The four aspects of the Diamond of National Advantage are:

• Industry rivalry: A strong and competitive industry can help to drive innovation and efficiency.
• Demand conditions: A strong demand for a product or service can create opportunities for growth and expansion.
• Related and supporting industries: The presence of strong related and supporting industries can help to reduce costs and improve efficiency.
• Factor endowments: The availability of natural resources, skilled labor, and capital can help to create a favorable environment for business.

To analyze a potential international market using the Diamond of National Advantage, we would need to consider the following factors:

• The strength of the industry rivalry in the target market.
• The level of demand for the product or service in the target market.
• The presence of strong related and supporting industries in the target market.
• The availability of natural resources, skilled labor, and capital in the target market.

Once we have considered these factors, we can then assess whether the target market is a good fit for the organization’s expansion plans.

The forces that will help the organization succeed with its expansion include:

• The presence of a strong market demand for the product or service.
• The availability of skilled labor and other resources.
• The presence of a supportive government.
• The absence of trade barriers.

The forces that may act as barriers to expansion include:

• The presence of strong competition.
• The high cost of doing business.
• The lack of a skilled workforce.
• The presence of cultural barriers.
• The presence of government regulations.

By carefully considering these factors, the organization can develop a strategy that will increase its chances of success in the international market.

The four adjustments that leaders must make when expanding internationally are:

1. Developing a global mindset: This means understanding the different cultures and markets that the organization will be operating in.
2. Developing sensitivity to cultural differences: This means being aware of how cultural differences can affect business practices.
3. Decentralizing decision-making: This means giving local managers more autonomy to make decisions.
4. Deciding on the level of involvement: This means deciding how much control the organization will have over its operations in the international market.

One specific leadership action for each adjustment is as follows:

1. Developing a global mindset: Leaders can develop a global mindset by traveling to different countries, reading about different cultures, and interacting with people from different backgrounds.
2. Developing sensitivity to cultural differences: Leaders can develop sensitivity to cultural differences by taking cultural awareness training, reading about different cultures, and seeking advice from people who have experience working in international markets.
3. Decentralizing decision-making: Leaders can decentralize decision-making by giving local managers more authority to make decisions about things like pricing, marketing, and product development.
4. Deciding on the level of involvement: Leaders can decide on the level of involvement by considering the specific circumstances of the international market. For example, if the organization is entering a new market with a lot of potential, it may want to have a high level of involvement. However, if the organization is entering a market that is already well-established, it may want to have a lower level of involvement.

By making these adjustments, leaders can increase the chances of success for their organization’s international expansion.