Value Village Company in the United Kingdom

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Table of Contents

Introduction
Analysis
Conclusion
Works Cited

Introduction

To locate the niche that a company can fill in the foreign market, one must evaluate the assets and disadvantages that the firm in question has. Thus, its chances to be competitive in the designated market can be located. To make sure that Value Village is capable of integrating into the UK economic environment, one must consider cultural and geographic issues that may emerge.

Analysis

Defining the cultural dynamics of Value Village, one must mention that the company’s setting can be defined as rather diverse (“Our Culture” par. 1). The specified characteristic of the organization can be deemed as rather important, as the firm will need cultural flexibility when integrating into the British market. The United Kingdom has become very diverse over the past few decades. As a result, it will be necessary to appeal to not only the British people but also the representatives of national minorities that are very numerous. For instance, recent statistical data shows that the United Kingdom experienced an impressive increase in the number of non-UK born residents. The population of the latter “increased from 7,921,000 to 8,277,000 (an increase of 4.5%)” (“Population by Country of Birth and Nationality Report, August 2015” 1). Therefore, by adopting a culturally flexible approach, which Value Village is clearly capable of based on its diversity rates, the company will be able to integrate into the target market successfully.

Unfortunately, the geographical location of the target area does not provide many opportunities in terms of the further expansion of the company (Brülhart and Simpson 11). Since Great Britain and Northern Ireland are located on an island and are, therefore, separated from Europe by the English Channel, there are very few chances for fast and efficient transportation of the required resources. One must bear in mind, though, that the transportation system of the United Kingdom can be defined as well developed, which means that there are chances to reduce the threat of possible damages to the minimum (Tong, Yu, and Roberts 66). However, additional transportation costs deserve to be listed as an obvious disadvantage. The specified fact is especially negative for a company located in Canada, which is separated from the designated area by the North Atlantic Ocean.

Conclusion

Speaking of the leadership style, one must also admit that Value Village may face difficulties adjusting to the requirements of the English environment. It would be wrong to claim that all Canadian companies assume a uniform leadership style; however, the one that the firm adopts is bound to leave a mark on the relationships between Value Village and its English partners. The focus on the interest of an individual rather than on the demands of a team, which the Canadian management approach is typically characterized by, may be viewed as a hostile element in the realm of the British business world: “Canadian managers are very oriented toward fairness and egalitarianism, and they are less likely to protect their own interests above those of their teams” (Walberg par. 3). Compared to the leadership style typically adopted in Great Britain, the specified approach may spark a conflict between the representatives of Value Village and their British partners. However, the specified problem can be resolved with the help of flexible conflict management and negotiation strategy (Kumari 355). By focusing on reaching a compromise and learning valuable lessons from conflicts, Value Village is likely to survive in the realm of the UK economy and business relationships.

Works Cited

Brülhart, Marius and Helen Simpson. Agglomeration Economies, Taxable Rents, and Government Capture: Evidence from a Place‐Based Policy. London: CEPR, 2015. Print.

Kumari, Neeraj. “Emotional Intelligence as a Predictor of Conflict Resolution Style.” Research Journal of Business Management 9.2 (2015): 350–363. Print.

Our Culture 2015. Web.

Population by Country of Birth and Nationality Report, August 20152015. Web.

Tong, Tingting, Edward T. Yu, and Roland K. Roberts. “Dynamics of Transport Infrastructure, Exports and Economic Growth in the United States.” Journal of the Transportation Research Forum 53.1 (2014): 65–81. Print.

Walberg Rebecca. Pros and Cons of the Canadian Way. 2010. Web.

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Value Village Company in the United Kingdom

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