Aramark Global Analysis Aramark Corporation (hereunder Aramark) is an American-owned business, which has so far established its operations in 22 countries all over the world. In its website, Aramark indicates that it offers services in different sectors, which include business and industry, healthcare, sports, entertainment, higher education, and apparel (Aramark, 2014a). Aramark is an international business because it produces and distributes goods and services, not only in its home country, but in other 21 countries spread across Europe, Asia and the American continents. Azevedo and Bertland (2000) describe an international organization as “a decentralized federation with distributed resources and delegated responsibilities that allows the foreign operations to answer to the local differences” (p. 3). True to the foregoing definition, Aramark is a decentralized organization, which has assigned responsibilities to different offices across the 22 countries. Additionally, the company has provided the overseas offices the mandate and resources necessary to cater for local differences. Aramark Ireland has, for example, set cultural theme days as one of the ways of marketing itself in the country. Additionally, Aramark Ireland translates its staff training manuals into languages that the staff members can comprehend. Moreover, the company changes its restaurant menus to reflect diets that serve the medical, therapeutic and religious diets of the consumer market in Ireland (Aramark, 2009). Theories and Concepts of Globalization, Multinational Strategy and International Business Bartelson (2000) has conceptualized globalization as transference, transformation and transcendence. In reference to transference, Bartelson (2000) indicates that globalization has led to a situation where, national, regional, cultural and other forms of boundaries do not prevent the transfer of goods and services from a unit to diverse countries, regions or cultures. The foregoing is true in Aramark’s case because the company operates in diverse nations, regions and cultures. The transformation concept according to Bartelson (2000) indicates that globalization transforms the systems and units of doing business as they were traditionally understood. Consequently, traditional systems and units that were limited by geography and space can now be replaced by market-oriented structures where competition is crucial. When applied to Aramark, the foregoing concept could be interpreted to mean that rather than worry about competitors in its home country, Aramark should be concerned about competitors in the global front, because, such competitors symbolize a competitive risk. In relation to transcendence, Bartelson (2000) argues that globalization defies the limitations of “pre-constituted units or agents” (p. 189). Transcendence is arguably a hard concept to grasp, but as Bartelson (2000) explains, it means that the boundaries and limitations that existed in the past have now been wiped away. Instead, the globalised world has networks that are not temporal or spatial. Used in context, the foregoing may be reflected in the real time communication that occurs in between Aramark’s headquarters in the US