Professor Svante Andersson, Halmstad University, presented this lecture "The Born Global Firm – a challenge for theory and policy" as part of the Whitaker Institute's Distinguished Lecture Series at NUI Galway on 2nd March 2016.
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.
This document discusses internationalization and entry modes for small and medium enterprises (SMEs). It covers the business environment factors that influence internationalization, including resources, organization, risk-taking, and flexibility. It also discusses the marketing mix and common entry modes like exporting and using intermediaries. The document then focuses on finding and managing partners, including seeking out the right partners, getting their attention, and defining partnership roles.
The document discusses international strategy and provides frameworks for assessing internationalization potential, sources of competitive advantage, types of international strategies, market selection, entry modes, performance impacts, and subsidiary roles. Key factors in internationalization include drivers of globalization, Porter's Diamond model of national advantages, and the four main international strategies. Markets should be evaluated based on attractiveness, distance, and retaliation risk. Common entry modes are exporting, licensing, joint ventures, and foreign direct investment. Internationalization may follow an inverted U-shape performance relationship.
The document discusses various concepts related to international strategy and strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve long-term goals. It also outlines different levels of strategy, including international, corporate, multi-domestic, global, and transnational strategies. Additionally, it discusses factors such as political and economic risks that companies must consider when developing an international strategy.
The document discusses the strategic alliance formed in 1999 between Renault and Nissan. It aimed to allow both companies to combine their strengths and address issues like market saturation in Europe and competition from Asian automakers. Key to the alliance's success has been balanced relationships between managers, preserving each company's autonomy, and achieving synergies while respecting their identities. Under the leadership of Carlos Ghosn, the alliance has become the third largest automaker globally and has significantly expanded both companies' presences in major markets worldwide.
The document discusses global strategies and how companies can globalize. It defines a global strategy as treating the world as a single market by standardizing products across countries. A multi-domestic strategy involves customizing products for each local market. Sources of competitive advantage from a global strategy include economies of scale, exploiting differences in resources between countries, and strategic flexibility. The document also discusses types of global strategies like foreign direct investment, joint ventures, contractual agreements, and licensing.
Globalization refers to the increasing integration and interdependence of world economies through increased cross-border trade and investment. It includes the globalization of markets, where national markets are merging into a huge global marketplace, and the globalization of production, where companies source goods and services globally to take advantage of lower costs. Global institutions like the WTO, IMF, and World Bank help manage and regulate the global economy. Technological advances in transportation and communication have reduced costs and barriers to global trade and investment. While globalization offers benefits like lower prices and more economic growth, critics argue it can also result in job losses and greater inequality between nations.
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.
This document discusses internationalization and entry modes for small and medium enterprises (SMEs). It covers the business environment factors that influence internationalization, including resources, organization, risk-taking, and flexibility. It also discusses the marketing mix and common entry modes like exporting and using intermediaries. The document then focuses on finding and managing partners, including seeking out the right partners, getting their attention, and defining partnership roles.
The document discusses international strategy and provides frameworks for assessing internationalization potential, sources of competitive advantage, types of international strategies, market selection, entry modes, performance impacts, and subsidiary roles. Key factors in internationalization include drivers of globalization, Porter's Diamond model of national advantages, and the four main international strategies. Markets should be evaluated based on attractiveness, distance, and retaliation risk. Common entry modes are exporting, licensing, joint ventures, and foreign direct investment. Internationalization may follow an inverted U-shape performance relationship.
The document discusses various concepts related to international strategy and strategic management. It defines strategic management as the process of formulating, implementing, and evaluating cross-functional decisions to achieve long-term goals. It also outlines different levels of strategy, including international, corporate, multi-domestic, global, and transnational strategies. Additionally, it discusses factors such as political and economic risks that companies must consider when developing an international strategy.
The document discusses the strategic alliance formed in 1999 between Renault and Nissan. It aimed to allow both companies to combine their strengths and address issues like market saturation in Europe and competition from Asian automakers. Key to the alliance's success has been balanced relationships between managers, preserving each company's autonomy, and achieving synergies while respecting their identities. Under the leadership of Carlos Ghosn, the alliance has become the third largest automaker globally and has significantly expanded both companies' presences in major markets worldwide.
The document discusses global strategies and how companies can globalize. It defines a global strategy as treating the world as a single market by standardizing products across countries. A multi-domestic strategy involves customizing products for each local market. Sources of competitive advantage from a global strategy include economies of scale, exploiting differences in resources between countries, and strategic flexibility. The document also discusses types of global strategies like foreign direct investment, joint ventures, contractual agreements, and licensing.
Globalization refers to the increasing integration and interdependence of world economies through increased cross-border trade and investment. It includes the globalization of markets, where national markets are merging into a huge global marketplace, and the globalization of production, where companies source goods and services globally to take advantage of lower costs. Global institutions like the WTO, IMF, and World Bank help manage and regulate the global economy. Technological advances in transportation and communication have reduced costs and barriers to global trade and investment. While globalization offers benefits like lower prices and more economic growth, critics argue it can also result in job losses and greater inequality between nations.
Controlling and organization of international businessArpit Amar
When we talk about International Business we think of certain concepts like strategy, planning, marketing, finance and so on. This presentation certainly focus on aspects which includes how to control and organize these functions and which instruments and application should be used for them.
This was a presentation made by me during MBA program in Germany under the supervision of Dr.Prof. Schminke.
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.
