Recommendations of Bretton Woods And The Financial Crisis Of 1971 Case Analysis
Home >> Darden Business School >> Bretton Woods And The Financial Crisis Of 1971 >> Recommendations
Recommendations of Bretton Woods And The Financial Crisis Of 1971 Case Study Help
On the basis of above internal and external analysis of the business together with the evaluation of various options, the company is advised to think about alternative 3. As alternative 3 would enable the company to expand in worldwide markets without any reduction in its regional earnings and any degeneration of its market position. By considering Alternative 3, the company could preserve its store experience and brand name originality. It might also think about alternative 2 that might allow the company to access the markets without any prospective investment. The business could pursue alternative 1 which would allow the business to focus on possible worldwide markets rather than the local markets but as the business is highly reliant on the local markets with 90% of its shops in the United States, there fore pursuing alternative 1 would result in the considerable decrease in business's earnings. The company is suggested to think about alternative 3.
Aletrnative-1: Expanding International Brick and Recommendations of Bretton Woods And The Financial Crisis Of 1971 Case Solution Stores
The business has a long term market position in United States which can not be produced soon in the new markets. The option would help the business to broaden in international markets along with the removal of issues raised in its regional markets related to its variety.
Pros:
• Exploration of new worldwide markets.
• Boost in earnings from worldwide markets.
• Removal of problems associated with variety.
• Revenue diversification.
• Step towards being a strong international brand name.
Cons:
• Loss of extensive revenues from the local markets.
• Boost in competitors.
• Distinctions in cultures could led to a failure of the brand especially in Asian nations.
• Low incomes at preliminary levels.
• Boost in marketing expenditures to get market share.
Alternative-2: Introduction of Click and Recommendations of Bretton Woods And The Financial Crisis Of 1971 Case Solution Stores
With the increased patterns towards online shopping, the online stores like Amazon, Alibaba etc. might pose an extreme risk to the market share of business. In this scenario the business might think about introducing Click and Recommendations of Bretton Woods And The Financial Crisis Of 1971 Case Solution shops. These shops with a low requirement of funds to settle would enable the business to reach international markets, without ending its domestic stores.
Pros:
• Low investment
• Lowering competition threat
• Access to the world markets
• Increasing the size of customer base
• Easy to handle
• Large Revenues
• Low Operating Expense
• Easy brand-new market entryway
Cons:
• Risk to the marketplace position
• Removal of brand Originality
• Elimination of the great store experience.
• Danger of decrease in elite sales.
Alternative-3: Expansion towards International Markets Without closing Domestic Stores
Another option that the business might consider, is to expand towards the worldwide markets without closing its domestic stores that adds to the major part of revenues of the company. The pros and cons associated with Alternative 3 are provided listed below;
Pros:
• Minimizing competitors danger
• Access to the world markets
• Increasing the size of customer base
• Large Profits
• Expedition of brand-new global markets.
• Increase in revenue from worldwide markets.
• Revenue diversification.
• Step towards being a strong global brand name.
Cons:
• Extension of concerns connected to variety.
• Differences in cultures might resulted in a failure of the brand name especially in Asian nations.
• Low earnings at initial levels.
• Increase in marketing expenses to get market share.
This is sample work and not applicable to real case study. Please place the order on the website to get your own originally done case solution.