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10Company 2: Austar CommunicationsAccording to Ferreira

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  • "10Company 2: Austar CommunicationsAccording to Ferreira et al.(2014), Austar can expand its services overseas through utilizing itsgeographical Arbitrage strategy. It, therefore, helps in creating opportunities in various globalcountries through uti..

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  • "10Company 2: Austar CommunicationsAccording to Ferreira et al.(2014), Austar can expand its services overseas through utilizing itsgeographical Arbitrage strategy. It, therefore, helps in creating opportunities in various globalcountries through utilizing the geographical differences. It makes the best use of resources withinthe organizations to transfer the products and services overseas and across borders. It may alsoutilize economic differences of Arbitrage strategy to get into the global market. It also definitelyhelps organization in marketing as well as developing the services in foreign market withpotential customers (Dixit and Skeath, 2015).ConclusionThe overall report deals with implementation of AAA framework in different organizations andtheir level of acceptance of it. This framework helped in developing a summary scorecard thatindicates the extent of success that organizations will have on globalization. The Adaptationstrategy deals with cross-market differences that help in blending the advantages of local market.In the Aggregation strategy, it is seen that the organizations had aimed towards overcomingcross-cultural groupings like global accounts, regional structures and product divisions. In theArbitrage strategy, these organizations aimed towards exploiting the differences in market andalso aimed towards maintaining a balance between demand and supply. There are severalchallenges present in these strategies that needs to be mitigated by the organizations for asustainable international business growth and development. The companies mentioned aboveneeds to focus on these 3A’s for building a competitive advantageous position in this globalworld. These organizations aim towards maintaining a balance between these strategies thathelps in targeting and positioning new markets and customers.11ReferencesAriño, A., 2015. Semi-globalization: A Relevant Reality. In Emerging Economies andMultinational Enterprises (pp. 35-42). Emerald Group Publishing Limited.Berry, H. and Kaul, A., 2015. Is There a Multinationality Effect? A Replication andReexamination of the Multinationality-Performance Relationship. A Replication andReexamination of the Multinationality-Performance Relationship (June 15, 2015).Collis, D.J., 2015. The Value of Breadth and the Importance of Differences. In EmergingEconomies and Multinational Enterprises (pp. 29-33). Emerald Group Publishing Limited.Dawson, J.A. and Mukoyama, M., 2014. Building international strategy with formats andformulae. Global Strategies in Retailing. Asian and European Experiences, pp.37-54.Dixit, A.K. and Skeath, S., 2015. Games of Strategy: Fourth International Student Edition. WWNorton & Company.Ferreira, M.P., Santos, J.C., de Almeida, M.I.R. and Reis, N.R., 2014. Mergers & acquisitionsresearch: A bibliometric study of top strategy and international business journals, 1980– 2010. Journal of Business Research, 67(12), pp.2550-2558.Ghemawat, P., 2013. Redefining global strategy: Crossing borders in a world where differencesstill matter. Harvard Business Press.Ghemawat, P., 2015. From International Business to Intranational Business. In EmergingEconomies and Multinational Enterprises (pp. 5-28). Emerald Group Publishing Limited.Jha, S., Dhanaraj, C. and Krishnan, R., 2014, January. MNE R&D in Emerging Markets:Arbitrage, Adaptation & Aggregation in Global Innovation Networks. In Academy ofManagement Proceedings (Vol. 2014, No. 1, p. 17650). Academy of Management.Johnston, M.W. and Purkis, S.J., 2015. A coordinated and sustained international strategy isrequired to turn the tide on the Atlantic lionfish invasion. Marine Ecology Progress Series, 533,pp.219-235. 12Lin, L.H., 2014. Subsidiary performance: The contingency of multinational corporation’sinternational strategy. European Management Journal, 32(6), pp.928-937.Lloyd, R.A., 2016. CHS Country Operations’ International Business Strategy.Journal of theNorth American Management Society, p.66.Lucea, R. and Doh, J., 2012. International strategy for the nonmarket context: stakeholders,issues, networks, and geography.Martin, X. and van den Oever, K.F., 2013. Progress, maturity or exhaustion? Sources and modesof theorizing on the international strategy-performance relationship (1990-2011) (No. 656747af- da51-4917-92fd-76992c6c7885). Tilburg University, School of Economics and Management.Mascarenhas, B., 2013. The Industry-focused International Strategy.Management InternationalReview, 53(2), pp.251-267.Mauri, A.J. and de Figueiredo, J.N., 2012. Strategic patterns of internationalization andperformance variability: effects of US-based MNC cross-border dispersion, integration, andoutsourcing. Journal of International Management, 18(1), pp.38-51.Morschett, D., Schramm-Klein, H. and Zentes, J., 2015. The Integration/Responsiveness-and theAAA-Frameworks. In Strategic International Management (pp. 25-49). Springer FachmedienWiesbaden.Mullen, C. and Berrill, J., 2015. Minoritynationals: An empirical analysis of the concentration ofgeographic sales expansion in MNCs. The Multinational Business Review, 23(4), pp.277-305.Musso, F. and Francioni, B., 2014. International strategy for SMEs: criteria for foreign marketsand entry modes selection. Journal of Small Business and Enterprise Development, 21(2),pp.301-312.Twarowska, K. and Kakol, M., 2013. International Business Strategy-reasons and forms ofexpansion into foreign markets. Poland: Maria Curie-Sklodowska University, p.55. "

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