International Business 1- Do a SWOT analysis for Wipro in the Indian market context and discuss the appropriateness (or otherwise) of its domestic strategy.How can Wipro’s corporate

Do a SWOT analysis for Wipro

International Business 1

 

Questions:

Q1. Do a SWOT analysis for Wipro in the Indian market context and discuss the appropriateness (or otherwise) of its domestic strategy.

Q2. Are Wipro’s forays into the international markets with respect to entry, mode, etc. right? If not, what are the alternatives you would suggest?

Q3. How can Wipro’s corporate strategy be kept flexible enough to adapt to increasing competition and changing realities?

 Q4. Attempt a ‘technology road map’ for Wipro for the next five years Chart a course of strategy w.r.t. markets, which the company can adopt.

Q5. In what way has operations management let competitive advantage to Li & Fung?

Q6. How effective is Li & Fung’s value chain configuration? Ineffective? Discuss.

Q7. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?

Q8. Is it fair to point the blame for the EU’s poor international competitiveness at inflexible labor markets, regulated goods and services markets, and a general lack of competition? What alternative explanations might be suggested

Q9. What appears to be the problem with the EU’s banking sector?

Q10. Is the number of patents registered a useful indicator of superior International competitiveness? Why do you think the USA does well in this area?

Q11. Should the EU consider more targeted intervention in the form of subsidies or strategic trade policy?

Q12. What strategy was Unilever pursuing before its early 1990s reorganisation? What kind of structure did the company have? Were Unilever’s strategy and structure consistent with each other? What were the benefits of this strategy and structure? What wore the drawbacks?

Q13. By the 1990s, was there still a fit between Unilever’s strategy and structure and the operating environment in which it competed? If not, why not?

Q14. What kind of strategy and structure did Unilever adopt in the 1990s? Is this appropriate given the environment in which Unilever now competes? What are the benefits of this organizational and strategic shift? What are the costs?

 

 

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