International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
Factors associated with Entry Mode
Timing of an Entry
FIRST MOVER ADVANTAGE
Scale of Entry & Strategic Commitments
ENTRY MODES
Explain exporting, turnkey projects and licensing entry modes with their advantages and disadvantages.
Explain franchising, joint venture and wholly owned subsidiaries with its advantages and disadvantages.
SELECTING ENTRY MODE
PROS & CONS OF ACQUISITION
PROS &CONS OF GREENFIELD VENTURES
What is strategic alliance?
What are the advantage and disadvantages of strategic alliance?
What are the factors contributing to the success of an alliance?
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
International Strategic Management is an ongoing management planning process aimed at developing strategies to allow an organization to expand abroad and compete internationally.
An organization must be able to determine what products or services they intend to sell, where and how the organization will make these products or services, where they will sell them, and how the organization will acquire the necessary resources for these tasks. Even more importantly an organization must have a strategy on how it expects to outperform its competitors.
Factors associated with Entry Mode
Timing of an Entry
FIRST MOVER ADVANTAGE
Scale of Entry & Strategic Commitments
ENTRY MODES
Explain exporting, turnkey projects and licensing entry modes with their advantages and disadvantages.
Explain franchising, joint venture and wholly owned subsidiaries with its advantages and disadvantages.
SELECTING ENTRY MODE
PROS & CONS OF ACQUISITION
PROS &CONS OF GREENFIELD VENTURES
What is strategic alliance?
What are the advantage and disadvantages of strategic alliance?
What are the factors contributing to the success of an alliance?
What is a Strategy? Michael Porter - Harvard Business ReviewDonny Sitompul
What is Strategy
Operational Effectiveness Is Not Strategy
Strategy Rests on Unique Activities
A Sustainable Strategic Position Requires Trade-offs
Fit Drives Both Competitive Advantage and Sustainability
Rediscovering Strategy
This revision presentation provides an overview of the topic of emerging markets. It highlights some examples of how businesses have pursued a growth strategy in emerging markets and also how developed economies have seen investment coming in the opposite direction. A brief overview of the methods and benefits/drawbacks of international expansion is also provided.
• PRODUCTIVIDAD
Alcanzar/mejorar los niveles de productividad de Toyota.
Aumentar la utilización de recursos.
Estandarizar las prácticas/procesos óptimos.
Sistema de producción Ford estandarizado.
• SATISFACCION DEL CLIENTE
Mayor sensibilidad hacia los clientes.
Decisiones rápidas e implementación ágil.”
Así, el objetivo que Ford Motor Company persigue es "producir mejores productos más rápidamente y a un precio más bajo para satisfacer a más clientes en todo el mundo". Para conseguirlo va a llevar a cabo un rediseño tanto de sus procesos como de su estructura, basando la misma en sus productos y no en las áreas geográficas, como venía actuando desde su creación.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
11 The Strategy of International BusinessBrent Weeks
To evaluate industry structure, firm strategy, and value creation
To profile the features and functions of the value chain
To assess how managers configure and coordinate a value chain
To explain global integration and local responsiveness
To profile the types of strategies firms use in international business
Managing differences: the central challenge in HR Global StrategyAlfredo Amores
Managing differences is the central challenge in HR Global Strategy.
The CAGE Distance Framework identifies Cultural, Administrative, Geographic and Economic differences or distances between countries that companies should address when defining international HR strategies.
However, understanding differences is not a sufficient basis for setting global strategy.
Discover as well what are our globalization options and strategies, and how leading organizations are doing to "globally localice" the HR function.
An analysis into the factors / "differences" / "distances" that either enable or deter trade between countries.
A study that I participated in .... conducted by Prof. Pankaj Ghemawat - who propounds the CAGE-framework to
help explain why the world is NOT as globalized as much as we THINK it to be. He introduces a new 'word' gloBaloney that has taken my fancy.
