Rhodes Industries (RI) was established by Robert Rhodes in the 1950s that had its headquarter in Southern Ontario, Canada. RI develops pipes and glasses for industrial use and has recently branched to new areas such as cleaners, coatings, and other parts for the tracking industry. In the 1960s, RI adopted a conglomerate structure that had different subsidiaries in America. In 1980s, the firm adopted an international focus to reach the overseas markets.
The company faces different issues such as ensuring subsidies remain competitive, adopting a loose structure in every autonomous location, and adaptive in the local markets while coordinating with other subsidiaries in the world. Other problems in RI include a level of communication that prevents workers to function together between locations. Additionally the level of communication prevents workers to function together. RI can mould its structure to emulate the external environment in a given industry. For RI to remain competitive, it can compose specific goals to ensure that effective operation take place. The management has to ensure that each subsidiary has independent operation while operating in a micro-levered business model.
RI has to target the success of the entire corporation by addressing research and development. RI has to employ centralized decision-making to ensure the growth of the entire firm. The manufacturing sector should have central processing to ensure all the process improvements are under a conglomerate level of operation.
For RI to emerge successfully, it can employ an efficient level of autonomy that will enable it to enable it combine financial reports with all the subsidiary locations. The business should have a culture that will enable it to change together with the operational processes that focus on overall corporation growth.
I think for RI to adopt a globalization strategy it has to change some of its traditional habits such as focusing on its products other than reacting to the changes in the environment.
Made in U. S. A
In as globalized world one cannot establish the resources, practices, and labor that bring some of the commonly used products in our lives. Global companies exploit the economies of scale so that they can expand to the global market. Firms in the global arena take advantage of low-cost production due to low-cost labor. The domestic stage allows a company to develop international development to increase market potential. An international stage enables a company to perform product differentially and other strategies to compete in the export market amongst other domestic companies. The global stage does not identify a single country. The advent of technology has catapulted firms to participate in global expansion. The formation of consortia will enable to derive synergy and innovation that will see the creation of new products in the market. The formation of virtual organization is due to harnessing the strengths of technology in the contemporary world. The structure and design that fits global operations is standardized throughout the world since it has a natural responsive force and a unique advertising strategy. A company has to develop globalization strategy to handle international business. The global product division structure has global operations for specific product areas. The product divisions for globalization strategy tend to ignore certain countries that do not have coordination. The segments to build global capabilities include need for integration, complexity and integration, and the transfer of knowledge across a global firm.
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