Photooxidation Driven Substitution Reactions

Question: Discuss about the Photooxidation Driven Substitution Reactions. Answer: Introduction: The concept of strategy has emerged to be an effective concept in the world of business, and yet most often it is being confused with the concept of goals or objectives of an organization. A strategy is defined a mean of achieving the organizational goals, which can help the particular organization gain competitive edge. There is no gain stating the fact that any organization, in order to sustain itself in a highly competitive consumer market, must ensure that it formulates and implements important plans that can help it outrival its major arch-rivals of the market. However, since the selection of a strategy can make or mar business, it is important to carefully select a strategy. An organization, competing with locally manufactured products, may consider geographical expansion strategy, or an emerging organization may consider the low price strategy, that will help it penetrate the market and capture consumer attention more effectively. Besides, acquisition strategy, growth strategy or the prices-skimming strategy are some other examples of strategies (What is Strategy 2017). However, while selecting an effective strategy, an organization will have to consider its competitors, evaluate the strategies already used by them, and conduct research on the tastes and preference of the consumers. Accordingly, the organization will have to determine its strategy by deciding what price it should sell its products at, or what should be the unique selling point of the products sold. However, a strategy is of no use, if it is not implemented, and hence an organization must ensure that it utilizes its resources and capabilities, for realizing and implementing the formulated strategies (Grant 2016). PepsiCo is one of the most recognized organizations operating in the international market of soft drinks and beverage products (Shen and Xiao 2014). The organization has expanded in other parts of the world, including Hong Kong. However, the organization encounters stiff competition from some of the rival organizations in Hong Kong, such as Coca Cola, and especially health drink selling organizations, such as Joe the Juice and Nood Food. While determining the strategy of PepsiCo in the market of China, it is important to analyze the preference of the consumers of the country. As it is a well-known fact that the Chinese market has emerged to be one of the largest markets for health conscious products, and report suggests more than 50% of the consumers prefer health drink over soft drinks (Yiu Ng and Ma 2013). Hence, the product diversification strategy will be the most effective strategy for the company, and instead of focusing on the production of soft drinks, the organization may c onsider the idea of production of health drinks and sports drinks. With the help of this strategy, the organization will be able to compete with companies such as Coca Cola the market of which is solely confined to the soft drink products, or Nood Food, whose market is confined to the production of health drinks (Shen and Xiao 2014). By adopting the product diversification policy, the organization will be able to expand its target market, leading to the growth of its profitability and helping the company gain competitive edge (Yiu Ng and Ma 2013). In a highly competitive world, any organization intending to sustain itself must consider the option of global expansion. While geographical expansion can effectively help an organization achieve the maximization of profit, conducting foreign trade can be nothing short of a challenge for an organization (Neelakandanet al. 2015). Each country is different from the other in some or other way, and hence while operating business in an overseas market, an organization must consider the differences that it has with the foreign country (Limuraet al. 2016). A country may have cultural, administrative, geographic or even economic differences with a foreign country where its organization wishes to expand (Moalla and Mayrhofer 2014). The larger the difference, the less likely it is for the organization to benefit from international trade. Herein lays the importance of the CAGE framework, as explained by Pankaj Ghemawat. The CAGE framework helps an organization analyze and evaluate the effective ness of the cultural, administrative, geographical and economic factors of a foreign country before expanding business in that country. The expansion strategy should rely on the extent the two countries share similarities with each other, in which case only international trade will favor both the nations (Moalla and Mayrhofer 2014). For example, if a hospitality industry belonging to USA wishes to expand in Japan, it must ensure that it is capable of satisfying the food demand of the Japanese consumers (Nye and Welch 2015). Xiomi, a Chinese organization is considering the option of expanding in the US market, and yet it is advisable that the organization considers the option of evaluating the US nation through the CAGE framework before expansion. First of all, there is a glaring difference between Japan and the US in terms of cultural differences, beliefs and ideas. Hence, if the organization intends to merge with an US firm, it will be certainly encountering professional conflict with the managers of the foreign organization. The professional ethics of both the nations is quite different and opposed to each other (Herzfeld 2015). However, if one tries to consider the economic factors, it can be easily said that the expansion of Xiomi in the USA is indeed a favorable idea, considering the economic stability of the US consumer market, along with the technologically advanced infrastructure it possesses (Campos 2015). Hence, economic differences in this case should be exploited by the organization as it wo uld offer the organization greater scope of innovation, ultimately lading to the rise of its profitability. However, at the same time unemployment problem is a remarkable problem in the USA, which implies low purchasing power of the consumers, as compared to the market of Japan. Hence, any organization before expanding to a foreign country, must evaluate all the four factors, in order to achieve organizational success in international trade (Nye and Welch 2016). Reference Title: de Campos, J.L.D.A., 2015.Psychic Distance-A Literature Review on the Concept and an Analysis Along the CAGE Framework(Doctoral dissertation). Grant, R.M., 2016.Contemporary strategy analysis: Text and cases edition. John Wiley Sons. Herzfeld, K.F., 2015.Price and quantity trends in the foreign trade of the United States.Princeton University Press. Moalla, E. and Mayrhofer, U., 2014.How do different dimensions of distance affect market entry mode choice? An application of the CAGE-distance framework(No. hal-01134087). Neelakandan, P.P., Jimnez, A., Thoburn, J.D. and Nitschke, J.R., 2015.An Autocatalytic System of Photooxidation-Driven Substitution Reactions on a FeL? Cage Framework. Nye Jr, J.S. and Welch, D.A., 2016.Understanding global conflict and cooperation: an introduction to theory and history. Pearson. Shen, X.J. and Xiao, J.C., 2014. New condition of international regional economic cooperation and One Belt and One Road Strategy of China.Macroeconomics,11, pp.30-38. What is Strategy?. 2017. [video] https://www.youtube.com/watch?v=TD7WSLeQtVw: David Kryscynski. Yiu, D.W., Ng, F.W. and Ma, X., 2013. Business group attributes and internationalization strategy in China.Asian Business Management,12(1), pp.14-36.