1. Watch the Ted Talk: The hidden force in global economics: sending money home https://www.ted.com/talks/dilip_ratha_the_hidden_force_in_global_economics_sending_money_home?language=en&utm_source=tedcomshare&utm_medium=email&utm_campaign=tedspread 2. Read the case study: A multinational in the global food industry 3. Initial Post (600 words) Before deciding whether to go global or remain a domestic operation, businesses must analyze their resources, as well as potential competitors’ strategies. Discuss at least three types of tangible and intangible resources and capabilities that can possibly become differentiators in the global market place.

. Reply Posts (300 words each) Choose two (2) students that you agree or disagree with and reply to them. You can also reply to your professor’s posts. Posts must contain thought provoking and analytical observations ; contributions embedded with academic literature and a list of references are encouraged.* *Posts should be supported by academic literature. This will enhance the discussions. posts to reply on: 1: While considering competitive advantage and differentiators in the global marketplace, brand recognition, innovation, and intellectual property (IP) are all examples of intangible assets that should be considered. Brand recognition is very important in an increasingly global market. First thing to consider is does your company have a “local” or global brand”. A "local" brand gives you and entrenched customer base that is more difficult (and expensive) to displace, and second, a "global" brand can give you a foot in the door when seeking to enter new geographic areas. In either case, the brand can be a useful offensive tool and defensive tool when you are competing with non-local companies (Bradford 2009). Innovation is also an important intangible resource in the global marketplace. A company should seek to create a culture of innovation. Companies like Apple and Google personify this culture. Innovation should be a part of every aspect of a business. Companies need to innovate at every level, especially when planning for a global expansion. The key to innovation is to develop a strategy that harnesses market trends, as opposed to reacting to them. Companies that are able to do so successfully as they expand into new markets gain the edge over their competition (Velocity global 2017). Intellectual property is yet another intangible resource in the global marketplace. Companies that have significant IP (patents, trademarks, copyrights, etc.) must ensure their legal protections are adhered to in international markets. For instance, China is notorious for its lax laws associated with intellectual property protections. So, companies must increasingly understand foreign markets to build and maintain IP as a differentiator in the global market place. While considering competitive advantage and differentiators in the global marketplace, organizational structure, valuable assets, and labor are all examples of tangible assets that should be considered. Organizational structure is very important to consider in the global marketplace. Every business should be organized to exploit what’s unique about its markets, products, and people. If your structure is similar to your competitors’, your ability to develop distinctive strategies is almost inevitably blunted. Distinctive strategies require distinctive structure. You will know that your structure is distinctive when it consistently allows you to outclass your competitors at uncovering strategic insights, when it effortlessly manages both the global and local dimensions of your business, when your organization quickly adjusts its focus to the right strategic issue at the right time, and, most importantly, when the CEO can say that his or her management team is working at the peak of its game. Then you’ll know your distinct structure is your winning strategy (Kissel, 1999). Valuable assets are great to have in the global marketplace. Strong, proprietary assets can often trump the benefits of scale by improving costs or boosting a company’s ability to offer premium products or services. In the oil and gas industry, a company’s track record in bringing the most attractive new fields into production is a stronger predictor of success than pure scale (Bloch 2015). Labor is one of the most important tangible assets in the competitive global marketplace. For starters, a company must know if the appropriate (skilled or unskilled) labor resources are available to operate machines that generate output and provide profit to businesses. Companies who can sustain a highly skilled labor workforce, which is much in demand, gain competitive advantage over others as it is challenging for most businesses to obtain enough of such skilled workers. post #2: Blue Ocean Strategy For Businesses And Global Market: Blue Ocean Strategy, for the most part, alludes to organizations that have uncontested market space that makes the market more significant. This leads to new customers and consumers motivation more frequent and helps with reducing the costs. It is put in the top-rated book of a similar name, i.e., Blue Ocean Strategy. Blue Ocean Strategy is the procedure for businesses put forth for the first time back in 2005. The main purpose of this system remained forever to find or notwithstanding the making of the markets, global and regional both which remain uncontested from their competitors. Strategy Formulation Insignificant resources are regularly ignored; however, they are commonly the main wellspring for maintainable upper hand (i.e., mark, innovation, data, culture, and so forth). Leading the pack from military wars in which the objective is to pitch "quality against weakness," the business system ought to be characterized by asset investigation instead of the backward. Firms that construct their methodology and formulate a strategy with respect to the improvement of particular abilities indicate preferable flexibility over those that construct their technique in light of their clients or on the most proficient method to serve them. The Role of Resource Analysis Fundamentally, any component that is customarily considered to help the upper hand can be viewed as originating from the right obtaining and utilization of assets. For instance, boundaries to a passage can be made by owning a solid brand, licenses, or retaliatory limit. An imposing business model is simply responsible for share. Cost focal points originate from process innovation, size of plants, and access to minimal effort inputs. At long last, Differentiation advantage originates from a brand, item innovation, or advertising, conveyance, and administration abilities. (Strategy analysis, 2018) Tangible Resources Substantial assets are the least demanding to assess since they are unmistakable and quantifiable. Two key inquiries underlie this procedure l What openings exist for managing on back, inventories, and settled resources? l What are the conceivable outcomes for utilizing existing resources more beneficial? Once the resources are capable of fulfilling these, they are termed as Tangible Resources. Intangible Resources Quite a bit of an organization's worth originates from less characterized resources, for example, notoriety, innovation, or a specific arrangement of social properties inside the organization. Assets and abilities should be assessed against two key criteria. First is their significance: which assets and abilities are most imperative in giving a practical upper hand? Second, where are our qualities and shortcomings as contrasted and contenders? Center Skills as Tangible Resources: Hamel and Prahalad presented the expression "center skills" in 1990 to portray those abilities that an) "influence an unbalanced commitment to the extreme client to esteem or to the proficiency with which that esteem is conveyed," and "give a premise to entering new markets." So, the thing to ask for this situation is "What can such and such firm improve the situation than others?" The way toward distinguishing center abilities can start from multiple points of view; the two more typical ones are through an order of all capacities as per work, or through an esteem chain examination that isolates a firm into consecutive little exercises. (Milara, 2014) Benchmarking Benchmarking is vital on the grounds that it carries objectivity into the way toward distinguishing abilities. It likewise conveys vain creative abilities or resources down to the ground. To make a benchmark, one must recognize regions of potential change; the potential resources that distinguish world-driving organizations in every region; contact the organizations (visit, converse with administrators, examine with specialists); and characterize objectives in view of the learning done at those organizations. A wellspring of the upper hand must be rare, pertinent, tough, fixed, and unreplaceable.