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Integrated Strategy: Market and Nonmarket Components
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no DOI — not checkedCompetitive Strategy
no DOI — not checkedBusiness and Its Environment
no DOI — not checkedInstitutional officeholders are best viewed as a part of their institution rather than as interests, even though they may have personal policy preferences.
no DOI — not checkedSince the FDA had already declared the tomato to be no different than a regular tomato, Calgene's alternative was to declare it as GRAS (Generally Regarded As Safe) and market it.
no DOI — not checkedCemex might have recognized that it was vulnerable to an antidumping petition, since in 1986 U.S. producers had filed an antidumping petition against cement producers in eight countries including Mexico. That petition had been rejected because the International Trade Commission found that the U.S. economy was growing and concluded that the industry had not been materially injured. When the U.S. economy faltered and the construction industry in the Southern tier states contracted, Cemex's U.S. penetration strategy was vulnerable.
no DOI — not checkedCemex brand bagged cement is sold through 4,500 exclusive dealers.
no DOI — not checkedWhile the antidumping petition was being decided and appealed, Cemex also conducted limited lobbying activities to make certain that legislators, particularly those in states in which it had operations, understood Cemex's position on the antidumping issue. More extensive lobbying was not worthwhile because the issue was under the institutional jurisdiction of administrative agencies and the judiciary.
no DOI — not checkedThe petitioners represented approximately 61% of the industry in the Southern tier states.
no DOI — not checkedThe company decided to enter those markets because they were similar to the U.S. market, and volume retailing seemed to work there.
no DOI — not checkedThis opposition sometimes forced Japanese retailers to wait up to ten years for approval to open a store. More often, however, the retailer would either drop its plans to enter or negotiate an arrangement with the local merchants.
no DOI — not checkedToys ‘R’ Us does not design or manufacture toys, so it is not vertically integrated beyond its supply system.
no DOI — not checkedPorter (1980), op. cit., p. 29.
no DOI — not checkedPorter (1985), op. cit., p. 25.
no DOI — not checkedGale and Buchholz also discuss the relationship between political strategies and Porter's five forces. Gale Jeffrey, Buchhholz Rogene A. “The Political Pursuit of Competitive Advantage: What Business Can Gain from Government,” in Marcus, Kaufman, Beam, op. cit., pp. 31–42. Yoffie characterizes strategies in terms of the style of approach to political issues. Yoffie David B. “Corporate Strategies for Political Action,” in Marcus, Kaufman, Beam, op. cit., pp. 43–60.
no DOI — not checkedCompetitive Strategic Management
no DOI — not checkedBartlett Christopher A., Ghoshal Sumantra, Managing Across Borders: The Transnational Solution (Boston, MA: Harvard Business School Press, 1989), p. 14.
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