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Configuring Firms For International Business

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Question:

Identify the Core Problem Configuring Firms for International Business.
 
 

Answer:

Introduction

This section provides overview of the paper; it identifies the core problem to be discussed in configuring firms for international business. Provides an analysis of all problems identified and other alternatives in addition it discusses about the recommendation. The core problem answers   major questions regarding Lundbeck’s structure in Asia. Analysis of the study shows that most markets are trying to get better positions of the market assets. It also discusses the four measures put in place that drives Lundbeck’s framework which included speed, specialization, compromise and results. A well established business culture in overall market firms will also be analysed as the key point in configuring international firms. Other alternatives will discuss various divided levelled structure which provides larger business task of subdividing the big sections of business association into semi free get-togethers. The recommendations for this case are to introduce a win-win situation that will help configure the firms. They also have to adjust and adapt in different cultural setting.  Framework put in place will be an important administration handle for responding to customers change and demand, arranging focus on CNS, revealing strategies of carrying out business and controlling the whole regard chain from R and D to bargains.

 

Problem Statement:

The vice president of Lundbeck Michael Anderson and a driver of a pharmaceutical firm in Denmark presented questions regarding Lundbeck’s structure in Asia. The major points enquired about were; how to get a position of the market assets, problems associated with culture and business and conflict between Rajar and Jun.

Analysis

In 2005, the Asian market of pharmaceutical had near to 20 percent in general of the industry which was standing at 97.4 billion dollars. This was a rate improvement of each penny of 6.4 a year that was not supposed to change but persist for an additional important drawn-out period (Ajami, 2010). However, most markets in Asia are not the same. Therefore, most markets are trying to get a better position of the market assets. Example in this case is Japan which is the best Asian market standing at each penny of 55 of the whole market and had an increment of 2.4 percent rate per year. China on the other side had an increased rate of more than a percentage of 20 each year and stands at 17.5 for each penny. South Korea is another greatest Asian market together with India, having 8.3% and 8.1% respectively. Other markets stand a percentage rate of 11.3 in each year. (Wang, 2002)

Rajar had a wide association throughout Asia with Lundbeck. He greatly likes to help the country directors of Asia ensure their business grows and out of the good achievement he was rewarded. Rajar was placed around executing the Asian Lundbeck system. His success was determined by how good he could build the Asian region and implement that method. Rajar being a timely communicator he gave clear values to Jun who had clear cravings that could reveal a way for Lundbeck Korea which took after the techniques of Lundbeck. Rajar played a big part in organizations and his presence was very important. He also took part in dealing with social affairs and the Asian country chief’s gathering. With the high opinion of administrator Michael Anderson, the association which attempts to involve his principles should pick Rajar to work for them. Since he thinks of the whole firm and ensures the missions and destinations of the association is fulfilled. In case of any issues coming up he definitely will be the appropriate probability to settle conflicts that might arise in the firm. (Lundbeck, 2010)

 


Four measures have been put in place which drives Lundbecks framework, they include; speed, specialization, blend and results. Under speed, the framework uses its small size as excellent position, the aim was to ensure and keep up short important authority handle that will act fast to an increasing market force. In addition, the reason of using small size is for the market to adapt on how to act to risk and how to keep up business practises that are good. For specialization, Lundbeck aim involves; streamlining its major things, advancing CNS business, improve its procedures and business frameworks. To achieve this he focused on passing its news on, displaying resourceful things and maintaining an engaged cost structure. Lundbeck concentrated more on the CNS pharmaceutical range through specialization unlike its opponents who focused on covering a wider part that put more emphasis on broad variety of human administration things and pharmaceutical items. Under compromise Lundbeck’s aim is changing into a pharmaceutical firm. For the framework to achieve the change, it tried to continue to create strong abilities throughout the market chain that is from data and control of research to pharmaceutical firm, advancing and bargaining. Finally the results were expected to provide reliability to whole deal to its share hold at this moment. Lundbeck had in mind that minimal size firm offers good position for about 70 percent that puts it in a position to set up many assistants. This will eventually settle the conflict arising from different societies due to different business cultures and the aim of Lundbeck is to modify his own way of providing to others. (Bardy, Massaro, & Zanin, 2014)

