• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
international business
 

international business

on

  • 2,000 views

 

Statistics

Views

Total Views
2,000
Views on SlideShare
2,000
Embed Views
0

Actions

Likes
1
Downloads
134
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    international business international business Presentation Transcript

    • HINA SHARMA
      • International business in all commercial transactions- private and governmental- between two or more countries. The goal of private business is to increase or to stabilize profits, which partly depends on-
      • Foreign sales
      • Foreign resources
      HINA SHARMA
      • When operating internationally, a company should consider its mission (What it will seek to do and become over the long term), its objectives (specific performance targets to fulfill its mission), and strategy (the means to fulfill its objectives).
      HINA SHARMA
      • Four major operating objectives that may influence companies to engage in international business.They are
      • To expand sales
      • To acquire resources
      • To diversify sources of sales and supplies
      • To minimize competitive risk
      HINA SHARMA
      • According to Peter F. Drucker, the global economy include:
      • 1. The global economy/ transnational economy is mostly shaped by the flow of capital across the economies rather than by the flow of goods and
      HINA SHARMA
      • services. The trends in the international money markets and capital markets influence the monetary policies and fiscal policies of the sovereign governments. Sovereign governments, rather modify their monetary and fiscal policies. These modified policies determine the dynamics and direction of capital flow
      HINA SHARMA
      • across the countries.
      • 2. Management is the primary and decisive factor whereas the other factors of production like land, capital and human resource are secondary in the transnational economy. Money markets and capital markets have also become transnational.
      HINA SHARMA
      • 3. The goal of the transnational business is market expansion rather than profit maximization.
      • 4. Global trade is a function of global investment, but not vice-versa.
      • 5. The decision- making power shifts from
      HINA SHARMA
      • the national government to the group of governments like the European community, North American Free Trade Agreement, the World trade Organization etc.
      • 6. Information flows through advanced information technology, organizes the
      HINA SHARMA
      • flow of money, capital and investment across the national boundaries.
      • 7. Transnational business houses see the entire globe as a single market for production and market of goods and services.
      HINA SHARMA
      • 1. Rapid increase in and expansion of technology
      • 2. Liberalization of governmental policies on cross – border movement of trade and resources
      HINA SHARMA
      • 3. Development of institutions to support and facilitate international trade
      • 4. Increased global competition
      • Business is becoming more global because
      • - Transportation is quicker
      • - Communication enable control from a far
      HINA SHARMA
      • - Transportation and communication costs are more conducive for international operations
      • Lower governmental barriers to the movement of goods, services, and resources enable companies to take better advantage of international opportunities.
      HINA SHARMA
      • Supporting services
      • -Are made by business and government
      • -Ease flow of goods
      • -Reduce risk
      • More companies operate internationally because
      • -New products quickly become known globally
      HINA SHARMA
      • -Companies can produce in different countries
      • -Domestic companies’ competitors, suppliers, and customers have become international.
      HINA SHARMA
      • Potentiality of markets
      • *Wider scope
      • *Inter-country comparative study
      • Differences in government policies, laws and regulations
      HINA SHARMA
      • *Host country’s monetary system
      • *National security policies of the host countries
      • *Cultural factors 
      • *Language
      • *Nationalism and business policy
      HINA SHARMA
      • STAGE 1: DOMESTIC COMPANY
      • STAGE 2: INTERNATIONAL COMPANY
      HINA SHARMA
      • STAGE 3: MULTINATIONAL COMPANY
      • STAGE-4: GLOBAL COMPANY
      • STAGE-5: TRANSNATIONAL COMPANY
      HINA SHARMA
      • Douglas Wind and Pelmutter advocated four approaches of international business. They are:
      • Ethnocentric approach
      • Polycentric approach
      • Regiocentric approach
      • Geocentric approach
      HINA SHARMA
      • To achieve higher rate of profits
      • Expanding the production capacities beyond the demand of the domestic country
      • Severe competition in the home country
      • Limited home market
      HINA SHARMA
      • Political stability vs. political instability
      • Availability of technology and competent Human resource
      • High cost of transportation
      • Nearness to raw materials
      • Availability of quality human resources at low cost
