Case Study Of ABUS

1460 Words 6 Pages
1. The internationalization strategy for ABUS company is transnational. A company following a transnational strategy “retain as much core service and product offering as possible, while adapting to the local demands in the host country” (Bjerregaarad, 2017). ABUS adopts locally by acquiring companies with substantial knowledge about the local markets. As stated in the class ABUS even goes as far as keeping original staff and event management from the headquarters (Case, 1).
ABUS also tries to push the same products into all markets thinking the culture differences of each country won’t affect the sales of the products.This strategy has worked for ABUS in the past because ABUS is able to tweaks its productions to local markets and grow at
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A multidomestic strategy responds to local market needs. This is achieved by being highly decentralized and hiring local management (Bjerregaarad, 2017). Because ABUS is not multidomestic they failed to attained the opportunity where Netherlands became the first country in Europe to have a legal helmet requirement.As stated on page 4 of the case, “no one is doing any market research on a continuous basis” (Case, 4) If ABUS moved to an multidomestic strategy, local management in Netherland would have picked up on this opportunity and this opportunity would have not been …show more content…
To implement this project ABUS would need to invest into supplying their employees with classes and give them the time to learn. Also having english as a common language can caused inefficiencies. People cannot be themselves, can become anxious, and become mistrusting ( (Lecture 4, 6)
A common language policy can be implemented the same way Rakuten did in Japan. Employees has two years to learn english or be at risk of being fired. Rakuten was successful implemented this policy by convincing employees was a necessary move to stay competitive in the future. Next they supplied paid classes to all employees (Lecture 4, Slide 45). ABUS should use this same strategy. First, convincing their employees to be part of this movement instead of creating separation. Second, supplying all the tool the employees may need to be

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