Current Challenges in International BusinessOliver Parker
This document discusses current challenges in international business and implications for education. It outlines issues like intellectual property protection, security threats, evolving communication and business models, changing government policies, and the rise of new global powers. International business relationships and knowledge management are also transforming. This requires professional education to adapt programs with topics like emerging markets, e-business, ethics, and public-private partnerships. Flexible learning models incorporating online, blended, and corporate training options better prepare students for a shifting global business environment.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
Procter & Gamble underwent a major cultural change and reorganization called "Organization 2005" to accelerate innovation through greater decentralization and flexibility. The goals were to increase sales from $38 billion to $70 billion and raise profitability. Three key attributes - stretch, innovation, and speed - were identified to drive change. P&G's acquisition of Gillette further expanded its product portfolio and innovation capabilities on a global scale. Managing cultural change requires sustained efforts to establish an environment where decisions can be safely reassessed and innovation is institutionalized.
This document discusses globalization and international business. It defines globalization as the broadening set of interdependent relationships among people from different parts of the world. International business consists of all commercial transactions between two or more countries. International business differs from domestic business due to physical factors like a country's geography, social factors like laws and culture, and competitive factors in foreign markets. Companies engage in international business to expand sales, acquire resources, and minimize risks.
IKEA is a Swedish multinational group of companies that designs and sells ready-to-assemble furniture (such as beds, chairs and desks), appliances and home accessories. It has been the world's largest furniture retailer since at least 2008.
This presentation briefly will elaborate how IKEA has adopting Porter's Five Forces and Value Chain Analysis in order to maintain its competitive edges over its rivals in furniture market all over the globe by providing good quality furniture at a lower price tag. Hence by bringing in innovative design, improved functionality, low cost operating expenditures and offering excellent quality at lower prices, IKEA's has proved to be a success.
This document provides an overview of IKEA, including its business, vision, mission, strategy, history, and PESTEL analysis. Some key points:
- IKEA is an international home products company that sells ready-to-assemble furniture and home accessories.
- Its vision is to create a better everyday life for many people. Its mission is to offer well-designed, affordable home goods.
- It follows strategies of low prices, quality products, and flat-pack furniture packages for low-cost shipping.
- IKEA has expanded globally since its founding in Sweden in the 1940s. It now has over 400 stores worldwide.
The document discusses research conducted with prospective furniture buyers on their perceptions of DIY furniture assembly and different furniture brands. It also analyzes IKEA's marketing strategy, covering their product range, pricing, store placement, promotional activities and competitive landscape in the home furnishings market. Finally, it proposes communication objectives and promotional tools to introduce the IKEA brand in the Philippines.
International Business Strategy of IKEASungwhan Kim
IKEA has been able to reduce the price of its furniture by outsourcing production to low-cost regions like Eastern Europe and Asia. It maintains close relationships with over 1,400 suppliers, with the majority located in China and Poland. IKEA owns the rights to its product designs and minimizes costs through outsourcing all production activities while developing extensive supply chains abroad. It also established Swedwood as a subsidiary supplier with advanced production facilities, mainly in Eastern Europe, to further reduce costs. In China, IKEA planned to open 10 stores by 2010 to reflect Chinese apartment layouts and offer rare home delivery given low car ownership rates.
IKEA is the largest furniture retailer in the world known for its inexpensive, functional designs. It expanded successfully in Europe due to its accessible store locations and self-service model. However, IKEA stumbled in North America by not fully understanding customer needs. It has since adapted by redesigning products, opening larger stores, and targeting younger demographics. IKEA's strategy involves standardization with local adaptation. It also builds strong supplier relationships to ensure low prices. While its large global scale presents challenges, IKEA continues to use market research and strategic partnerships to address weaknesses and drive ongoing success.
Ikea Invades India - Market Research report on entry strategy in IndiaManeesh Garg
IKEA is considering entering the Indian market. India represents a large opportunity for furniture sales, with a growing middle class and rising incomes. However, the Indian furniture market is currently dominated by thousands of small, unorganized local players. IKEA would bring international design and quality standards to India, as well as its business model of low prices enabled by flat-pack furniture. A joint venture with a large Indian partner like AV Birla Group could help IKEA navigate the market successfully. Competitors in India range from local mom-and-pop shops to national retail chains, but none offer the one-stop shopping experience and globally recognized brand of IKEA.
Ikea struggled when it first entered the US market in 1985. It directly copied its successful European business model without considering important differences in American culture and consumer habits. This led to issues with its product assortment, lack of appropriate services, and an unfamiliar Scandinavian design aesthetic. Ikea's strategy needed to be revised to better adapt to the fragmented US furniture market in order to achieve its goal of high growth and 50 stores by 2013.
Introduction to International BusinessAshwin Kumar
Introduction to International Business is a comprehensive study of the various aspects of International Business. This presentation will provide better insights into the definition, nature, scope, characteristics, approaches, reasons, advantages and disadvantages.
A multinational enterprise (MNE) is a corporation registered in more than one country that produces and sells goods or services globally. MNEs draw on shared resources like assets, patents, and employees across affiliates united by a common strategic vision. They enter foreign markets through exporting, local agents, sales subsidiaries, or foreign direct investment. The management of MNEs differs from domestic businesses as they take a global perspective, transferring talent internationally to meet needs worldwide.