      • Liberalization and globalization
      HINA SHARMA
      • To increase market share
      • To achieve higher rate of economic development
      • Tariffs and import quotas
      HINA SHARMA
      • APPROACH: Domestic business’s approach is ethnocentric. It does mean that domestic companies formulate strategies, product design etc. towards the national markets, customers and competitors.
      • International business’s approach can be polycentric or regiocentric or geocentric. International business under polycentric approach enters foreign markets by establishing foreign subsidiaries.
      HINA SHARMA
      • Under the regiocentric, they export the product to the neighbouring countries of the host country. Under the geocentric, they treat the entire world as a single market for production, marketing, investment and drawing various inputs.
      HINA SHARMA
      • GEOGRAPHIC SCOPE: Domestic business’ geographic scope is within the national boundaries of the domestic country.
      • Geographic scope of the international business varies from the national boundaries of a minimum of two countries up to a maximum of the entire globe.
      HINA SHARMA
      • OPERATING STYLE: domestic business’ operating style including production, marketing, investment, R & D, etc. is limited to the domestic country.
      • ENVIRONMENT: Domestic business mostly analyses and scans the domestic environment.
      • Operating style of the international business can be spread to the entire globe.
      • International business analyses and scans the relevant international environment.
      HINA SHARMA
      • QUOTAS: The quotas imposed by various countries on their exports and imports not directly and significantly influence domestic business.
      • TARIFFS: The tariff rates of various countries do not directly and significantly influence the domestic business.
      • The international business has to operate within the quotas imposed by various countries on their exports and imports.
      • The tariff rates of various countries directly and significantly influence the international business.
      HINA SHARMA
      • FOREIGN EXCHANGE RATES: Foreign exchange rates and their fluctuations do not directly and significantly affect the domestic business.
      • CULTURE: Mostly domestic culture of the country affects the business operations including product design.
      • Foreign exchange rates and their fluctuations directly and significantly affect the international business.
      • Mostly culture of various countries affects the business operations including product design of international business.
      HINA SHARMA
      • EXPORT- IMPORT PROCEDURES: Domestic business is not normally influenced by export- import procedures of the country.
      • HUMAN RESSOURCES: Domestic business normally employs the people from the same country. Therefore, the task of HRM is not much complicated.
      • International business is significantly influenced by export- import procedures of various countries. They need to follow these procedures.
      • International business normally employs the people from various countries. Therefore, the task of HRM is much complicated.
      HINA SHARMA
      • MARKETS AND CUSTOMERS: Domestic companies meet the needs of the domestic markets and customers. As such, it would be appropriate for them to understand the domestic markets and customers.
      • International business should understand markets and customers of various countries.
      HINA SHARMA
      • High living standards
      • Increased socio-economic welfare
      • Wider market
      • Reduced effects of business cycles
      • Reduced risks
      • Large-scale economies
      HINA SHARMA
      • Potential untapped markets
      • Provides the opportunity for and challenge to domestic business
      • Division of labour and specialization
      • Economic growth of the world
      • Optimum and proper utilization of world resources
      • Cultural transformation
      • Knitting the world into a closely interactive traditional village
      HINA SHARMA
      • Political factors
      • Huge foreign indebtedness
      • Exchange instability
      • Entry requirements
      • Tariffs, quotas, and trade barriers
      • Corruption
      HINA SHARMA
      • Bureaucratic practices of government
      • Technological pirating
      • Quality maintenance
      • High cost
      HINA SHARMA
      • Merchandise exports and imports
      • Service exports and imports
      • Tourism and transportation
      • Performance of services
      • Use of assets
      • Investments
      • Portfolio investment
      • Direct investment
      HINA SHARMA
              • MEANS
      HINA SHARMA
    • HINA SHARMA
      • EXTERNAL INFLUENCES
      • PHYSICAL & SOCIETAL FACTORS
      • POLITICAL POLICIES & LEGAL PRACTICES
      • CULTURAL FACTORS
      • ECONOMIC FORCES
      • GEOGRAPHICAL INFLUENCES
      • COMPETITIVE ENVIROMENT
      • MAJOR ADVANTAGE IN PRICE, MARKETING, INNOVATION, OR OTHER FACTORS
      • NUMBER & COMPARATIVE CAPABILITIES OF COMPETITORS
      • COMPETITIVE DIFFERENCES BY COUNTRY
      • OPERATIONS
      • OBJECTIVES
      • STRATEGY
      • MEANS