The document discusses factors that firms must consider when entering foreign markets, including overcoming liabilities of foreignness, strategic goals related to location, cultural and institutional distances between the home and host countries, and the advantages and disadvantages of being an early or late market entrant. Some key points:
- Foreign firms face inherent disadvantages from their non-native status that can be formal, such as differences in rules and regulations, or informal, such as discrimination.
- Location-specific advantages, like access to resources, market size, efficiency gains, or innovation centers, should match a firm's strategic goals for entering the market.
- Cultural and institutional distances between countries also influence entry location decisions, with some arguments that firms initially
87 chapter 2 e commerce fundamentalsnote that covisint (waman341480
1. The case study describes the history and growth of the social media platform Facebook from its launch in 2004 for Harvard students to becoming available worldwide.
2. An early intellectual property dispute arose over whether Facebook copied source code from another social media platform.
3. Facebook received investments in 2006 and 2007 that helped fuel its international expansion while also dealing with privacy concerns over user data.
4. The introduction of new features like News Feed prompted feedback from users about balancing new functionality with disruption to existing habits on the platform.
This document provides an outline for a report on offshoring. Section I discusses reasons why companies engage in offshoring, including lower labor costs, advances in technology and telecommunications that allow work to be done remotely, and access to new markets. Section II covers different types of sourcing strategies such as offshoring, outsourcing, insourcing, and nearshoring. Section III discusses benefits of outsourcing, including cost savings, increased efficiency, risk management, and competitive advantages from flexibility and 24/7 operations. Section IV notes potential disadvantages like loss of control, hidden costs, quality issues, and cultural problems.
Country analysis and Market entry strategy - Chinasoumya0896
This document provides an analysis of China's political, economic, cultural, and business environments to inform a market entry strategy. It finds that China has a large population with rapid economic growth, but also political risks and a unique collectivist culture. Recommended entry strategies include representative offices, foreign invested commercial enterprises, and joint ventures. Successful companies like LinkedIn have entered through joint ventures, while Groupon struggled due to aggressive tactics. Overall, understanding China's differences is key to business success.
Strategic Marketing and Industrial Markets Case Study of Taiwanese Manufactur...Javier Moreno Mons.
A Case study of Taiwanese Manufacturers in their initiative to position themselves in South American Markets. It has been proposed an alternative methodology to get relevant data from industrial companies in order to understand in detail their international marketing strategy.
The document discusses offshoring of US jobs and its positive and negative impacts. Offshoring refers to companies sending work to other nations to take advantage of lower costs. It benefits companies through reduced wages and costs, access to skills and markets, and increased productivity. However, it negatively impacts the US through job losses, downward pressure on wages, and tax avoidance as some companies move profits overseas. While offshoring provides cost savings, the government is more concerned about its effects on unemployment and lost tax revenue.
Latvia has historically been a commercial hub between western and eastern Europe. Chapter 3 discusses specialization and trade. Countries gain from specializing in what they have a comparative advantage in and trading. While one country may have an absolute advantage in all goods, comparative advantage looks at opportunity costs and shows that both trading partners can benefit. Markets allow for division of labor and specialization through voluntary exchange. Governments play roles like enforcing contracts and providing public goods when markets are prone to failure.
The document discusses several strategies for promoting local industries, including tariffs on imports, government loans and grants, job training in science and technology, research centers, inviting foreign investment, and protecting property rights. Export-oriented industrialization is also described as developing industries to export goods with high foreign demand. Multi-national corporations can help through investing in subsidiaries and bringing capital, skills, and technology, but may also pay low wages and negatively impact the environment. Both large and small industries have roles to play depending on the country's development level.
The global pattern of foreign direct investment in recent yearsAlexander Decker
This document summarizes research on patterns of foreign direct investment (FDI) globally and factors influencing it. It discusses how FDI has shifted from developed to developing countries, especially Brazil, Russia, India, China and South Africa (BRICS). It also examines theories around why multinational corporations engage in FDI according to advantages of resources, markets, and costs. Political stability, property rights, tax policy and regulations in host countries impact FDI flows. Capital flight is another factor, as the US benefits from outflows to other nations due to the strength of the dollar.
87 chapter 2 e commerce fundamentalsnote that covisint (waman341480
1. The case study describes the history and growth of the social media platform Facebook from its launch in 2004 for Harvard students to becoming available worldwide.
