C/B/1537. Black & Decker: internationalization strategy and PESTEL analysis

The paper offers a case study of Black & Decker discussing their strategy in the light of the theories of internationalization, particularly the Uppsala model and Transaction Cost Analysis, and using the PESTEL model to analyse the external factors affecting the organization.

C/B/1157. Perspective on international strategy, organizational structure and HRM for Black & Decker

The paper looks at the theories of internationalization and related concepts, i.e. the eclectic paradigm and transaction cost analysis, Uppsala model of internationalization, purchasing and business strategy approach and interactive network approach of International Marketing. Theoretical underpinnings are applied to the business of Black & Decker suggesting recommendations about their organizational structure and HRM strategy.

C/B/884. Report on Black and Decker's strategy

The paper reports on the Black and Decker (B&D) Company describing their background and critical strategic aspects. Theories of internationalisation are reviewed including the Uppsala model, Transaction cost analysis model, Network approach, Business strategy approach (BSA), etc. Organisational structure of B&D is analysed; their HRM strategies are identified and described.

C/B/902. Internationalisation strategy of Black & Decker

The paper examines the internationalisation strategy of Black & Decker (B&D), the US manufacturer and marketer of power tools and accessories. Theoretical approaches to entering foreign markets are reviewed with references to B&D practices; the structure and the HRM strategies of the company are analysed suggesting recommendations about their development.

C/B/325. Black and Decker: strategic analysis of the Power Tools and Accessories business segment (including electric lawn and garden tools).

The paper examines the strategic position of Black and Decker, global manufacturer of power tools, hardware and home improvement products, and technology-based fastening systems. The essay focuses on the Power Tools and Accessories business segment of the company, which is the largest contributor to the groups sales and profit. The author identifies the strategy chosen by the business unit, the segments tangible and intangible resources and capabilities and then looks at whether they correspond to the selected strategy. Industry parameters and the performance of Black and Decker relative to these parameters are then analysed. Finally, the paper examines key success factors for the industry and makes a conclusion about whether the company/business unit satisfy these factors to develop successfully.