This document discusses factors that allow some companies ("Born Globals") to internationalize their business from a very early stage. It identifies several key factors that differentiate Born Globals from traditional firms: management with an entrepreneurial orientation and international experience, investment in innovative products with short lifecycles in high-tech sectors, targeting of niche global markets, use of advanced marketing strategies, reliance on new communication and transportation technologies, and obtaining mixed financing from banks and external sources through reinvestment in R&D. The rapid changes in global markets and technologies make it difficult to generalize factors beyond the specific period being studied.
The document presents the findings of a study that aimed to identify strategies that support early internationalization and survival of born global companies. The study used qualitative content analysis to analyze literature and interview case study companies. Key findings include that born globals operate in traditional industries disrupted by new technologies, and internationalization is driven more by technological capabilities than local market conditions. Networking and a product model strategy focusing on development over market learning are important. The study could be improved by a less rushed analysis, proper use of deductive methods, better addressing performance, and adding a quantitative component to reduce confirmation bias.
The uppsala internationalization process model revisitedAfzaal Ali
This document summarizes revisions made to the Uppsala Internationalization Process Model. The original 1977 model proposed that firms gradually increase their foreign market commitments starting with occasional exporting to nearby countries and psychically close markets, then establishing sales subsidiaries and eventually production facilities. The revised model emphasizes that internationalization occurs through business networks and relationships. Firms learn from partners, build trust over time, and identify new opportunities collaboratively. The revised model better explains rapid internationalization patterns through acquisitions and born global firms. It suggests future research could study when liability of foreignness versus liability of outsidership impact market entry and integrate the network perspective with internalization theory and eclectic paradigm.
Controlling and organization of international businessArpit Amar
When we talk about International Business we think of certain concepts like strategy, planning, marketing, finance and so on. This presentation certainly focus on aspects which includes how to control and organize these functions and which instruments and application should be used for them.
This was a presentation made by me during MBA program in Germany under the supervision of Dr.Prof. Schminke.
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.
Current Challenges in International BusinessOliver Parker
This document discusses current challenges in international business and implications for education. It outlines issues like intellectual property protection, security threats, evolving communication and business models, changing government policies, and the rise of new global powers. International business relationships and knowledge management are also transforming. This requires professional education to adapt programs with topics like emerging markets, e-business, ethics, and public-private partnerships. Flexible learning models incorporating online, blended, and corporate training options better prepare students for a shifting global business environment.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
Procter & Gamble underwent a major cultural change and reorganization called "Organization 2005" to accelerate innovation through greater decentralization and flexibility. The goals were to increase sales from $38 billion to $70 billion and raise profitability. Three key attributes - stretch, innovation, and speed - were identified to drive change. P&G's acquisition of Gillette further expanded its product portfolio and innovation capabilities on a global scale. Managing cultural change requires sustained efforts to establish an environment where decisions can be safely reassessed and innovation is institutionalized.
This document discusses globalization and international business. It defines globalization as the broadening set of interdependent relationships among people from different parts of the world. International business consists of all commercial transactions between two or more countries. International business differs from domestic business due to physical factors like a country's geography, social factors like laws and culture, and competitive factors in foreign markets. Companies engage in international business to expand sales, acquire resources, and minimize risks.
IKEA is a Swedish multinational group of companies that designs and sells ready-to-assemble furniture (such as beds, chairs and desks), appliances and home accessories. It has been the world's largest furniture retailer since at least 2008.
This presentation briefly will elaborate how IKEA has adopting Porter's Five Forces and Value Chain Analysis in order to maintain its competitive edges over its rivals in furniture market all over the globe by providing good quality furniture at a lower price tag. Hence by bringing in innovative design, improved functionality, low cost operating expenditures and offering excellent quality at lower prices, IKEA's has proved to be a success.
This document provides an overview of IKEA, including its business, vision, mission, strategy, history, and PESTEL analysis. Some key points:
- IKEA is an international home products company that sells ready-to-assemble furniture and home accessories.
- Its vision is to create a better everyday life for many people. Its mission is to offer well-designed, affordable home goods.
- It follows strategies of low prices, quality products, and flat-pack furniture packages for low-cost shipping.
- IKEA has expanded globally since its founding in Sweden in the 1940s. It now has over 400 stores worldwide.
The document discusses research conducted with prospective furniture buyers on their perceptions of DIY furniture assembly and different furniture brands. It also analyzes IKEA's marketing strategy, covering their product range, pricing, store placement, promotional activities and competitive landscape in the home furnishings market. Finally, it proposes communication objectives and promotional tools to introduce the IKEA brand in the Philippines.
International Business Strategy of IKEASungwhan Kim
IKEA has been able to reduce the price of its furniture by outsourcing production to low-cost regions like Eastern Europe and Asia. It maintains close relationships with over 1,400 suppliers, with the majority located in China and Poland. IKEA owns the rights to its product designs and minimizes costs through outsourcing all production activities while developing extensive supply chains abroad. It also established Swedwood as a subsidiary supplier with advanced production facilities, mainly in Eastern Europe, to further reduce costs. In China, IKEA planned to open 10 stores by 2010 to reflect Chinese apartment layouts and offer rare home delivery given low car ownership rates.
IKEA is the largest furniture retailer in the world known for its inexpensive, functional designs. It expanded successfully in Europe due to its accessible store locations and self-service model. However, IKEA stumbled in North America by not fully understanding customer needs. It has since adapted by redesigning products, opening larger stores, and targeting younger demographics. IKEA's strategy involves standardization with local adaptation. It also builds strong supplier relationships to ensure low prices. While its large global scale presents challenges, IKEA continues to use market research and strategic partnerships to address weaknesses and drive ongoing success.