CAGE is acronym for Cultural-Administrative-Geography-Economic
This revision presentation provides an overview of the topic of emerging markets. It highlights some examples of how businesses have pursued a growth strategy in emerging markets and also how developed economies have seen investment coming in the opposite direction. A brief overview of the methods and benefits/drawbacks of international expansion is also provided.
• PRODUCTIVIDAD
Alcanzar/mejorar los niveles de productividad de Toyota.
Aumentar la utilización de recursos.
Estandarizar las prácticas/procesos óptimos.
Sistema de producción Ford estandarizado.
• SATISFACCION DEL CLIENTE
Mayor sensibilidad hacia los clientes.
Decisiones rápidas e implementación ágil.”
Así, el objetivo que Ford Motor Company persigue es "producir mejores productos más rápidamente y a un precio más bajo para satisfacer a más clientes en todo el mundo". Para conseguirlo va a llevar a cabo un rediseño tanto de sus procesos como de su estructura, basando la misma en sus productos y no en las áreas geográficas, como venía actuando desde su creación.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
11 The Strategy of International BusinessBrent Weeks
To evaluate industry structure, firm strategy, and value creation
To profile the features and functions of the value chain
To assess how managers configure and coordinate a value chain
To explain global integration and local responsiveness
To profile the types of strategies firms use in international business
Managing differences: the central challenge in HR Global StrategyAlfredo Amores
Managing differences is the central challenge in HR Global Strategy.
The CAGE Distance Framework identifies Cultural, Administrative, Geographic and Economic differences or distances between countries that companies should address when defining international HR strategies.
However, understanding differences is not a sufficient basis for setting global strategy.
Discover as well what are our globalization options and strategies, and how leading organizations are doing to "globally localice" the HR function.
An analysis into the factors / "differences" / "distances" that either enable or deter trade between countries.
A study that I participated in .... conducted by Prof. Pankaj Ghemawat - who propounds the CAGE-framework to
help explain why the world is NOT as globalized as much as we THINK it to be. He introduces a new 'word' gloBaloney that has taken my fancy.
CAGE is acronym for Cultural-Administrative-Geography-Economic
Strategic Management models and diagrams for professional business presentation.
More downloadable business diagrams on
http://www.drawpack.com
your visual business knowledge
Thinking of a career in international business? See if you and an international job environment are a good fit. Fuel the growth and success of multinational corporations with a career in international business. You’ll find many exciting opportunities for work at home and abroad. An increasing number of businesses now conduct business globally. In international business you’ll engage with global and cultural business issues as an import/export agent, translator, foreign currency investment advisor, foreign sales representative, international management consultant and more. If you’re in interested in learning where international business can take you, learn which personal and professional traits you’ll need to succeed.
Impact of globalization on organizational behaviourRaj Shravanthi
One of the other major environmental context impacting organizational behavior is globalization.
Today, well-known U.S.-based multinational corporations have more than half their assets overseas.
With trends toward similar clothes, entertainment, material possessions, and recognition that English is the international business language, people around the world still think and behave in different ways.
The starting point of how the globalization environment affects and is affected by organizational behavior is culture.
Chapter 5 How Managers Use Balance of Payments Data – p.213Do.docxrobertad6
Chapter 5: How Managers Use Balance of Payments Data – p.213
Do some research on the items in the table below and see if you see a pattern with the various country’s economies:
1. What is the G7?
2. What is the E7?
G7 Countries
Continent where the country lies
GDP
Ease of Doing Business
1.
2.
3.
4.
5.
6.
7.
NOTE: When you find the GDP (Gross National Product) note the year – you may not have 2018 statistics. That is okay –find the latest data available. You may need to search for the Ranking of Ease of Doing Business – and then find the countries that make up the G7 or the E7.
NEXT PAGE!
E7 Countries
Continent where the country lies
GDP
Ease of Doing Business
1.
2.
3.
4.
5.
6.
7.