2. An early intellectual property dispute arose over whether Facebook copied source code from another social media platform.
3. Facebook received investments in 2006 and 2007 that helped fuel its international expansion while also dealing with privacy concerns over user data.
4. The introduction of new features like News Feed prompted feedback from users about balancing new functionality with disruption to existing habits on the platform.
This document provides an outline for a report on offshoring. Section I discusses reasons why companies engage in offshoring, including lower labor costs, advances in technology and telecommunications that allow work to be done remotely, and access to new markets. Section II covers different types of sourcing strategies such as offshoring, outsourcing, insourcing, and nearshoring. Section III discusses benefits of outsourcing, including cost savings, increased efficiency, risk management, and competitive advantages from flexibility and 24/7 operations. Section IV notes potential disadvantages like loss of control, hidden costs, quality issues, and cultural problems.
Country analysis and Market entry strategy - Chinasoumya0896
This document provides an analysis of China's political, economic, cultural, and business environments to inform a market entry strategy. It finds that China has a large population with rapid economic growth, but also political risks and a unique collectivist culture. Recommended entry strategies include representative offices, foreign invested commercial enterprises, and joint ventures. Successful companies like LinkedIn have entered through joint ventures, while Groupon struggled due to aggressive tactics. Overall, understanding China's differences is key to business success.
Strategic Marketing and Industrial Markets Case Study of Taiwanese Manufactur...Javier Moreno Mons.
A Case study of Taiwanese Manufacturers in their initiative to position themselves in South American Markets. It has been proposed an alternative methodology to get relevant data from industrial companies in order to understand in detail their international marketing strategy.
The document discusses offshoring of US jobs and its positive and negative impacts. Offshoring refers to companies sending work to other nations to take advantage of lower costs. It benefits companies through reduced wages and costs, access to skills and markets, and increased productivity. However, it negatively impacts the US through job losses, downward pressure on wages, and tax avoidance as some companies move profits overseas. While offshoring provides cost savings, the government is more concerned about its effects on unemployment and lost tax revenue.
Latvia has historically been a commercial hub between western and eastern Europe. Chapter 3 discusses specialization and trade. Countries gain from specializing in what they have a comparative advantage in and trading. While one country may have an absolute advantage in all goods, comparative advantage looks at opportunity costs and shows that both trading partners can benefit. Markets allow for division of labor and specialization through voluntary exchange. Governments play roles like enforcing contracts and providing public goods when markets are prone to failure.
The document discusses several strategies for promoting local industries, including tariffs on imports, government loans and grants, job training in science and technology, research centers, inviting foreign investment, and protecting property rights. Export-oriented industrialization is also described as developing industries to export goods with high foreign demand. Multi-national corporations can help through investing in subsidiaries and bringing capital, skills, and technology, but may also pay low wages and negatively impact the environment. Both large and small industries have roles to play depending on the country's development level.
The global pattern of foreign direct investment in recent yearsAlexander Decker
This document summarizes research on patterns of foreign direct investment (FDI) globally and factors influencing it. It discusses how FDI has shifted from developed to developing countries, especially Brazil, Russia, India, China and South Africa (BRICS). It also examines theories around why multinational corporations engage in FDI according to advantages of resources, markets, and costs. Political stability, property rights, tax policy and regulations in host countries impact FDI flows. Capital flight is another factor, as the US benefits from outflows to other nations due to the strength of the dollar.
The competitive development of nationa economiesara19
The document discusses Porter's framework for analyzing national competitive advantage and economic development. It presents Porter's theory that a nation's competitive advantage is determined by factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. It provides examples of how Porter's framework applies to analyzing the economies of countries like Saudi Arabia, Finland, and Lebanon at different stages of development.
This tutorial includes an example of how to conduct a case analysis, using the case of Logitech, and an overview of some of the more influential international trade theories and ideologies of the past five hundred years. Particular attention is given to Adam Smith's theory of Absolute Advantage and David Ricardo's theory of Comparative Advantage.
This document discusses privatization and provides an introduction, definitions, and objectives. Privatization is defined as transferring an enterprise from the public to private sector. Governments pursue privatization to improve efficiency and reduce costs. Reasons for privatization include improving resource use, operating efficiency, and dynamic efficiency through investment. Methods for privatizing include creating an enabling environment, streamlining the process, and preparing enterprises. Potential benefits are discussed such as improved efficiency and lack of political interference, as well as potential disadvantages like natural monopolies and loss of dividends. The success of privatization depends on factors like industry, regulation, and competition.
