Black & Decker was recognized as an international leader in the power tool industry in the early 1980s. However, due to the maturity of its power tool business and competition from companies entering the global market, B&D has transitioned from a single company to a diversified company. Early success with acquisitions like GE prompted the company to acquire Emhart, a highly diversified manufacturer of industrial products. The Emhart acquisition is well documented and provides a roadmap for the internal and external challenges and opportunities that companies face as they attempt to gain market share, increase profits and expand globally through diversification. Therefore, the integration and globalization strategy used by B&D after purchasing Emhart will be examined. Globalization strategy1. What do you think of Grunewald's plan to create a “global lock business”? Grunewald's plan to gain market share by acquiring a company that will continue Black & Decker's diversification strategy and provide access to other international markets had merit. It was, in fact, what he was hired to do: expand the business globally (Cummings & Worley, 2009). According to B&D CEO Nolan Archibald, Emhart's distribution channels and products such as Kwikset door locks, Price Pfister faucets and Bostik adhesives, aligned with B&D product lines, in other words, were a good fit ( Deutsch, 1989). Furthermore, both companies have international experience. B&D targets homeowners while Emhart's target market is industrial (Deutsch, 1989). Furthermore, the merger will significantly increase B&D's margin. For example, Archibald estimates a $50 million increase in revenue by moving products through integrated distribution channels (Deutsch, 1989). Finally,… in the middle of the document… its global strategy and be competitive with existing international companies (Yips, 1996). Conclusion The ability to compete globally is an issue that all companies face. It requires a move away from traditional operating methods and an awareness of the external and internal forces that can undermine a company's success. Therefore, you need a clear strategic plan, designed by experienced and committed managers. B&D assumed that its past success with diversification and acquisitions prevented it from making a misstep. This bravado, if you will, caused B&D to ignore warning signs during the Emhart acquisition; a feat that took about ten years to recover from. As a result, B&D has returned to its core strategy of product innovation, quality and focus on profitable business acquisitions to remain competitive in the global market..