Implementation of Operational Strategy in International Trade
Team Comformed by:
- Alfaro Frías José Juan
- Casimiro Zenón Ma. del Carmen
- Cabrera Pérez Carlos Alberto
- Iniestra Rodríguez Luis Ariel
- Velázquez López Erick
IndEX
01 Introduction
07 Resource Management
02 Superstructure Definition
08 Microstructure Definition
09 Key Operational Processes
03 Global Policies and Regulations
10 Control Indicators and Continuous Improvement
04 International Trade Relations
05 Macrostructure Definition
11 Conclusions
06 Functional Areas and Decision-Making
12 References
Introduction
Implementing an operational strategy in international trade requires a well-defined structure that ensures the achievement of strategic objectives in a global environment. This presentation examines the superstructure, macrostructure, and microstructure of the operational strategy, focusing on how each level contributes to success in international markets, using concepts from the "Balanced Score Card" and the "CG Model."
01
Superstructure
Superstructure Definition
The superstructure represents external elements that influence a company’s operational strategy in the international context. It includes global policies, trade regulations, and international relations, establishing the regulatory framework and opportunities in which the company operates.
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Global Policies and Regulations
Global policies and international regulations establish the "rules of the game" for companies operating worldwide. Organizations such as the World Trade Organization (WTO) and various bilateral and multilateral trade agreements affect market access, tariffs, and regulations. The strategy must adapt to meet and leverage these regulations, which can impact costs and competitiveness.
International Trade Relations
International trade relations, through free trade agreements, alliances, and treaties, enable companies to expand their reach in global markets. These agreements facilitate access to new customers and suppliers by reducing trade barriers and strengthening economic cooperation. Leveraging these relationships is key to a successful operational strategy in international trade.
Macrostructure
Macrostructure Definition
Macrostructure encompasses the organizational components and internal design that support the operational strategy. At this level, the company organizes its resources and defines roles and responsibilities to ensure that functional areas work together toward strategic objectives.
Título aquí
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Functional Areas and Decision-Making
Functional areas, such as finance, operations, and marketing, are pillars in strategy execution. Effective and coordinated decision-making among these areas enables a swift response to opportunities and challenges in the global environment. This approach reduces the risk of contradictions between areas and strengthens cohesion in strategy implementation.
Resource Management
Efficient resource management is essential for maintaining sustainable operations. At this level, the operational strategy ensures optimal allocation of human, financial, and technological resources. Proper management of these resources allows the company to adapt to international demands, maximizing performance and minimizing operational costs.
Microstructure
Microstructure Definition
Microstructure focuses on the operational and tactical processes that execute the strategy on a day-to-day basis. This level includes the practical implementation of specific tasks to ensure strategic objectives are met, covering everything from logistics to adapting to local regulations.
Key Operational Processes
Key operational processes ensure the constant flow of goods and services to and from international markets. These processes include logistics, inventory management, and compliance with specific regulations in each market. Precision and efficiency are required in these processes to meet customer expectations in each target market.
Control Indicators and Continuous Improvement
The integration of the "Balanced Scorecard" and the "CG Model" allows for the use of control indicators to monitor and evaluate strategy performance. These indicators help identify areas for continuous improvement and adjust actions at the operational level, ensuring the company remains aligned with strategic objectives and can respond quickly to environmental changes.
Conclusions
Implementing an operational strategy in international trade depends on an integrated structure at three levels: superstructure, macrostructure, and microstructure. Aligning these levels allows the company to adapt and compete in a dynamic global environment. Integrating the "Balanced Scorecard" and "CG Model" provides an effective tool to assess, adjust, and ensure the long-term success of the strategy.
Bibliography
¡Thank you!