Ikea Invades India - Market Research report on entry strategy in IndiaManeesh Garg
IKEA is considering entering the Indian market. India represents a large opportunity for furniture sales, with a growing middle class and rising incomes. However, the Indian furniture market is currently dominated by thousands of small, unorganized local players. IKEA would bring international design and quality standards to India, as well as its business model of low prices enabled by flat-pack furniture. A joint venture with a large Indian partner like AV Birla Group could help IKEA navigate the market successfully. Competitors in India range from local mom-and-pop shops to national retail chains, but none offer the one-stop shopping experience and globally recognized brand of IKEA.
Ikea struggled when it first entered the US market in 1985. It directly copied its successful European business model without considering important differences in American culture and consumer habits. This led to issues with its product assortment, lack of appropriate services, and an unfamiliar Scandinavian design aesthetic. Ikea's strategy needed to be revised to better adapt to the fragmented US furniture market in order to achieve its goal of high growth and 50 stores by 2013.
Introduction to International BusinessAshwin Kumar
Introduction to International Business is a comprehensive study of the various aspects of International Business. This presentation will provide better insights into the definition, nature, scope, characteristics, approaches, reasons, advantages and disadvantages.
A multinational enterprise (MNE) is a corporation registered in more than one country that produces and sells goods or services globally. MNEs draw on shared resources like assets, patents, and employees across affiliates united by a common strategic vision. They enter foreign markets through exporting, local agents, sales subsidiaries, or foreign direct investment. The management of MNEs differs from domestic businesses as they take a global perspective, transferring talent internationally to meet needs worldwide.
This document discusses factors that allow some companies ("Born Globals") to internationalize their business from a very early stage. It identifies several key factors that differentiate Born Globals from traditional firms: management with an entrepreneurial orientation and international experience, investment in innovative products with short lifecycles in high-tech sectors, targeting of niche global markets, use of advanced marketing strategies, reliance on new communication and transportation technologies, and obtaining mixed financing from banks and external sources through reinvestment in R&D. The rapid changes in global markets and technologies make it difficult to generalize factors beyond the specific period being studied.
The document presents the findings of a study that aimed to identify strategies that support early internationalization and survival of born global companies. The study used qualitative content analysis to analyze literature and interview case study companies. Key findings include that born globals operate in traditional industries disrupted by new technologies, and internationalization is driven more by technological capabilities than local market conditions. Networking and a product model strategy focusing on development over market learning are important. The study could be improved by a less rushed analysis, proper use of deductive methods, better addressing performance, and adding a quantitative component to reduce confirmation bias.
The uppsala internationalization process model revisitedAfzaal Ali
This document summarizes revisions made to the Uppsala Internationalization Process Model. The original 1977 model proposed that firms gradually increase their foreign market commitments starting with occasional exporting to nearby countries and psychically close markets, then establishing sales subsidiaries and eventually production facilities. The revised model emphasizes that internationalization occurs through business networks and relationships. Firms learn from partners, build trust over time, and identify new opportunities collaboratively. The revised model better explains rapid internationalization patterns through acquisitions and born global firms. It suggests future research could study when liability of foreignness versus liability of outsidership impact market entry and integrate the network perspective with internalization theory and eclectic paradigm.
Entrepreneur Shalaka Patil discusses strategies for entrepreneurship in a short document. She likely outlines several tips for starting and running a business successfully such as developing a business plan, finding customers, managing finances, hiring employees, and long-term growth. The document aims to provide aspiring and current entrepreneurs with advice to help launch and scale their ventures.
The document discusses internationalization processes for firms in developed and developing countries. For developed countries, internationalization is typically an evolutionary process as firms gradually increase foreign commitments over time, leveraging technological and size advantages. The example of Greek telecom company OTE S.A. is provided. For developing countries, patterns of internationalization differ, and examples of Indian conglomerate Tata Group expanding abroad through both organic and inorganic growth are described. The conclusion compares internationalization strategies between developed and developing country firms.
This document discusses internationalization strategies and entry modes for international markets. It covers topics like timing of entry, types of entry modes including export modes, intermediate modes like licensing and joint ventures, and hierarchical modes with complete ownership. The objectives are to understand key determinants of internationalization strategy and how to decide when and how to enter new markets.
This document is a case study analysis of IKEA, the largest furniture retailer in the world. It provides background information on IKEA's history, vision, mission, objectives, organizational structure, and financial analysis. The case study analyzes how IKEA became successful by pioneering affordable flat-pack furniture and applying a low-cost business model. It also summarizes IKEA's financial growth from 2009 to 2010, with increases in net income, revenue, and gross profit driven by new store openings and sales growth.
The document discusses various factors and strategies for foreign market entry decisions faced by firms. It covers evaluating which markets to enter based on size, growth rates, and product suitability. It also discusses timing of entry, scale of entry, and different modes of entry including exporting, contractual agreements like licensing and franchising, turnkey projects, contract manufacturing, management contracting, strategic alliances, joint ventures, consortia, and wholly owned subsidiaries. The optimal choice depends on a firm's needs around control, investment, risks, and location-specific advantages.
