University Name - International Business Report: Strategy Analysis

This report examines international business strategies, focusing on market and non-market components. It explores Michael E. Porter's five forces analysis and its role in both market and non-market strategies. The report explains how companies can leverage non-market assets to create value and competitive advantages, discussing the 'Four I's' framework (information, issues, interests, and institutions) within a non-market environment. It emphasizes the importance of integrating both market and non-market strategies to address competitive forces, build a strong public image, and defend against rivals and new market entrants. The report concludes by highlighting the role of non-market strategies in creating opportunities and offsetting potential disadvantages in the international business landscape.

Running head: INTERNATIONAL BUSINESS
INTERNATIONAL BUSINESS
Name of the Student
Name of the University
Author Note:

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Table of Contents
Four I’s.................................................................................................................................2
What is Michael E. Porter’s five force analysis and how does it play a role in market and
non-market strategies?.....................................................................................................................2
Why can companies employ non-market assets to add value?............................................3
References............................................................................................................................5

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Four I’s
Market strategies focus on modern strategic management like Porter work. On the
contrary, nonmarket strategies that are being acknowledged by Beam (Baron 1995). Non-
marketing environment comprises of social, political, and legal arrangements which can provide
structure to firm. The non-marketing environment is completely taken account by four I’s that
are information, issue, interest and institutions.
Here Issues are one which nonmarket aspects are taken into account. The collection of
institutions for telecommunication issues are stand out to be federal communication commissions
that are congress and its committees (Baron 1995). Interests are either individual or group who
have preference or stake in. The information aims to pertain the interest parties who have believe
about the relation between action and consequences.
What is Michael E. Porter’s five force analysis and how does it play a role in
market and non-market strategies?
Porter has been launched in the domain of modern market or even competitive strategies.
The mere focus is all about analyzing the performance in the industries (Baron 1995). The
framework is being used for analyzing both industries and strategy, which depends on theory of
modern firm. It merely emphasizes on the current industries structure and dynamics based on
aspects of firm. Porter come up with five market forces which an organization needs to contend
to:
 Rivalry among the current firm
 Threat as a result of new entry
 Threat of substitute for both products and services.

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 Buyers bargaining power
 Supplier bargaining power.
As per Porter, there are some key needed for effective strategies, which is completely
defended against the five forces. Non-marketing strategies come up with competitive advantage
by completely defending rivals (Baron 1995). Both marketing and non-marketing strategies
should be taken into account at the time of addressing and defending against the market forces.
In marketing strategy, it can be used for a list of things like
 Low price and high volume
 Satisfaction of customer
 Wide selection
In non-marketing strategy, it can be used for following things
 Coming up with marketing opinion position
 Gaining the attention of both public and media
Why can companies employ non-market assets to add value?
Non-marketing come up with good public image where the case are incentive for taking
non-marketing action. Non-marketing strategies can not only help in analyzing the competitive
advantage (Baron 1995). Non-marketing action can easily work like an isolating mechanism
which can offset the competitive advantage. Non-marketing strategies are mainly pursued by
industries instead of individual firm. So, as a result, it does not provide a competitive advantage
against the rivals in the industry.
Non-marketing strategies stand out to be important in creating marketing opportunities
followed by defending the new entries and even substitutes (Baron 1995). Non-marketing

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strategies can also address the various kind of threats coming up from both suppliers and buyers.
Non- marketing strategies cannot only help in understanding competitive advantage but it can be
also used for offset the competitive disadvantage. Non-marketing strategies can be used like an
isolating mechanism which can be used for offsetting the competitive advantage.

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References
Baron, D.P., 1995. Integrated strategy: Market and nonmarket components. California
management review, 37(2), pp.47-65.