Alternatives

Various divided levelled structure provides larger business task of subdividing the big sections of business association into semi free get-togethers. The semi free business sections are independently focused on a fixed part of the association’s organization. The divided structures also include a couple of parallel gatherings that focuses on a single organisation line. Division of sections are favourable because it allows gathering to focus mainly on one thing or organization with specialist’s structure which sponsors its main targets. By having pioneer of its own, the division most likely would get all the benefits it wants from the association. For instance in this case, Lundbeck view Asia as a nearby division containing of ten helpers that joined China each having a comparative brand image. However, the different procedures of cooperating their image to be recognized by the whole society , area, district and the public differentiated them which results to improvement in self-governing specifically fitted in every area. The advantage of having these divisions is that it provides support, control, course and bearing of reinforcements in the region by Lundbeck. It has the ability of providing control over its allocation, displaying and bargains. At the end it will allow Lundbeck to join Asian market in to its system of speed, specialization, blend and results.

 


The traditional structure is the preferred legitimate structure that suits Lundbeck Korea because it keeps up its image and targets. If Andersen separates Lundbeck Asia from Lundbeck Korea the results will be both negative and positive. On the positive side of the result is that, the separation would allow more development in the market, a mindful social complexity that improves openness amongst neighbourhood. As an outcome of the good conditions, culture of trust will be created. On the other side, the separation would lead to negative outcome which is discussed as the disadvantages brought about by the separation which would result to an ideal condition whereby advertisement and exhibition will be hindered and the movement from the divisions nearby will be disconnected. Also by Andersen separating Lundbeck Asia from Lundbeck Asia there would be alot of burden that could make Lundbeck Korea remain as the major market center and above Lundbeck Asia. The identities of clashing administration could also disconnect the parent division and the backup. In conclusion, if Lundbeck Asia separates from Lundbeck Korea, it possibly would lose support from South Korea and note worthy strong interconnection. (Andersen, 2005)

 

Recommendations:

A win-win circumstance is considered to address Anderson issues and will not make Rajar or Jun to leave the organisation. The recommendation on this case would be that the win-win situation should ensure both Jun and Rajar stay in an organization. This will help provide Jun with more opportunities and at the same time Rajar being around he will help regulate operations because of the previous experience he has that makes him well experienced in Asia business. In addition to this the aim is to fulfill the need of each part and therefore keeping them together will be a great idea. As much as their might be strictness relating with each other, they have to identify the idea they share and the criteria they use in approaching circumstances. They also have to adjust and adapt in different cultural setting. Speed as a framework when put in place will be an important administration handle for responding to customers change and demand

 

Reference

Ajami, R. (2010). Asia-Pacific Business Practices and Realignments. Journal of Asia-Pacific Business, 11(2), 75-77. https://dx.doi.org/10.1080/10599231.2010.481184.

Andersen, M. (2005). Special Issue of the International Business Review The changing Chinese culture and business behavior. International Business Review, 14(6), 795-796. https://dx.doi.org/10.1016/j.ibusrev.2005.08.003.

Bardy, R., Massaro, M., & Zanin, F. (2014). Levers of control and knowledge sharing in alliances among Large Firms and Small Firms in the pharmaceutical industry. Management Control , (2), 121-142. https://dx.doi.org/10.3280/maco2014-002006.

Lundbeck. (2016, December 24). Lundbeck worldwide. Retrieved March 1, 2017, from https://lundbeck.com/us/about-us/lundbeck-worldwide

Lundbeck expands the agreement with Teva to include marketing of Azilect® in selected Asian countries (OMX: LUN). (2010, February 24). Retrieved March 1, 2017, from https://investor.lundbeck.com/releasedetail.cfm?releaseid=608603.

Wang, N. (2002). China and the Global Business Revolution (review). China Review International, 9(2), 507-514. https://dx.doi.org/10.1353/cri.2003.0121.                 

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