Starbucks expanded into the european market with packed stores in germany and the united kingdom, but its sales and profits in its french stores were disappointing. some of the reasons for this were a sluggish economy, more expensive rent, and higher labor costs in france; furthermore, starbucks did not adapt to the café culture of france. identify a reason that most likely affected starbucks's ability to thrive in france. a. starbucks was not factoring in the international dimension of the external environment.
b. starbucks did not consider their competitors when opening stores throughout france.
c. starbucks did not look at the technological dimension that would affect the french society.
d. starbucks did not account for the supply chain needed for delivery of their goods.

a. Starbucks was not factoring in the international dimension of the external environment.

Explanation:

The reason that most likely affected Starbucks's ability to thrive in France is that Starbucks was not factoring in the international dimension of the external environment because when they are opening their store in France they did not factor in their experience and skills and also they did not consider some factors like looking into cost of labor, social condition, the economy, resources, and customers.

in 2001, dell computer became the world’s largest personal computer vendor, continuing to

gain market share and post profits in an industry struggling with slumping sales and billions of

dollars in losses. dell sells 90% of its pcs directly to the final customer, largely bypassing the

reseller channel that accounts for most of the world’s pc sales. this direct customer relationship

is the key to dell’s business model, and provides distinct advantages over the indirect sales

model. dell’s direct relationship with the customer allows it to tailor its offerings to customer

needs, offer add-on products and services, and use the internet to offer a variety of customer

services. in addition, dell’s pcs are built to customers’ specifications upon receipt of an order,

giving dell additional advantages over indirect pc vendors who must try to forecast demand and

ship products based on those forecasts. dell’s direct sales and build-to-order model has achieved

superior performance in the pc industry in terms of inventory turnover, reduced overhead, cash

conversion, and return on investment (kraemer, et al., 2000).

explanation:

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