A. Compare the 2 groups of countries – explain your findings.
Globalization Effects on Country Institutions, People and Business
Chapter 3
Key Points for the Chapter
Economic development comprises positive economic growth and entails changes in a country’s political, economic, and cultural institutions, as well as in individual values, attitudes, and behaviors.
Economic development requires resources from public and private sectors, both internal and external.
Technology transfers by international corporations comprise manufacturing technologies, management organizations, and marketing know-how.
Intro: The Economic Development Process
Economic development is the progress countries make in living standards as they experience positive economic growth and the changes occurring in societal and cultural institutions and values as nations move toward more advanced stages of industrialization.
Economic progress demonstrates human progress, and more pragmatically, it keeps politicians in power, companies busy, and consumers (and voters) optimistic about the future.
Technology Transfers
International trade, investments, and global media have opened world markets up to a variety of modernizing influences.
In general terms, technology transfers occur as corporations enter new markets with products, technologies, lifestyles, and business methods developed in their home and other international markets.
Technology transfers first affect urban segments of developing countries where there are developed infrastructures and pocket of economically significant customers.
As media become commercialization and distribution channels are built into rural areas, greater proportions of developing-country populations come into contact with modernization influences.
4
Positive Effects
Positive effects occur as societies are exposed to broad varieties of products that make lives easier.
Convenience products such as packaged foods, and consumer durables such as refrigerators, radios, televisions, and stoves have positive effects on consumer lifestyles.
New technologies in manufacturing and distribution make products cheaper and more widely available. They provide employment opportunities for lo.
2. Definition
“Globalization is the process by which
geographic constraints on economic, social
and cultural arrangements recede, thus
increasing our global interdependence”
Branson, R. (2007)
3. Interdependence
• Increased magnitud and intensity of global flows
• Distant events affect local scenarios
• Action and reaction across the world
• Increased interaction: networks, telecommunications, MNCs
• Supported by:
– Telecommunications
– Transport
– Global customer demand
– Knowledge exchange
– MNCs
– Institutions
– Bilateral and multilateral agreements
6. 5 key factors have boosted
globalization
• Governments have privatized and deregulated economic
activities
• Large multinational companies have replaced governments
as the vehicle for economic domination
• Industrial revolution has been replaced by information and
services revolution
• Advances in technology have intensified global
connectedness
• The rise in per capita income has created a perpetual cycle of
consumerism
Source: http://www.unesco.org/education/tlsf/mods/theme_c/mod18.html (July, 2013)
13. • Global financial crisis 2009 called for increased controls on globalization
• Alternative ideology to neo-liberal globalization
10 pillars (Bello,2009):
1. Production for the domestic market
must be the focus
2. To encourage the production of goods
at the community level if it can be
done at a reasonable cost
3. Trade policies to protect local industry
(quotas and tariffs)
4. Industrial policy to revitalize the
manufacturing sector (subsidies,
tariffs and trade)
5. Measures of equitable income
distribution
6. Emphasis on upgrading quality of life
and equity (not growth)
7. Use of environmentally friendly
technology in agriculture and
industry
8. All vital questions must become
subject to democratic discussion
9. Civil society must monitor and
supervise the private sector and the
state
10 Mixed economies: community
cooperatives, private enterprises
and state enterprises; transnational
corporations must be excluded
11 Centralized institutions (IMF, WB)
should be replace by regional
institutions to work not on free
trade but cooperation
Source: http://www.unesco.org/education/tlsf/mods/theme_c/mod18.html (July,
2013)
14. Kids react to controversial
Cheerios commercial
Kids react to controversial Cheerios commercial. In The Daily
Dot. Retrieved from
http://www.dailydot.com/lol/kids-react-cheerios-commercial-race/
15. Bibliography
• Ghemawat, P. & Altman, S.A. (2012). DHL Global Connectedness Index 2012.
