A process of moving its business operation into two or three layers by integrating its core businesses into other processing operations.

requires crafting a multi-business strategy that involves operating in different business environments and product markets.

The firm develops strategic competencies that must be tasked to develop new ventures that will increase corporate revenue.

it is one important component in the production of goods and services as no international business would locate its operation where the labor cost is more than its domestic operation.

The process of decentralizing operating decisions to tailor fit the product according to the needs and wants of consumers in a particular country.

Related to instability in the government where the firm intends to operate. Changes in a political leader and type of governance may create new business regulations such as tariffs and taxes.

the process of establishing marketing and distributing of products to a foreign country.

when firms operate in markets that are competing or complimentary with each other.

Focuses on strategic operation on a single type of business with an added twist by offering other services or products that will generate added revenues.

Getting a certain revenue from interrelated operations.

The corporate sharing of activities to the new venture reflects the transferring of knowledge and the development of strong capabilities.

Refers to the power of the firm when it can sell its products or services below the competing firm or to reduce the cost of production and distribution by offering similarity in product quality.

Unrelated system of diversification where the firm invests its capital resources on ventures that will protect its core business operation while generating profit from their investments.

Are a complex set of values and resources that links the different business activities in the managerial and technological knowledge, experience, and expertise.

the incentive to diversify came from both internal and external environments. The external environment came for incentives given by the government for new industries.

corporate expansion of plants and facilities needs land.

the Philippines is rich in natural resources which could be transformed into finished products for exports.

the opening of more infrastructure like expressways and the development of road systems are factors that would encourage multinational corporations to locate their facilities in the country.

manufacturing of goods is not a monopoly of one company. They are dependent on the support of available suppliers.

This strategy focus on the development of more standardized products across country markets.

It is an international strategy through which firms seek to achieve global efficiency and local responsiveness.

the process of allowing a foreign firm to purchase the right to manufacture the firm’s product within the country. 

has become a popular arrangement in international expansion as it allows the partner firms to share and risk in common resources.  

big multi-national national corporations would like to expand their operations by buying out non-performing firms in some countries where they would like to penetrate the growing market needs.

it is the establishment of a wholly owned new subsidiary in a foreign country.

Working across international markets provides the firm with new learning opportunities. The sharing generates synergy that contributes to the production of higher-quality goods and services at a lower cost.

Firms enjoy economies of scale by producing and distributing products internationally. 

Some firms operate in another country because of lower labor costs.

The primary reason for investing in a foreign market is to generate an average return on investments.

provides the framework within which strategies are used and the necessary mechanism for effective implementation and control

specifies specific work to be done and the procedures given the desired strategies.

the ability to select the most appropriate strategies and match them with the appropriate organizational structure that would deliver the firm to its target objectives.

provides the stability the firm needs to successfully implement its strategies and maintain its current competitive advantage.

the capacity of the firm to manage its ongoing activities and its daily routine consistently and predictably without effect to its direction of profitable operation.

the capacity of the firm to explore opportunities in the future and shape the strategy for competitive advantage that will generate successful operations.

must act proactively in changing the structure and its corresponding strategies before the stockholders get their foot into the problem.

is an important aspect of the structure. It guides the use of strategy and indicates performance standards.

are subjective criteria. It is intended to verify that the firms are using appropriate strategies to achieve their goals and objectives.

the plan of action while Strategic Implementation is the extent to which the firm operates based on plans and goals.

they need new people to handle marketing and distribution of the products.

the firm will need a new breed of managers and executives to handle the geographical distribution of products and services.

The growth factor develops a higher caliber of executives trusted by the management they will be required to develop consistent strategies relative to their position

Integration of new technology in the manufacturing of new products needs a new structure and the same time developed new strategies to make products survive in the market.

Refers to expanding a company's operations into new or unrelated products, services, markets, or industries.

The owner-manager makes all major decisions and supervises all operations from production to marketing of products and services.

A functional structure is a business structure that organizes a company into different departments based on areas of expertise.

aligns a company according to individual divisions, which are based on geographic locations, products, or services.

people are grouped together based on the product or service they provide, not the work they do.

a simple direct line of supervision and control through the direct line relationships between the owner/manager.

groups employees based on specializations

is the assessment of people within the organization who are ready for corporate governance.

It is the process of collecting career positions from outside the organization other than the one for which they work currently.

The firm must develop a long-term vision of its strategic intent. The long-term direction that is planned and conceptualized with its level of management is the driver of strategic leadership behavior in terms of corporate productivity and expansion.

Strategic leadership ensures that the firm exploits and maintains its core competencies in the production of quality products, delivering them to customers at a price that is affordable, and maintaining sustainable operations through effective customer relations.

Strategic leadership emanates from the development of human capital that runs the whole operational strategies of the firm.

Organizational culture is a complex set of corporate ideologies and core values that are shared throughout the firm, and it influences the way business is conducted.

Entrepreneurial opportunities are important sources of growth and innovation. It could be encouraged or discouraged.

allows the employees to take actions that are free of organizational constrains and permits individuals to be self-directed.

is the tendency of the firm to encourage employees to engage in experimentation and creative processes or develop new products and support new ideas and technological development for the firm’s competitive advantage.

a willingness of the employee and firm to accept risk when pursuing new entrepreneurial opportunities.

constantly uses process to anticipate future corporate expansion in terms of market share and to satisfy customer demand before others in the industry take the lead.

is the tendency of the firm to develop strategies and actions that allows it is consistently and substantially outperform other firms in the industry.

recognizes the importance of corporate cultural changes when needed even if it is quite difficult to change over time as it is incremental to the implementation of corporate structural reforms and re-engineering strategies.

are synonymous with the image of the firm in the business world. The effectiveness of the corporate process increases when they are based on ethical practices as it builds the image of the firm among its various stakeholders.

is the final component of effective strategic leadership. responsibility of top and managerial executives.

is the key to competitive success in the development of entrepreneurship.

is the process of creating new products that develops corporate competitive advantage.

good vision anticipates the weaknesses, opportunities, strengths, and threats (WOST) in the environment.

Strategic Planning is the process of analyzing the present environmental conditions through the different data available to the entrepreneur. It requires foresight and the development of a business directional map towards the destined business future

to match the firm values and directions in attaining customer satisfaction which is the essence of procedural activities for competitive advantage.

programs and activities need defined procedures and developed strategic action plans that set the firm in motion with certainty and proper. direction.

as each strategy must be done at the right time and at the right place.

Entrepreneurial strategies need budgets in terms of capital resources for it to operate effectively.

it must be able to measure the extent of strategic evaluation of the external environment that affects the performance of the internal factors within the organization.

refers to the extent of performance made in terms of product output quality of product and market acceptability.

the strategies applied must be acceptable to the team players as they are achievable

Strategies must be measured in terms of result in carrying out the competitive advantage

effectively done could be an instrument in changing strategy directions when the strategies have to be realigned to the changing business condition.