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硕士论文代写:BRF公司国际化战略

硕士论文代写:BRF公司国际化战略。BRF是一个巴西食品组织,拥有大约30个品牌的投资组合。它遍布近150个国家。他们是全球动物蛋白和食品产品出口的领导者,遍及近五大洲。母子公司模式是公司国际化和创新战略的核心。根据Goffinand Mitchell(2016),国际化和创新是携手并进的,因此有必要评估这两者,以了解组织的创新能力。在接下来的内容中,硕士论文代写专家将为同学们分析下BRF公司国际化战略。

国际化的乌普萨拉模型理论也最好地描述了BRF S.A.所采取的战略(Vahlne and Johanson, 2013;Figueira-de-Lemos等,2011)。根据乌普萨拉模型,该公司首先确定小市场。然后通过缓慢的增量过程在全球范围内建立。“一带一路”似乎以一种缓慢的方式逐步确立了市场主导地位。它没有采取激进的国际战略。这种国际战略中的母子关系首先是在较小的网络中观察到的,在社会图谱中子公司节点的数量较少(Hagedoorn, 1996)。随着时间的推移,随着公司通过经验进行学习,将会有更多的子节点在不同层次上连接,并与父节点聚集在一起。

创新与国际化联系在一起,因此,组织的创新能力将直接依赖于国际化模式、母子互连的形式、知识转移、易学习等。这些相互联系最初是为了规模经济而组织起来的,但后来通过在这些业务子单元中改进经验学习,它们将专注于共同创造和提高价值(Sammut-Bonnici和Paroutis, 2013;El Sawy和佩雷拉,2013)。

在国际扩张中必须定义新的接触规则,因为公司必须创新这些更新的介绍(Marin-Garcia等人,2011;Tao, Probert和Phaal, 2010)。国际化和母子公司网络的建立可以被视为一种威胁,引入了一些限制创新,但它也可以被视为创造机会。在这项工作中,所选择的企业是BRF S.A.。

The Uppsala model theory of internationalization also best describes the strategy undertaken by BRF S.A. (Vahlne and Johanson, 2013; Figueira-de-Lemos et al., 2011). According to the Uppsala model, the company first identify small markets. Then by slow incremental processes would build its way up globally. BRF S.A appears to have made it way in incremental slower approach towards establishing market dominance. It has not undertaken an aggressive international strategy. The parent-subsidiary relationship in such international strategies would first be observed in smaller networks, with lower number of subsidiary nodes in the sociogram (Hagedoorn, 1996). Over time, as the company learns by means of experience, then there would be more numbers of subsidiary nodes connecting at different levels and clusters with the parent node.

Innovation is connected with internationalization, and hence the innovation capabilities of the organization will directly be dependent on the internationalization model, the form of interconnection from parent to subsidiary, the knowledge transfer, easy learning and more. These interconnections would have been initially organized for economies of scale, but later through improved experiential learning in these business sub units, they would focus on co-creating and improving value (Sammut-Bonnici and Paroutis, 2013; El Sawy and Pereira, 2013).
New rules of engagement have to be defined in international expansions as the company has to innovate with these newer introductions (Marin-Garcia et al., 2011; Tao, Probert and Phaal, 2010). The internationalization and the creation of the parent-subsidiary network could be viewed as a threat that introduces some limitations in innovation, but it can also be viewed as creating opportunities. Now in this work, the business selected is BRF S.A. A thorough analysis of its parent-subsidiary network and implications for innovation is discussed in the forthcoming section.

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