Iberglobal, Retrieved from
http://www.iberglobal.com/index.php?option=com_content&view=article&id=1052:indice-• Looking beyond the obvious: Globalization and new opportunities for growth.
Retrieved from
http://www.ey.com/GL/en/Issues/Driving-growth/Globalization---Looking-beyond-the-• The globalization of the Television supply chain: “smaller screen, smaller world”. In
Yale Global Online. Retrieved from
http://yaleglobal.yale.edu/sites/default/files/flash/Movie2.html
• Globalization. In Ernst and Young Global. Retrieved from
https://www.youtube.com/watch?v=JvCyRoY6azk
17. • What is an international company
• Internationalization driving forces
• Global strategy
• Generic global strategies
• The value proposition matrix
• Global market entry strategies
20. Multinational corporations
• Assets and / or operations in more than one country
• Operations are managed from a main office in its home
country.
• Long supply chain:
– Acquisition of raw materials in one country
– Manufacturing in another country
– Sales in another country
27. Strategic Asset Seekers
“The strategic assets are that set of goods, tangible or
intangible, which the company has been generating and
which have become essential to develop a competitive
advantage in their market. We would be speaking of real
estate patrimony, machinery, patents, marks, know-how,
data bases of information of clients, etc”
Source:
http://www.innovationthink.com/innovation/articles/strategic_innovation/strateg
ic_assets.html (August, 2011)
30. Internationalization: why?
• New markets
• Diversified activities
• Proximity to the customer
• Cost related-motivations
• Domestic market-related motivations
• Survival
Alternative Vs. Imperative ?
31. Key Benefits*
International companies:
• Sales
• Employment: more and more qualified
• Competitiveness
• Productivity: companies who invest abroad are 25%
more productive than those who only export and
77% more productive than domestic companies.
• More resistant to adverse economic cycles (?)
Source: Internacionalización, empleo y modernización de la economía española. ICEX & AFI, mayo 2010.
En: Internacionalización empresarial: argumentos y estrategias para el directivo. Fundación CEDE.
32. Key Risks
PPooliltiticicaall
Global risk – affects the company’s global operations
Country-specific risk – company’s specific investments in a given
country
Macro – how FDI is treated (expropiation, nationalization, etc)
Micro – accounting practices, breach of contracts, etc.
Global risk – affects the company’s global operations
Country-specific risk – company’s specific investments in a given
country
Macro – how FDI is treated (expropiation, nationalization, etc)
Micro – accounting practices, breach of contracts, etc.
Legal system
Enforcement of local regulations (IPR)
LLeeggaall Legal system
Enforcement of local regulations (IPR)
Macroeconomic stability
Currency competitiveness and fluctuations
FFininaanncciaiall Macroeconomic stability
Currency competitiveness and fluctuations
SSooccieiettaall Ideologies, religious and ethnic groups
Ideologies, religious and ethnic groups
Local leaders
Local leaders
Kluyver (2010)
33. Key barriers
CCoouunnttrryy
• Language
• Culture
• Religion
• Social structure
• Geographical distance
• Corruption
• Legal framework
• Bureaucracy
• Tariff and non-tariff
barriers to trade
• PPP
InIndduussttrryy OOrrggaannizizaattioionn
• Market knowledge
• Competition
• Logistics and
distribution channels
• Consumer
expectations
• Norms and
procedures
• technology
• Preparation
• Commitment
• Finding the right
talent
• Access to government
support
• Expatriates
• Multiculturalism
• Corporate culture
34. 2 approaches
RReeaaccttivivee
• To compensate for changes in
domestic market
• Domestic market saturation
• Excess capacity
• Risk diversification
• Entry of foreign competitors to
domestic market
PPrrooaaccttivivee
• Market potential
• Emerging markets
• Economies of scale
• Global supply chain networks
• Access to resources
• Proximity to customers
• Value creation
37. Dilemmas of competing in a global
world
• Convergence vs. homogenization
• Global citizenship vs. local identities
• Global market vs. global segments
• Globalization vs. semi globalization
• Global sourcing vs. regional business
• Bridges vs. barriers between countries
38. The center of gravity is changing
• The role of emerging markets
• 62 companies from emerging markets appear
in Fortune’s 500 rankings
• Emerging market companies acquiring
companies in developed countries
• New champions from developing countries -
Lenovo
39. 5 imperatives to become more
global
Gupta, Govindarajan & Wang (2008)
Growth Limited growth in developed markets, potential in developing ones
Efficiency Economies of scale linked to the scale of operations
Knowledge Faster and cheaper innovation, lower risk due to knowledge transfer
Customers Responsiveness to needs and preferences
Competition First mover advantage.
