Bombardier Inc. is a global manufacturer of transportation and communication equipments. The company is based in Canada and produces railcars, jet boats, and snowmobiles. In order to compete in a global market and achieve economies of scale, Bombardier has standardized its products and marketing strategies (Bombardier, 2013). Its customers demand for different kinds of products and this has motivated the company into producing products that are customized for the global market. Therefore, the company is pursuing a strategy of establishing top to bottom design and production facilities in various regions in order to better serve for global demands. However, the company is facing decline in profit margin due to high costs of manufacturing facilities. To try to address these cost structures, Bombardier has employed low – cost strategy on a global scale in order to realize significant profit margin. This has helped the company to support competitive pricing in the global market.
Meanwhile, this strategy has increased profitability because it has customized the company’s products that provide a good match to tastes and preferences in the global market.
Although the company is facing stiff competition in the global market, it is still successful because demand for its global products are exploding faster than supply. Bombardier’s greatest success has been its capacity for fast innovation which allows the company to generate important barriers to entry for competitors in the global market. Over 40 years the company has been characterized by cyclical performance in the global market. As a result the company has increased market confidence and sustainability because its deliveries has increased significantly. Its success in the global market is due to significant growth of the United State economy that has created a new market. Thus, success and failure of the Bombardier in the global market depend on the strategies it employs.
Parasuco jeans and Wrebbit Company have proven to be successful on the international market due to the effectiveness of their strategies. Parasuco Jeans company offers denim clothes for both men and women (Phone, 2012). The company was established in 1975 and is located in Canada. Parasuco Jeans has employed effective strategies that have enabled the company to be successful in the international market. Parasuco Jeans company understands why and how customers purchase their products and their main focus in the marketing strategy. Parasuco Jeans has improved the marketing strategies that help their customers to select, purchase and use the products. Multicultural marketing is one of the business practice that has enabled the Parasuco Jeans to focus on young people in different ethnic subcultures.
On the other hand, Wrebbit Company involves in making a puzzle and was established in Montreal. Wrebbit has participated in the trading companies by joining them in order to consider the difference between their product and market practices. It has used trading company to dispose of their existing products. However, lack of responsiveness to market demand has limited international success of the Wrebbit.
Both companies will have potential in the future because they can meet the customers demand in the international market. Competition in the international market is a great challenge for both companies. Growing demand and preferences will motivate both companies to invest in innovation of new ideas in order to capture the international demands. However, Parasuco Jeans will be more successful than Wrebbit because it focuses on diversification of both men and women wear . Thus, international success depends on the customer demands.
Bombardier (2013). Bombardier Announces Financial Results for the Fourth Quarter and the Fiscal Year Ended December 31, 2011
Available at: http://www.bombardier.com/en/corporate/media-centre/press-releases/details?docID=0901260d801f0523
Phone. (2012). Parasuco Jeans Inc. - Complete profile - Canadian Company Capabilities - Industry Canada . Industry Canada / Industrie Canada. Retrieved March 28, 2013, from http://www.ic.gc.ca/app/ccc/srch/nvgt.do?lang=eng&prtl=1&sbPrtl=&estblmntNo=31593