This document discusses emerging markets and strategies used by emerging giants to gain success on a global scale. It defines emerging markets as economies with high GDP growth and relatively low per capita GDP. Emerging giants like Samsung, Lenovo, and Haier circumvented institutional voids in their home countries and tailored strategies to local markets better than Western multinationals. Key to their success were a focus on quality, design, branding, and adapting quickly to market trends. The document also examines emerging giants in consumption like China and India that will drive future global growth.
The document discusses various theories of international trade over time, beginning with mercantilism and moving to more modern theories like comparative advantage, factor proportions, and new trade theory. It outlines key aspects of each theory, such as the three pillars of mercantilism being maintain a trade surplus, government intervention, and gold/silver as the currency of trade. Later theories like comparative advantage and factor proportions focus on specialization and trade based on relative efficiencies and resource abundance. The new trade theory incorporates concepts like economies of scale and learning effects. Porter's diamond of national competitive advantage identifies factor conditions, demand conditions, related/supporting industries, and firm strategy/rivalry as determinants of a nation's competitiveness.
The document discusses companies and countries that dominate international business. It notes that US companies like Google, Ford, and Microsoft, and German companies like Adidas, Daimler-Chrysler and BMW are dominant. Japan's dominant companies include Toyota and Sony. The US, Japan and Germany are the top countries dominating international business due to factors like large markets, skilled resources, innovation and adaptability to changes. Emerging economies like China and India are seeing a power shift with companies moving to access new markets and lower costs. Structural changes in the future will see China and India play larger roles as China focuses on consumption and India on its large workforce and democracy.
Multinational corporations (MNCs) operate in multiple countries and have evolved from early 20th century companies expanding abroad to today's large corporations with production and offices worldwide. MNCs can have horizontal, vertical, or diversified structures and are headquartered in one country while engaging in business across borders. They provide benefits like jobs and technology to host countries while gaining access to new markets and resources for their home country, but also face criticisms around monopolies and cultural influence. Many large MNCs operate in India, which offers a large market and growing economy.
Multinational corporations (MNCs) operate globally and have large revenues that sometimes exceed the GDP of countries. Examples include Royal Dutch Shell, Walmart, and Toyota. MNCs originated in the early 20th century and expanded after World War II. They have significant economic, social, and political impacts worldwide through their operations and influence over media, public figures, and government policies. While MNCs can increase investment and trade, they also face criticisms over issues like poor working conditions and influencing elections.
Multinational corporations are businesses that operate in more than two countries. They are defined by foreign direct investment across international borders. While some countries welcome multinational corporations for the investment and jobs they provide, others are wary of foreign influence. Multinational corporations face organizational challenges in meeting the needs of different national markets while maintaining centralized control. A large Spanish clothing retailer called Inditex operates over 500 stores in Russia, making it one of the major multinational corporations operating there, though not the largest overall.
This document provides an executive summary of a white paper on the challenges facing the retail industry. It notes that retail accounts for a significant percentage of GDP in the UK, US, and Australia. While most retailers are struggling, some like Tesco and Holland & Barrett are extremely successful. It aims to explain why some retailers succeed despite challenges and outlines an innovative framework to help the industry. The document reviews past reports that highlighted issues but failed to explain differences in retailer performance or provide solutions. It argues the industry needs to embrace change rather than blame outside factors for its problems.
This document discusses multinational corporations. It defines a multinational corporation as a company that manages production or provides services in multiple countries, with headquarters in one home country and operations in several host countries. The document outlines types of multinational corporations and discusses some of their advantages like access to new consumers and labor, as well as challenges they face such as different legal, political, and cultural environments in foreign markets. Examples of issues multinational corporations deal with are multiple tax jurisdictions and adapting to local cultural beliefs and values. The document concludes with questions for discussion and a list of references for further information.
This document analyzes Porter's Diamond model for the mineral water industry in Pakistan. It discusses factor endowments in Pakistan that make it suitable for mineral water businesses, including natural resources and labor. It also examines demand conditions in Pakistan, where clean drinking water is needed. The mineral water industry relies on and supports many related industries. The industry features high competition among major brands. In conclusion, the mineral water industry in Pakistan has potential to compete internationally.