A DIAGNOSTIC MODEL FOR THE CONTROL OF CORPORTE GOVERNANCE. (2011). Recuperado el 11 de 11 de 2024, de Aulapolivirtual: https://www.nsyp.aulapolivirtual.ipn.mx/pluginfile.php/19387/mod_assign/intro/Recursos/Unidad_3/u3_act1_modelCG.pdf
Kaplan, R. S., & Norton, D. P. (january de 1996). Managing for the long term. Recuperado el 11 de 11 de 2024, de Aulapolivirtual: https://www.nsyp.aulapolivirtual.ipn.mx/pluginfile.php/19387/mod_assign/intro/Recursos/Unidad_3/u3_act1_The_balanced_scored_card.pdf
Implementation of the operational strategy of international trade
José Juan Alfaro Frias
Created on November 12, 2024
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Transcript
Implementation of Operational Strategy in International Trade
Team Comformed by:
IndEX
01 Introduction
07 Resource Management
02 Superstructure Definition
08 Microstructure Definition
09 Key Operational Processes
03 Global Policies and Regulations
10 Control Indicators and Continuous Improvement
04 International Trade Relations
05 Macrostructure Definition
11 Conclusions
06 Functional Areas and Decision-Making
12 References
Introduction
Implementing an operational strategy in international trade requires a well-defined structure that ensures the achievement of strategic objectives in a global environment. This presentation examines the superstructure, macrostructure, and microstructure of the operational strategy, focusing on how each level contributes to success in international markets, using concepts from the "Balanced Score Card" and the "CG Model."
01
Superstructure
Superstructure Definition
The superstructure represents external elements that influence a company’s operational strategy in the international context. It includes global policies, trade regulations, and international relations, establishing the regulatory framework and opportunities in which the company operates.
+info
Global Policies and Regulations
Global policies and international regulations establish the "rules of the game" for companies operating worldwide. Organizations such as the World Trade Organization (WTO) and various bilateral and multilateral trade agreements affect market access, tariffs, and regulations. The strategy must adapt to meet and leverage these regulations, which can impact costs and competitiveness.
International Trade Relations
International trade relations, through free trade agreements, alliances, and treaties, enable companies to expand their reach in global markets. These agreements facilitate access to new customers and suppliers by reducing trade barriers and strengthening economic cooperation. Leveraging these relationships is key to a successful operational strategy in international trade.
Macrostructure
Macrostructure Definition
Macrostructure encompasses the organizational components and internal design that support the operational strategy. At this level, the company organizes its resources and defines roles and responsibilities to ensure that functional areas work together toward strategic objectives.
Título aquí
+info
Functional Areas and Decision-Making
Functional areas, such as finance, operations, and marketing, are pillars in strategy execution. Effective and coordinated decision-making among these areas enables a swift response to opportunities and challenges in the global environment. This approach reduces the risk of contradictions between areas and strengthens cohesion in strategy implementation.
Resource Management
Efficient resource management is essential for maintaining sustainable operations. At this level, the operational strategy ensures optimal allocation of human, financial, and technological resources. Proper management of these resources allows the company to adapt to international demands, maximizing performance and minimizing operational costs.
Microstructure
Microstructure Definition
Microstructure focuses on the operational and tactical processes that execute the strategy on a day-to-day basis. This level includes the practical implementation of specific tasks to ensure strategic objectives are met, covering everything from logistics to adapting to local regulations.
Key Operational Processes
Key operational processes ensure the constant flow of goods and services to and from international markets. These processes include logistics, inventory management, and compliance with specific regulations in each market. Precision and efficiency are required in these processes to meet customer expectations in each target market.
Control Indicators and Continuous Improvement
The integration of the "Balanced Scorecard" and the "CG Model" allows for the use of control indicators to monitor and evaluate strategy performance. These indicators help identify areas for continuous improvement and adjust actions at the operational level, ensuring the company remains aligned with strategic objectives and can respond quickly to environmental changes.
Conclusions
Implementing an operational strategy in international trade depends on an integrated structure at three levels: superstructure, macrostructure, and microstructure. Aligning these levels allows the company to adapt and compete in a dynamic global environment. Integrating the "Balanced Scorecard" and "CG Model" provides an effective tool to assess, adjust, and ensure the long-term success of the strategy.
Bibliography
¡Thank you!
A DIAGNOSTIC MODEL FOR THE CONTROL OF CORPORTE GOVERNANCE. (2011). Recuperado el 11 de 11 de 2024, de Aulapolivirtual: https://www.nsyp.aulapolivirtual.ipn.mx/pluginfile.php/19387/mod_assign/intro/Recursos/Unidad_3/u3_act1_modelCG.pdf Kaplan, R. S., & Norton, D. P. (january de 1996). Managing for the long term. Recuperado el 11 de 11 de 2024, de Aulapolivirtual: https://www.nsyp.aulapolivirtual.ipn.mx/pluginfile.php/19387/mod_assign/intro/Recursos/Unidad_3/u3_act1_The_balanced_scored_card.pdf