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Essay / Research Paper Abstract
This 7 page paper considers the position of the Moroccan company Douja Promotion Group Addoha SA in order to determine whether or not it should to undertake a strategy of international expansion. The potential advantages and disadvantages are considered before a recommendation is made. The bibliography cites 7 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TEdouja.rtf
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Unformatted sample text from the term paper:
market and related activities, the portfolio of property held incorporates a wide range of sectors, including hotels, car parks, laboratories, warehouses and shops as well as apartments and interests in
the tourism sector (Anonymous, 2008). With this it is possible to see that there is already a degree of related diversification in the way it is operating. The real estate
business is complimented by the operations in construction and management. With a string performance in Morocco it may be considered whether or not it would be advisable for the firm
expand internationally. The firm does appears top have a growth strategy, this is seen not only as a result n the increasing size and diversity of the underlying property
portfolio, in December 2007 there was the acquisition of Groupe Fadesa Maroc (Anonymous, 2008). There are also a number of other subsidiaries, including Gilmaroc Seaside Resorts, Al Qudra Addoha, Promolog,
Dar Jawda, Promif and Consortium Immobilier et Touristique Addoha Fadesa (Anonymous, 2008). The question is whether or not the right decision for the firm is to expand internationally. Looking
at the Moroccan interests it may be argued that they are already in some growth sectors, in 2008 it was expected that the tourism industry was set to grow at
10% per annum. The group already has some significant interests in this sector; as such it may be argued that the international expansion is not a necessity in order to
achieve further growth. Their two types of motivation for a company to undertake international expansion; push factors and pull factors (Thompson, 2007). Push factors are seen when a company
is operating in an industry which has reached maturity, or where there is no further potential for growth, the company is push to look to new markets in order to
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