IAF605 Week 5 International trade and factor mobility theoryIAF605
The document summarizes key points from Chapter 6 of the textbook on international trade and factor mobility theory. It discusses major theories such as absolute advantage, comparative advantage, factor proportions theory, country similarity theory, and product life cycle theory. It also explains how trade patterns are influenced by country characteristics and how trade and mobility of factors like capital and labor are interconnected on a global scale. Looking ahead, it predicts shifts in trade as economies develop and production becomes more specialized and services-oriented.
Ict access and usage among informal businesses in africaDr Lendy Spires
This document analyzes ICT access and usage among informal businesses in Africa. The key points are:
- Mobile phones are the most commonly used ICT, while other technologies like computers and internet are rarely used due to issues of need, affordability, availability and access.
- Informal businesses communicate more with suppliers than customers via mobile phones.
- ICTs have potential to help informal businesses deepen distribution channels and do business over distance more affordably through mobile phones and mobile money.
- Policymakers could address affordability and access issues in the informal sector by promoting competition, removing import duties on airtime, and supporting mobile app development for informal businesses.
This document outlines and compares the trade policies of Australia's major political parties - Labor, the Coalition, and the Greens. Labor emphasizes sharing the benefits of trade liberalization domestically and internationally, while also providing short-term support for workers and sectors adjusting to trade. The Coalition focuses on increasing exports through fast-tracking free trade agreements in Asia to increase foreign investment. The Greens prioritize fairness and democracy in trade and assisting developing countries. The parties differ in their stances on issues like labor rights, healthcare, intellectual property and more. Implications of each party winning the election are discussed.
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS DomQ Great in.docxgilbertkpeters11344
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS
Do'mQ Great in a Weak Economy. How?
Marriott International
Among all hotels, casinos, and resorts, Marriott International scored the highest on Fortune's
"Most Admired Companies" both in 2007 and 2008.
When most firms were struggling, Marriott made $362
million in net income on $12.88 billion in revenues,
quite impressive for a hotel/motel firm in 2008. Fortune
rated Marriott as their 13th overall "Most Admired
Company in the World" in terms of their management
and performance. Marriott is looking past the current
slump in travel by planning to open 130 new hotels in
the next four years. About half of the new hotels are
targeted for emerging markets such as China, India,
and the United Arab Emirates. The new hotels will add
32,000 rooms to Bethesda, Maryland-based Marriott's
capacity of 560,000 rooms at 3,178 properties. Marriott
declared a new stock dividend in August 2009.
Marriott is one of the world's leading hoteliers, with
some 3,000 properties in more than 65 countries,
including Renaissance Hotels and Marriott Hotels &
Resorts, as well as Courtyard and Fairfield Inn, It also
owns the Ritz-Carlton and time-share properties oper-
ated by Marriott Vacation Club International. Marriott
additionally provides more than 2,000 rental units for
corporate housing and manages 45 golf courses. The
Marriott family, including CEO J. W. Marriott Jr., owns
about 30 percent of the firm.
Marriott prefers to manage rather than own proper- ;
ties. The firm is planning to purchase some of the ;
Greenbrier Hotel Corporation's assets, including its historic \
luxury White Sulphur Springs, West Virginia, resort. Then i
Marriott will sell that property to another hotel owner but ?
maintain management rights to the property Greenbrier )
entered Chapter 11 bankruptcy in 2009, which prompted '
Marriott to offer to acquire some of their assets.
1
Source: Based On Geoff Colvin, "The World's Most Admired i
Companies," Fortune (March 16, 2009): 76-86; Rachel Feintzeig and j
Kris Hudson, "Greenbrier Hotel Seeks Chapter 11, Plans to Sell to i
Marriou," Wall Street Journal (March 20, 2009): B3. ;
As illustrated iti Figure 11-1, global considerations impact virtually all strategic deci-
sions. The boundaries of countries no longer can define the limits of our imaginations.
To see and appreciate the world from the perspective of others has become a matter of
survival for businesses. The underpinnings of strategic management hinge on managers
gaining an understanding of competitors, markets, prices, suppliers, distributors,
governments, creditors, shareholders, and customers worldwide. The price and quality
of a firm's products and services must be competitive on a worldwide basis, not just on
a local basis. As indicated above, Marriott International is an example global business
that performed outstandingly well during the recent global recession.
