S. And Canada (Macduff, 2006). This translates into entirely different approach to managing and motivating workers as a result. Third, as a result of these first two factors and the broader aspects of how employees perceive and react to leadership from other cultures, transnational strategies are often the most time-consuming to operate.
Chapter 12 (DQ #1): Review the Management Focus at ING. ING chose to entire the U.S. financial services market via acquisitions rather than greenfield ventures. What do you think are the advantages to ING of doing this? What might the drawbacks be? Does this strategy make sense? Why?
Entering the U.S. market through acquisitions provided ING with the ability to get their highly differentiated strategies up and running much faster than would have been the case otherwise. This also alleviated significant risk that are inherent in greenfield strategies...
There is also the reduction of risk using this strategy as well. The drawbacks are the integration of the acquired firms into the company's existing operations, both at a process and role-based standpoint. There is also the challenge of creating a unified company based on the varying cultures of the companies acquired as well. This strategy overall makes sense especially in the financial services industry as it is one marked by significant change over time and high risk from a rapidly changing product mix.
Chapter 12 (DQ #2): Licensing proprietary technology to foreign competitors is the best way to give up a firm's competitive advantage. Discuss.
This is tantamount to handing over the core Intellectual Property (IP) any given firm has, including their source of lasting competitive