Zara is a Spanish clothing retailer known for its rapid production of new designs to match emerging fashion trends. It operates over 1,700 stores worldwide and launches around 10,000 new designs each year, getting products to stores in just two weeks compared to the industry average of six months. Zara's supply chain and production model allows it to be more responsive to trends and offer a wider variety of fashionable products at affordable prices. It has experienced rapid international expansion and growth over the past few decades to become one of the largest and most profitable clothing retailers globally.
Blue Ocean Strategy - Summary and ExamplesKhai Biau Yip
This is a workshop presentation developed by KB Yip and YS Lieu for a Learning Institution. It can be easily customized to suit the needs for other organizations. Please contact KB Yip (ymike27@hotmail.com) if you need to get a copy of this presentation.
Startups are born global and can scale rapidly if they focus on growth from the beginning. The presentation discusses how startups can grow from just a few users to millions within a few years by maintaining high growth rates of 5-10% per year. It also highlights some of the challenges startups face when globalizing, such as learning to scale operations effectively, building systems that can support rapid scaling, and making pivot decisions that account for global operations. The presentation encourages attendees to join startup communities to help address these challenges of globalizing a startup.
El domingo 09 de octubre de 2016 se publicó en el Diario Oficial El Peruano la Ley N° 30506, Ley que delega en el Poder Ejecutivo la facultad de legislar, durante el plazo de noventa (90) días, en materia de reactivación económica y formalización, seguridad ciudadana, lucha contra la corrupción, agua y saneamiento y reorganización de Petroperú SA.
Jussi Siltanen - Emerging market multinationals internationalization motivatorsJussi Siltanen
This document summarizes recent theories on the internationalization motivators of emerging market multinationals (EMMs). It reviews literature that proposes new perspectives on EMM internationalization drivers related to knowledge seeking. While traditional internationalization theories were developed using data from developed markets, some research suggests they may need adapting to fully explain EMM behavior. The document focuses on theories that provide different views on EMM internationalization motivators, especially regarding knowledge acquisition.
Pierre possède l'expérience et les compétences en technologies de l'Internet, gestion des processus, gestion des ressources humaines et gestion du développement des affaires lui permettant de superviser et supporter en arrière-boutique, des réseaux de professionnels et des entreprises situés en différents points géographiques dans le monde et plus particulièrement pour les activités suivantes:
Gestion de campagnes utilisant un système de gestion des relations clients opérant sur de nombreux territoires;
Gestion des pistes d'affaires;
Coordination des services à valeur ajoutée auprès des exportateurs;
Suivi et assurance du suivi des activités;
Référencement et suivi de professionnels fournissant des services de soutien sur de nouveaux marchés.
Globalization for Turkish ICT Businesses - David Brown (151 Advisors)ideaport
Teknoloji firmaları küresel pazarlara nasıl açılır? Küresel bir firma olmanın aşamaları ve olası zorluklar. Küresel pazara açılırken yapılması ve yapılmaması gerekenler. İngiltere ve ABD'deki ICT pazarlarının özellikleri ve fırsatları. Ve 151 Advisors'ın bir firmanın küreselleşmesi için verdiği hizmetler...
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1 Haziran 2016
meet@ideaport | Teknoloji Firmalarının Globalizasyonu: Fırsatlar ve Zorluklar
International Business Management - Lecture No 03Khurshid Swati
This document discusses various theories of internationalization for multinational corporations. It covers five main theories:
1. The product cycle theory, which proposes that companies first develop products for domestic markets, then move production abroad as products mature.
2. The opportunistic growth theory, where firms opportunistically pursue international expansion to respond to opportunities.
3. Goshal and Bartlett's model of innovation processes, which categorizes patterns of centralizing or localizing innovation activities.
4. The theory of incremental internationalization, where firms gradually increase foreign involvement over time.
5. The eclectic paradigm (OLI paradigm), which argues firms internationalize based on their ownership advantages,
Final Master's Thesis about Microsoft's Skype acquisition. On may 2011, Microsoft agreed to buy Skype for $8.5 billion dollars, making it, Microsoft's largest acquisition.
This document discusses various aspects of culture and subcultures that are important for international marketers to understand. It covers the importance of knowing different cultures and concepts like self-reference criterion, where people evaluate other cultures based on their own. Marketers need to avoid assumptions and account for cultural differences in communication, including language translation issues. Non-verbal communication norms vary widely by culture, such as personal space distances and gestures. Behaviors also differ between countries due to factors like traditions, hierarchy and religion. Successful marketers adapt to each culture rather than applying domestic strategies universally.
2012.08.23 Scandinavian Insights on International Entrepreneurship and Innova...NUI Galway
Professor Svante Andersson, Halmstad University, Sweden presented this seminar as part of a session on Scandinavian Insights on International Entrepreneurship and Innovation at the Whitaker Institute on the 23rd August 2012.
Cluster policies aim to foster regional economic development through supporting the formation and growth of industry clusters. However, evaluating their effectiveness is challenging due to unclear definitions of clusters, attribution of outcomes, and lack of control groups. Most evaluations of cluster policies focus on short-term outputs like increased collaboration rather than long-term economic impacts. A few evaluations found small increases in outcomes like firm innovation and patenting, but effects were sometimes temporary. Overall, conclusively demonstrating the impact of cluster policies on competitiveness and economic growth remains difficult.
- The Vinnova strategy for learning document summarizes Vinnova's approach to monitoring and evaluating Sweden's VINNVÄXT innovation initiatives and clusters. Key aspects include yearly quantitative and qualitative monitoring of all initiatives, international evaluations of individual initiatives every 3 years, and a broader program-level impact analysis after 10-12 years.