The World Trade Organizati.
This document provides an introduction and definitions related to international business. It discusses the history of international trade dating back to ancient Phoenician and Greek merchants. It defines key terms like international business, foreign business, multidomestic companies, global companies, and transnational corporations. It also outlines five major forces (political, technological, market, cost, competitive) that are driving international firms to globalize their operations.
This document provides an introduction and definitions related to international business. It discusses the history of international trade dating back to ancient Phoenician and Greek merchants. It defines key terms like international business, foreign business, multidomestic companies, global companies, and transnational corporations. It also outlines five major forces (political, technological, market, cost, competitive) that are driving international firms to globalize their operations.
The document discusses the rise of global corporations and their strategies and operations. It provides background on globalization and how it has led companies to formulate global strategies. It then discusses three key aspects of global corporations: 1) their operational decisions around procurement, production, and delivery; 2) the strategies they use around location of facilities, production characteristics, and goods vs services; 3) the major concerns of global managers around these operational areas.
The competitive development of nationa economiesara19
The document discusses Porter's framework for analyzing national competitive advantage and economic development. It presents Porter's theory that a nation's competitive advantage is determined by factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. It provides examples of how Porter's framework applies to analyzing the economies of countries like Saudi Arabia, Finland, and Lebanon at different stages of development.
This tutorial includes an example of how to conduct a case analysis, using the case of Logitech, and an overview of some of the more influential international trade theories and ideologies of the past five hundred years. Particular attention is given to Adam Smith's theory of Absolute Advantage and David Ricardo's theory of Comparative Advantage.
This document discusses privatization and provides an introduction, definitions, and objectives. Privatization is defined as transferring an enterprise from the public to private sector. Governments pursue privatization to improve efficiency and reduce costs. Reasons for privatization include improving resource use, operating efficiency, and dynamic efficiency through investment. Methods for privatizing include creating an enabling environment, streamlining the process, and preparing enterprises. Potential benefits are discussed such as improved efficiency and lack of political interference, as well as potential disadvantages like natural monopolies and loss of dividends. The success of privatization depends on factors like industry, regulation, and competition.
This document discusses emerging markets and strategies used by emerging giants to gain success on a global scale. It defines emerging markets as economies with high GDP growth and relatively low per capita GDP. Emerging giants like Samsung, Lenovo, and Haier circumvented institutional voids in their home countries and tailored strategies to local markets better than Western multinationals. Key to their success were a focus on quality, design, branding, and adapting quickly to market trends. The document also examines emerging giants in consumption like China and India that will drive future global growth.
The document discusses various theories of international trade over time, beginning with mercantilism and moving to more modern theories like comparative advantage, factor proportions, and new trade theory. It outlines key aspects of each theory, such as the three pillars of mercantilism being maintain a trade surplus, government intervention, and gold/silver as the currency of trade. Later theories like comparative advantage and factor proportions focus on specialization and trade based on relative efficiencies and resource abundance. The new trade theory incorporates concepts like economies of scale and learning effects. Porter's diamond of national competitive advantage identifies factor conditions, demand conditions, related/supporting industries, and firm strategy/rivalry as determinants of a nation's competitiveness.
The document discusses companies and countries that dominate international business. It notes that US companies like Google, Ford, and Microsoft, and German companies like Adidas, Daimler-Chrysler and BMW are dominant. Japan's dominant companies include Toyota and Sony. The US, Japan and Germany are the top countries dominating international business due to factors like large markets, skilled resources, innovation and adaptability to changes. Emerging economies like China and India are seeing a power shift with companies moving to access new markets and lower costs. Structural changes in the future will see China and India play larger roles as China focuses on consumption and India on its large workforce and democracy.
Multinational corporations (MNCs) operate in multiple countries and have evolved from early 20th century companies expanding abroad to today's large corporations with production and offices worldwide. MNCs can have horizontal, vertical, or diversified structures and are headquartered in one country while engaging in business across borders. They provide benefits like jobs and technology to host countries while gaining access to new markets and resources for their home country, but also face criticisms around monopolies and cultural influence. Many large MNCs operate in India, which offers a large market and growing economy.
