International Management Competencies

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International Management Competencies

The attainment, as well as the future application of academic skills and knowledge in the

international market management, is an essential factor in determining the competence and

success in the industry. Nevertheless, although different scholars deliver differing details of

information on international business management, the article by Nicholas Alexander and Anne

Marie Doherty gives an in-depth analysis of the market entry factors vital for consideration by

managers. The authors explain that as a business focused on venturing into the international

market, critically analyzing the factors of control, cost as well as risk is vital (Alexander and

Doherty 14). Additionally, with the franchising and acquisition options available to businesses,

selecting the best alternative that favors the company based on risks involved, control factors,

resources, and costs are vital. And in attaining success, the authors also explain the need for

competencies in leadership skills, internal operational coordination, experience as well as

positive attitudes by strategic managers (Alexander and Doherty 17). Thus, as manager, the

article gives the vital details, and a thing for factoring that may influence the entry strategies in

determining the success of a company in the intentional environment.

On another point of discussion, the authors show how entering the market through

organic style, joint venturing and franchising differ regarding risk and cost in establishing retail

operations. Notably, with franchising, there is a higher cost involved as well as risk compared to

joint venture style of entry (Alexander and Doherty 15). And with increased control, cost and

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risk, there is the high need for better and sufficient management skills required for success. This

fact shows that in the joint venture, less managerial skills are required compared to the

franchising style which calls for the primary competencies and expertise by the managers

(Alexander and Doherty 16). Additionally, organic growth methodologies comprised of the

proximate store to store development come with the lowest risk and costs compared to the other

types of market entry. Despite the cost and risk factors, the authors note that franchising ranked

as the most common type of entry by managers in making critical strategic decisions. The

explanation thus shows how the environment, the key companies held by managers as well as

experiential knowledge play a part in entry strategy determination.

As an international manager academic, equipping oneself with skills and knowledge on

global retail marketing is thus useful in raising the competency levels. Moreover, as noted by

Alexander and Doherty, although the strategies vary from person to person, there is a wider

strategic framework comprised of accessing and interpreting the complexities of the international

market is useful in ensuring retailing success (Alexander and Doherty17-18). Once the

complexities and factors get determined, decision making and choice selection thus become

simplified for the global manager in best methods of entry. What the authors highly empathize is

the widened scope of factors and matter relevant for consideration in making an international

expansion decision. It is fundamental to evaluate the destination, the styles of entry, internal and

external conditions of a firm as well as the existing market circumstances in the chosen home

setting. Thus, although management is entitled to the decision making the role, evaluating the

broad scope of factors before deciding is essential.

In my personal view, the article by Alexander and Doherty informs my personal

development by delivering vital information on retail expansion in international markets. By

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explaining the key entry models and the cost as well as risk factors involved, critical skills get

learned. Additionally, through the use of graphs in depicting the riskiness between organic, joint

venture and franchising methods, there is a clear picture on the level of competencies needed.

These range from competencies in leadership skills, coordination, attitude as well as vital retail

experience in international markets (Alexander and Doherty 18). As a global business manager,

incorporating the different factors in the decision-making process is thus fundamental in

increasing the levels of reliability. Therefore, the article not only gives vital knowledge but also

shows the relevant factors of consideration in venturing into international markets as a manager.

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Works Cited

Alexander, Nicholas, and Anne Marie Doherty. "International market entry: management

competencies and environmental influences." European Retail Digest 42.Summer (2004):

14-19.

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