- The impact analysis aims to evaluate how VINNVÄXT has affected regional innovation strategies and systems, strengthened attractiveness as an innovation node, and contributed to platforms in strategic areas like bioinnovation and materials science. Initial results suggest VINNVÄXT has helped develop internationally competitive innovation environments and strengthened regional innovation support structures.
- Lessons learned include the need to focus
This document discusses evaluating a firm's readiness for internationalization. It proposes a new framework for assessing small and medium-sized enterprises (SMEs) that want to increase their chances of success in internationalization. The framework goes beyond traditional "go or no go" export diagnostic models, which are outdated given changes in international business. It considers a broader range of international operations for SMEs beyond just exporting. The proposed framework specifies an SME's preparedness and defines preliminary axes in terms of product-market combinations and internationalization modalities. The framework was developed through a literature review, expert panel, and validating its practical application with 54 Canadian SMEs entering international markets over 4 years.
International Business Actions Internationalisation T.docxmariuse18nolet
International Business: Actions
Internationalisation Theories and Practices (I)
Business College
School of Management
Key Questions
What approaches to global strategy do firms take?How do organisations internationalise? How does international business manage its internal operations globally? How does international business manage its external operations (e.g. relationship with the host country/communities)?
Key Learning ObjectiveThis session will help you to understand the concepts of:
1) Michael E. Porter’s Diamond Model
2) Global Strategy – Ghosal & Nohria Matrix
3) Born Global Concept
Michael E. Porter’s Diamond ModelPorter argues that nations can create factors that promote competitive advantage of nations as well as stronger level of FDI.
RMIT University
School of Management
*
School of Management
Examples of National competitive AdvantagesAbundant, low-cost labor in ChinaMass of IT workers in IndiaHuge reserves of bauxite in AustraliaAbundant agricultural land in the USAOil in Saudi Arabia
RMIT University
School of Management
*
School of Management
Michael E. Porter’s Diamond Model
RMIT University
School of Management
*
School of Management
Michael Porter’s Diamond Model:
Sources of National Competitive Advantage
Firm strategy, structure, and rivalry – the presence of strong competitors at home serves as a national competitive advantage
Factor conditions – labour, natural resources, capital, technology, entrepreneurship, and know how
Demand conditions at home – the strengths and sophistication of customer demand
Related and supporting industries – availability of clusters of suppliers and complementary firms with distinctive competences
RMIT University
School of Management
*
School of Management
*
Industrial ClustersA concentration of suppliers and supporting firms from the same industry located within the same geographic area
Examples include: the Silicon Valley, fashion cluster in northern Italy, pharma cluster in Switzerland, footwear industry in Pusan, South Korea, and the IT industry in Bangalore, India
Can serve as a nation’s export platform
RMIT University
School of Management
*
School of Management
National PolicyProactive economic development plan enacted by the government to nurture or support promising industries sectors. Typical initiatives:
Tax incentives
Investment incentives
Monetary and fiscal policies
Rigorous educational systems
Investment in national infrastructure
Strong legal and regulatory systems(Examples: Japan, Dubai, and Ireland)
RMIT University
School of Management
*
School of Management
Activity 1: Diamond ModelPlease discuss the concept of Porter’s diamond model and apply it to one industry in one country.
RMIT University
School of Management
*
School of Management
Bartlett and Ghoshal’s Model of Internationalization Strategy
RMIT University
School of Management
*
School of Management
Source: Adapted from Bartlett and Ghoshal (1991)., Managing Acrocc Border, Harvar.
E Book Intl Bus 7th Wild & Wild Pearson.pdfssuser4484ea
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Innovation Management Frameworks: Your Guide to Creativity & Innovation
2016.03.02 The Born Global firm
1. The Born Global firm – a
challenge for theory and policy
Svante Andersson
Halmstad university
NUI Galway
2 March 2016
2. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from
creative industries
3. Stage models/ Uppsala model
• Differences between countries
• Hard to understand differences
• Learning by experience
• Slow incremental internationalization
Johanson, J. and Vahlne, J-E. (1977) ‘The internationalization process of
the firm – a model of knowledge development and increasing foreign
market commitments’, Journal of International Business Studies, Vol. 8,
pp. 23–32.
4. Increasing export involvment on
single markets
• No regular export
• export via independent representatives or
agents
• sales subsidiaries
• production/manufucturing plants
5. Managing Internationalization Processes 5
Psychic Distance
1 Denmark
2 Norway
3 Finland
4 West Germany
5 Great Britain
6 Netherlands
7 Belgium
8 USA
9 Switzerland
10 Canada
11 Austria
12 France
13 Italy
14 Spain
15 Portugal
Factors preventing or disturbing the flows of information between firm and market.
Examples of such factors are differences in language, culture, political systems,
level of education, level of industrial development, etc.
(Johanson & Wiedersheim-Paul, 1975, p. 308).
6. New situation
• Trade barriers are lower
• Information and communication technology
has made internationalization easier
• People are more global/international
7. Some firms internationalize fast to
many countries
• Mckinsey study 1993 coined the term Born
Global
• The “born global” firms – began exporting,
on average, only two years after their
foundation an achieved 76 percent of their
total sales through exports…their average
age is only 14 years
8. International new ventures
• We define an international new venture as a
business organization that, from inception,
seeks to derive significant competitive
advantage from the use of resources and the
sale of outputs in multiple countries. (p 49)
• Oviatt, B. M., McDougall, P. P., (1994). Toward
a theory of international new ventures. Journal
of International Business Studies 24, 45-64.
