The essence of marketing strategy is successfully relating the strengths of an organization to its environment. As the horizons of marketers have expanded from domestic to regional and global, so too have the horizons of competitors. The reality in almost every industry todayincluding home furnishingsis global competition. This fact of life puts an organization under increasing pressure to master techniques for conducting industry analysis and competitor analysis, and understanding competitive advantage at both the industry and national levels.

How do you think then the five partners (flagship) model developed by Rugman and D'Aveni differs from Porter's five forces model discussed in Chapter 16?

Do you think these models are applicable to global strategy development processes?