Nternational Strategy Case Study

I nternational strategy refers to a range of options for operating outside an organisation’s country of origin (Johnson, Scholes, & Whittington, 2008). In order for firms to compete and grow, they have to venture into new markets, seeking to increase their market share and explore other opportunities, overcome their weaknesses and turn them into opportunities. There are many ways of business expansion such as and including global expansion and diversification. A firm needs to assess the international potential of different markets, identify the sources of competitive advantage in international strategy through global sourcing and exploitation of the local factors. They need to distinguish between the various types of international strategy, …show more content…
Kerry is a global leader supplying to some of the biggest names in food and beverage industry such as Nestle, PepsiCo, McDonalds etc (Kerry Group Introduction Presentation 2015). For further expansion of the same see Appendix 1: Supply Chain to Brands Overview. In the exploration, the study will venture into the firms potential for expansion, their profiled key market and their entry mode choice of expansion. Furthermore, a critical analysis of firm’s International Marketing Strategy i.e. Discussion of 4 P’s will follow and recommendations regarding future International Marketing Strategy will be addressed. A target market is a specific group of consumers that a company would tailor its marketing strategies. Since the firm has a broad range of brands, this study will focus on a particular target market ingredients and …show more content…
1979 was to be a watershed in Kerry’s history. It was clear that if the firm was to continue to grow and develop, it would need to reduce its reliance on dairy products and diversify into more ‘value added’ activities. The Board of Kerry Co-operative and its management realised that the future lay with strong, diversified businesses capable of competing in a world market. In terms of the food sector Kerry viewed this as a momentum towards the development of large international companies, financially strong, with a significant share of any market in which they chose to compete. In 1980 a five year corporate plan was defined and agreed by the Board, R&D became a priority, overseas offices were opened and the quiet search for suitable acquisitions began. Kerry was determined to become a large scale food business and an appropriate management structure was put in place to cater for this strategy. The diagram below illustrates this framework (Kerry Group). Refer Appendix 2: Diversified Product Portfolio for Kerry Ingredients &