Multinational corporations (MNCs) operate globally and have large revenues that sometimes exceed the GDP of countries. Examples include Royal Dutch Shell, Walmart, and Toyota. MNCs originated in the early 20th century and expanded after World War II. They have significant economic, social, and political impacts worldwide through their operations and influence over media, public figures, and government policies. While MNCs can increase investment and trade, they also face criticisms over issues like poor working conditions and influencing elections.
Multinational corporations are businesses that operate in more than two countries. They are defined by foreign direct investment across international borders. While some countries welcome multinational corporations for the investment and jobs they provide, others are wary of foreign influence. Multinational corporations face organizational challenges in meeting the needs of different national markets while maintaining centralized control. A large Spanish clothing retailer called Inditex operates over 500 stores in Russia, making it one of the major multinational corporations operating there, though not the largest overall.
This document provides an executive summary of a white paper on the challenges facing the retail industry. It notes that retail accounts for a significant percentage of GDP in the UK, US, and Australia. While most retailers are struggling, some like Tesco and Holland & Barrett are extremely successful. It aims to explain why some retailers succeed despite challenges and outlines an innovative framework to help the industry. The document reviews past reports that highlighted issues but failed to explain differences in retailer performance or provide solutions. It argues the industry needs to embrace change rather than blame outside factors for its problems.
This document discusses multinational corporations. It defines a multinational corporation as a company that manages production or provides services in multiple countries, with headquarters in one home country and operations in several host countries. The document outlines types of multinational corporations and discusses some of their advantages like access to new consumers and labor, as well as challenges they face such as different legal, political, and cultural environments in foreign markets. Examples of issues multinational corporations deal with are multiple tax jurisdictions and adapting to local cultural beliefs and values. The document concludes with questions for discussion and a list of references for further information.
This document analyzes Porter's Diamond model for the mineral water industry in Pakistan. It discusses factor endowments in Pakistan that make it suitable for mineral water businesses, including natural resources and labor. It also examines demand conditions in Pakistan, where clean drinking water is needed. The mineral water industry relies on and supports many related industries. The industry features high competition among major brands. In conclusion, the mineral water industry in Pakistan has potential to compete internationally.
IAF605 Week 5 International trade and factor mobility theoryIAF605
The document summarizes key points from Chapter 6 of the textbook on international trade and factor mobility theory. It discusses major theories such as absolute advantage, comparative advantage, factor proportions theory, country similarity theory, and product life cycle theory. It also explains how trade patterns are influenced by country characteristics and how trade and mobility of factors like capital and labor are interconnected on a global scale. Looking ahead, it predicts shifts in trade as economies develop and production becomes more specialized and services-oriented.
Ict access and usage among informal businesses in africaDr Lendy Spires
This document analyzes ICT access and usage among informal businesses in Africa. The key points are:
- Mobile phones are the most commonly used ICT, while other technologies like computers and internet are rarely used due to issues of need, affordability, availability and access.
- Informal businesses communicate more with suppliers than customers via mobile phones.
- ICTs have potential to help informal businesses deepen distribution channels and do business over distance more affordably through mobile phones and mobile money.
- Policymakers could address affordability and access issues in the informal sector by promoting competition, removing import duties on airtime, and supporting mobile app development for informal businesses.
This document outlines and compares the trade policies of Australia's major political parties - Labor, the Coalition, and the Greens. Labor emphasizes sharing the benefits of trade liberalization domestically and internationally, while also providing short-term support for workers and sectors adjusting to trade. The Coalition focuses on increasing exports through fast-tracking free trade agreements in Asia to increase foreign investment. The Greens prioritize fairness and democracy in trade and assisting developing countries. The parties differ in their stances on issues like labor rights, healthcare, intellectual property and more. Implications of each party winning the election are discussed.
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS DomQ Great in.docxgilbertkpeters11344
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS
Do'mQ Great in a Weak Economy. How?
Marriott International
Among all hotels, casinos, and resorts, Marriott International scored the highest on Fortune's
"Most Admired Companies" both in 2007 and 2008.