9. Born Global
• The Born Global (BG) is defined as a company
which, from or near its founding seeks to derive a
substantial proportion of its revenue from the sale
of its products in international markets (Knight,
1997, sid 1)
• Knight, G.A . (1997). Emerging paradigm for
international marketing: The born global firm, Ph D
Dissertation, Michigan State University. Dept. of
Marketing and Supply Chain Management.
10. Different definition and
operationalizations
• We define born globals as business
organizations that have a global mindset
from inception and aim to derive significant
competitive advantages from the use of
resources and the sale of outputs in
multiple countries spanning the three
economic trading blocs of NAFTA, EU and
Asia-Pacific. (Andersson, Evers & Griot,
2013, p 869)
11. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from creative
industries
12. Definition of international
entrepreneurship
• International entrepreneurship is the
discovery, enactment, evaluation and
exploitation of opportunities – across
national borders – to create goods and
services (Oviatt and McDougall, 2005, p.
540).
13. Development of a new field of
research
• McGill International Entrepreneurship
Conference started 1998 – Hamid Etemad
• 2017 NUI Galway
• 2018 Halmstad University
• In 2003, the Journal of International
Entrepreneurship was launched to provide
a forum for research specific to IE
14. Entrepreneurial Internationalization:
A bibliometric analysis (1989-2012)
• Vinciane Servantie, Universidad de Los Andes, Colombia
• Mathieu Cabrol, Université de Savoie, France
• Gilles Guieu, Aix-Marseille Université , France
• Jean-Pierre Boissin, Université Pierre-Mendès-France , France
Santiago de Chile, Sept 2-5
18. Origin of contributions by country
47 countries 1989-1999 2000-2006 2007-2012 Total contributions % Cumulative %
United States 30 90 146 266 25,6% 25,6%
United Kingdom 8 60 86 154 14,8% 40,5%
Finland 6 31 85 122 11,8% 52,2%
Spain 10 46 56 5,4% 57,6%
Sweden 3 23 28 54 5,2% 62,8%
Australia 1 17 33 51 4,9% 67,7%
Canada 9 13 26 48 4,6% 72,4%
Denmark 2 5 20 27 2,6% 75,0%
Germany 2 23 25 2,4% 77,4%
Italy 24 24 2,3% 79,7%
Norway 2 6 16 24 2,3% 82,0%
New Zealand 1 12 9 22 2,1% 84,1%
China 2 16 18 1,7% 85,8%
Netherlands 1 13 14 1,3% 87,2%
Switzerland 3 3 7 13 1,3% 88,4%
Ireland 2 10 12 1,2% 89,6%
Greece 2 9 11 1,1% 90,7%
Malaysia 1 8 9 0,9% 91,5%
Belgium 3 6 9 0,9% 92,4%
France 8 8 0,8% 93,2%
27 pays Between 1 et 7
19. Most productive universities
Universitiy
1989-
1999
2000-
2006
2007-
2012
Number of
signature
Country Authors affiliated*
Lappeenranta University of Technology 15 34 49 Finland
17 authors, including Saarenketo
(13) and Puumalainen (9)
Georgia State University 7 11 9 27 US
9 authors including McDougall
(18), Zahra (14), Cavusgil (6)
University of Strathclyde 1 19 4 24 UK
11 authors, including Jones (9)
and Dimitratos (9)
University of Texas 1 22 23 US 18 authors, including Khavul (6)
Helsinki School of Economics 3 9 9 21 Finland
11 authors, including M.
Gabrielsson (9)
University of Ulster 1 10 10 21 UK
7 authors including Bell (9) and
Loane (7)
University of Southern Denmark 3 16 19 Denmark
10 authors, including Servais (7)
and Madsen (6)
Indiana University 5 13 18 US
7 authors, including McDougall
(18)
Stockholm School of Economics 1 4 13 18 Sweden 13 authors
University of Seville 1 17 18 Spain 6 authors, including Acedo (7)
Halmstad University 9 7 16 Sweden
4 authors, including Andersson
(12)
Norwegian University of Science and
Technology
6 7 13 Norway
4 authors, including Moen (7) and
Aspelund (6)
University of Glasgow 4 9 13 UK
5 authors, including Jones (9) and
Dimitratos (9)
Universitat Jaume I 12 12 Spain 5 authors, including Ripollés (5)
University of Giessen 12 12 Germany 3 authors
University of Pavia 12 12 Italia 6 authors, including Zucchella (5)
University of Minnesota 5 5 10 US
2 authors, including Zahra (14)
and Sapienza (6)
Florida State University 1 6 2 9 US 2 authors, including Knight (8)
20. Contributions per publication
Number of
signatures per
publication
Number of
publications
%
Number of de
collaboration
6 1 0,2% 6
5 4 0,9% 20
4 43 9,5% 172
3 128 28,4% 384
2 181 40,1% 362
1 94 20,8% 94
total 451 100,0% 1038
22. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from
creative industries
23.
24. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from
creative industries
25. Swedish study on globals
• Measuring performance five years after
firm foundation, born global firms are found
to have higher growth in employment and
sales per employee but no such effect is
found when performance is measured by
profitability or labor productivity.
26. Born global firms – do they perform
differently? Halldin (2012)
• The study investigates whether born global
firms perform differently compared to other
newly founded manufacturing firms.