40. Still Distance Remains
Economic distance
Income disparities, cost
differentials
Cultural Distance
Language, social
norms, , etc.
Administrative or
political distance
Laws, policies,
Geographic distance
Physical distance, size,
access to the ocean, etc.
institutions
CAGE (Ghemawat, 2001)
Source: Author’s creation based on Ghemawat, 2001)
42. Generic Global Strategies
AAA Global Strategy Framework (Ghemawat, 2007)
Adaptation Aggregation Arbitrage
Tailoring
Achieving
products or
economies of
components
scale or scope
to suit local
preferences or
requirements
through
regional or
global
efficiencies
Exploiting
differences
rather than
adapting to
them
43. Adaptation
• Unavoidable to virtually all products
Variation Products, processes, policies, positioning (Coca-Cola)
Focus Without modification products will appeal to a smaller market (Luxury goods)
Externalization Transfer of responsibilities requiring adaptation (Eli Lilly – drug testing)
Design Flexible design to overcome supply differences (modularity)
Innovation Improving the effectiveness of adaptation efforts (IKEA – Flat packaging)
44. The Globalization of Industries
• Truly global industries?
• Global vs. local
• Global competition:
– Cross market share battles
– Global brands
– Global distribution
Local Global
Oil, Passenger cars,
Pharmaceutical
Tax preparation,
retailing, real state
Furniture
WWhhaatt a abboouutt C Ceemmeenntt??
45. Aggregation
• Achieving economies of scale and scope without
compromising local responsiveness
GGeeooggrraapphhicic RReeggioionnaal lp puurrcchhaasseess
Cultural Publishing a book only in a few languages
AAddmmininisitsrtaratitvivee FFuulfliflillilningg r reegguulalattoorryy r reeqquuirireemmeennttss t too i ninttrroodduuccee a a p prroodduucctt i nin t thhee E EUU
Economic Choosing to focus on developed or developing markets but not in both
46. Arbitrage
• Locating separate parts of the supply chain in different
locations
• Buying at a low price in one country to sell in another
GGeeooggrraapphhicic XX-R-Raayyss i nin U USS-I-nInddiaia; ;I nInddiaia i ninvveessttiningg i nin L LAA t too s seerrvvee U USS c cuussttoommeerrss
CCuultltuurraall AAssssoocciaiattioionn o of ff afasshhioionn i titeemmss w witithh f rfreenncchh o orr i titaalilaiann c cuultltuurree
AAddmmininisitsrtaratitvivee HHooldldiningg c coommppaannieiess i nin t thhee C Caayymmaann I sIslalannddss
EEccoonnoommicic LLeevveerraagginingg d dififfeferreenncceess i nin c coossttss o of fl alabboorr a anndd c caappititaal l( o(offfsfshhoorriningg))
