers who would like to sell their product at a lower price too.

However, in industries with many buyers (like many companies), it becomes harder for suppliers to raise their prices because there are more potential buyers looking for products or services than ever before—and therefore competition between suppliers increases as well.

Bargaining power of suppliers

Suppliers are significant players in the market, and they have considerable bargaining power. This means that they can use their influence to push up prices on the buyer or reduce quality. The supplier might also use this power to force the buyer to take on more of their costs by offering lower prices than what was previously negotiated.

Threat of substitutes

Substitutes are products or services that can be used in place of another. Substitutes are products that are similar to each other, but have different qualities and prices. For example, a car is a substitute for bicycles because it’s faster than them (it does not go as far), has more space inside the vehicle and is easier to park when compared with bikes.

Substitutes can also be found at lower prices than their originals by using competition among sellers of substitutes to drive down costs for consumers so they can buy more of them at this price level without sacrificing quality or safety standards required by law enforcement agencies such as Consumer Product Safety Commission (CPSC).

Intensity of rivalry

The intensity of rivalry is the degree to which two or more firms are engaged in intense competition for the same market share. It is measured through a variety of indicators, such as:

The ease with which new competitors can enter the market

The degree to which substitutes exist for the product or service being sold by a firm (i.e., if there are other similar products on the market)

The degree of buyer loyalty to a particular brand


We’ve seen how Porter’s framework can help us understand the competitive dynamics in a business, but it is not a complete formula. There are many other factors to consider when trying to predict how an industry will evolve. For example, if you want to know how much of an impact Amazon has had on traditional retailers like Wal-Mart or Target, you need to add up all the effects on each company’s revenue (and profits).

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