• The dataset stretches from 1997-2008
• All new started manufacturing firms in
Sweden
• Measuring performance five years after
firm foundation (Employment and sales
growth, profatibiity, labor productivity)
27. Conclusions
• Born global firms prioritize growth in
employment and sales. Short-term profits
seem to be secondary to these firms.
• No significant differences in profitability and
labor prouctivity
• More born globals leads to economic and
employment growths
• Few born globals
28. Halldin’ definition
• 1. Stringent definition: New firms with at least 25
percent of sales in exports within two years from
inception (abbreviation used below: BGF 2:25)
• 2. Modest definition: New firms with at least 10
percent of sales in exports within five years from
inception (abbreviation used below: BGF 5:10)
• 3. Alternative definition: New firms with at least an
average of 25 percent of sales in exports for three
consecutive years no later than year two, three and
four after firm foundation (abbreviation used below:
BGF 3ma:25)
30. Results
• Manufacturing high-tech and low tech firms
• Still quite few born globals 1-6 % of
population
• The number of born globals are not
growing
31. IE research in different industries
(Peiris et al, 2012.)
33. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from
creative industries
34. Policy suggestions
• Business and entrepreneurship courses need
to include internationalizaton opportunities
• International experience can lead to Born
Globals – promote international exchange and
studies abroad
• Promote technology development connected
with internationalization knowledge -
Digitalization and automatization make it
possible to insource activities to developed
countries - technology development (Axelent)
35. Policy suggestion
• Support systems need to be simplified an
co-ordinated
– Business Sweden, Swecare, regional support,
European Support
• Support for companies need to be targeted
toward different types of firms
– New growing industries (e. g creative
industries computer games, music, fashion)
36. Disposition
• Background, Traditional theories
• The rise and development of Born Global
and International Entreprenurship research
• Factors influencing the Born Global
• Example from Swedish study
• Implications for policy
• Future research with examples from
creative industries
38. Swedish largest exporters (2014)
• 1 Ericsson , Telefon AB LM 113 734 000 SEK
• 2 Volvo, AB 78 174 000
• 3 Preem AB 53 863 000
• 4 SSAB AB 39 568 000
• 5 AstraZeneca AB 39 130 000
• 6 Sandvik AB 26 000 000
• 7 BillerudKorsnäs AB 18 120 000
• 8 LKAB 15 900 000
• 9 Tetra Pak, AB 15 000 000
• 10 Saab (koncernen) 12 000 000
• 11 Södra Skogsägarna ek. för. 10 932 000
• 12 IKEA AB 9 500 000
• 13 Siemens Industrial Turbomachinery AB 9 218 958
• 14 Husqvarna AB 9 000 000
• 15 SCA, Svenska Cellulosa AB 8 500 000
39. • First released in August 2003, Skype was
created by Swedish Niklas Zennström and
Danish Janus Friis, in cooperation with Ahti
Heinla, Priit Kasesalu, and Jaan Tallinn,
Estonians who developed the backend that
was also used in the music-sharing
application Kazaa. In September 2005,
eBay acquired Skype for $2.6 billion.
(Wikipedia)
40. Mojang
• Mojang AB (Swedish: [mʊˈjɛŋː] "gadget") is a
Swedish video game developer founded in
May 2009 under the name Mojang
Specifications by game programmer Markus
Persson, best known for creating the popular
independent game Minecraft, a sandbox
game. It is currently updating two games
frequently: The game Scrolls, and indie hit,
Minecraft. Mojang's company headquarters is
in Stockholm. Microsoft acquired Mojang in
2014 at valuation of $2.5 billion. (Wikipedia)
41. • Spotify is a Swedish commercial music streaming, podcast and
video service that provides digital rights management–
protected content from record labels and media companies. It
is available in most of the Americas, Western Europe and
Oceania.[Music can be browsed or searched by artist, album,
genre, playlist, or record label.
• Spotify was launched in September 2008 by Swedish startup
Spotify AB. As of June 2015 Spotify had more than 75 million
active users, including about 20 million paid users. Spotify Ltd.
operates as the parent company, headquartered in London,
while Spotify AB handles research and development in
Stockholm. (Wikipedia)
42. Swedish Music Export
• ABBA to MAX MARTIN
• Martin Karl Sandberg (born February 26, 1971), known professionally
as Max Martin, is a Swedish music producer and songwriter. He rose
to prominence in the mid-1990s after making a string of major hits for
artists such as the Backstreet Boys, Britney Spears and NSYNC.
Some of his earlier hits include "I Want It That Way" (1999), "...Baby
One More Time" (1999) and "It's My Life" (2000).
• Since 1999, Martin has written and co-written 21 Billboard Hot 100
number-one hits (most of which he has also produced or co-
produced) in the United States, including Katy Perry's "I Kissed a
Girl" (2008), Pink's "So What" (2008), Britney Spears's "Hold It
Against Me" (2011), Maroon 5's "One More Night" (2012), Taylor
Swift's "We Are Never Ever Getting Back Together" (2012), "Shake It
Off" (2014), "Blank Space" (2014), "Bad Blood" (2015). Martin is the
songwriter with the third-most number one singles on the chart,
behind only Paul McCartney (32) and John Lennon (26).[2]
43. Future research
• New technology (Internet, automatization
etc) challenge theory, practice and policy
for firms’ internationalization.
• New knowledge and research are needed
to facilitate decisions in different industry
contexts.