47. Which “A” to use?
• The goal is to create global value
• Many companies will focus on just
one “A”
• Most likely all of them will be
considered at some point
• Strong marketing focus –
adaptation
• R&D – aggregation
• Labor intensive industries -
arbitrage
P&G’s AAA Strategy
P&G’s AAA Strategy
• Adaptation of products
•Aggregation at the regional
level
•Geographical arbitrage
-Outsourcing of production
activities
• Adaptation of products
•Aggregation at the regional
level
•Geographical arbitrage
-Outsourcing of production
activities
49. Value Proposition Matrix
The Offer
Kluyver, 2010 Same Different
Global “Mix”
-Pure aggregation-
Global Message
-Message aggregation-
Message
The Global Offer
-product
Global Change
aggregation +
-pure adaptation- message adaptation-
Different Same
50. Global Mix
• Pure aggregation
• Rare
• It requires:
– Global usage patterns
– Economies of scale
– Standardization leads to a sustainable competitive
advantage
BBaassiicc e elleeccttrroonniicc c coommppoonneennttss
51. Global Offer
• Same offer
• Different positioning
• Core benefits are identical but a local
message is needed to reach customers
• Difficult to sustain – consistency and global
expectations?
52. Global Message
• Same message
• Product adaptation
• Customers with similar
aspirations
• Cost of adaptation is low
• Global brand leverage
• Risk: global customers do not
find a global offer
MMccDDoonnaallddss
53. Global Change
• Pure adaptation
• Best fit
• Often linked to acquisitions
• Requires higher local R&D costs
• may lead global customers to confusion
54. Bibliography
• Zhao, Xuemin and Decker, Reinhold, “Choice of foreign market entry
mode – cognitions from empirical and theoretical studies”, Available at:
http://bieson.ub.uni-bielefeld.de/volltexte/2004/507/pdf/m_entry.pdf
(August, 2010).
• International Management-Concepts and Cases by A.V. Phatak, pp. 270-
275. Deresky, Helen, 2008, International Management: Managing Across
Borders and Cultures – Text and Cases. Pearson-Prentice Hall Ed., New
Jersey
• Welch, Lawrence S., Benito, Gabriel R.G. & Petersen, Bent. 2007, Foreign
Operations Methods. Edward Elgar Publishing Ltd., Cheltenham, UK.
Chapter 8.
• Rasmussen, Erik S. and Madsen, Tage Koed, “The born global concept”,
Paper for the EIBA Conference, December, 2002. Available
http://www.aueb.gr/deos/EIBA2002.files/PAPERS/S4.pdf (August, 2010)
55. Bibliography
• Welch, Lawrence S., Benito, Gabriel R.G. & Petersen, Bent.
2007. Foreign Operations Methods – Theory, Analysis,
Strategy. Edward Elgar Publishing Ltd., Cheltenham, UK.
• Dunning, John H. & Lundan, Sarianna M. 2008. Multinational
Enterprises and the Global Economy, 2nd edition. Edward
Elgar Publishing Ltd., Cheltenham, UK.
• Deresky, Helen, 2008, International Management: Managing
Across Borders and Cultures – Text and Cases. Pearson-
Prentice Hall Ed., New Jersey, U.S..
• Wild, John H.;Wild, Kenneth L. & Han, Jerry C.Y., 2006,
International Business: The Challenges of Globalization,
Pearson – Prentice Hall Ed., New Jersey, U.S..
Editor's Notes
Sources of pictures:
http://animeproject.org/2009/10/muere-gerente-de-un-mcdonalds-en-japon-japon-no-obliga-a-las-empresas-a-pagar-horas-extras/
http://www.google.com.co/imgres?um=1&hl=es&biw=1311&bih=543&tbm=isch&tbnid=93FknSoyGluihM:&imgrefurl=http://www.roastbrief.com.mx/2012/09/adaptarse-o-morir-mcdonalds-vegetariano/&docid=SG52dHFAKuxktM&imgurl=http://www.roastbrief.com.mx/wp-content/uploads/2012/09/india.jpg&w=800&h=547&ei=VhX8UZrqIYz_4AOA7oHoDQ&zoom=1&iact=rc&dur=327&page=1&tbnh=138&tbnw=222&start=0&ndsp=19&ved=1t:429,r:0,s:0,i:82&tx=164&ty=92
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