When most firms were struggling, Marriott made $362
million in net income on $12.88 billion in revenues,
quite impressive for a hotel/motel firm in 2008. Fortune
rated Marriott as their 13th overall "Most Admired
Company in the World" in terms of their management
and performance. Marriott is looking past the current
slump in travel by planning to open 130 new hotels in
the next four years. About half of the new hotels are
targeted for emerging markets such as China, India,
and the United Arab Emirates. The new hotels will add
32,000 rooms to Bethesda, Maryland-based Marriott's
capacity of 560,000 rooms at 3,178 properties. Marriott
declared a new stock dividend in August 2009.
Marriott is one of the world's leading hoteliers, with
some 3,000 properties in more than 65 countries,
including Renaissance Hotels and Marriott Hotels &
Resorts, as well as Courtyard and Fairfield Inn, It also
owns the Ritz-Carlton and time-share properties oper-
ated by Marriott Vacation Club International. Marriott
additionally provides more than 2,000 rental units for
corporate housing and manages 45 golf courses. The
Marriott family, including CEO J. W. Marriott Jr., owns
about 30 percent of the firm.
Marriott prefers to manage rather than own proper- ;
ties. The firm is planning to purchase some of the ;
Greenbrier Hotel Corporation's assets, including its historic \
luxury White Sulphur Springs, West Virginia, resort. Then i
Marriott will sell that property to another hotel owner but ?
maintain management rights to the property Greenbrier )
entered Chapter 11 bankruptcy in 2009, which prompted '
Marriott to offer to acquire some of their assets.
1
Source: Based On Geoff Colvin, "The World's Most Admired i
Companies," Fortune (March 16, 2009): 76-86; Rachel Feintzeig and j
Kris Hudson, "Greenbrier Hotel Seeks Chapter 11, Plans to Sell to i
Marriou," Wall Street Journal (March 20, 2009): B3. ;
As illustrated iti Figure 11-1, global considerations impact virtually all strategic deci-
sions. The boundaries of countries no longer can define the limits of our imaginations.
To see and appreciate the world from the perspective of others has become a matter of
survival for businesses. The underpinnings of strategic management hinge on managers
gaining an understanding of competitors, markets, prices, suppliers, distributors,
governments, creditors, shareholders, and customers worldwide. The price and quality
of a firm's products and services must be competitive on a worldwide basis, not just on
a local basis. As indicated above, Marriott International is an example global business
that performed outstandingly well during the recent global recession.
The World Trade Organizati.
This document provides an introduction and definitions related to international business. It discusses the history of international trade dating back to ancient Phoenician and Greek merchants. It defines key terms like international business, foreign business, multidomestic companies, global companies, and transnational corporations. It also outlines five major forces (political, technological, market, cost, competitive) that are driving international firms to globalize their operations.
This document provides an introduction and definitions related to international business. It discusses the history of international trade dating back to ancient Phoenician and Greek merchants. It defines key terms like international business, foreign business, multidomestic companies, global companies, and transnational corporations. It also outlines five major forces (political, technological, market, cost, competitive) that are driving international firms to globalize their operations.
The document discusses the rise of global corporations and their strategies and operations. It provides background on globalization and how it has led companies to formulate global strategies. It then discusses three key aspects of global corporations: 1) their operational decisions around procurement, production, and delivery; 2) the strategies they use around location of facilities, production characteristics, and goods vs services; 3) the major concerns of global managers around these operational areas.
Chapter16 International Finance ManagementPiyush Gaur
This document provides sample answers to questions about foreign direct investment and cross-border acquisitions. It addresses topics such as motivations for foreign acquisitions of US firms, factors driving Japanese investment in Southeast Asia, reasons for Asian investment in Mexico after NAFTA, and explanations for China becoming a top destination for foreign investment. The document also summarizes several theories of foreign direct investment and discusses political and country risks related to international business.
This document provides sample answers to questions about foreign direct investment and cross-border acquisitions. It addresses topics such as motivations for foreign acquisitions of US firms, factors driving Japanese investment in Southeast Asia, reasons for Asian investment in Mexico after NAFTA, and explanations for China becoming a top destination for foreign direct investment. The document also discusses theories of internalization and product lifecycles in relation to foreign direct investment.
Brazil and Mexico are, respectively, the top one and two largest.docxjackiewalcutt
Brazil and Mexico are, respectively, the top one and two largest economies in Latin America in terms of GDP. Globally, Brazil and Mexico are, respectively, the seventh- and eighth-largest car producers and the fourth- and 16th-largest automobile markets. Almost all of their production is undertaken by global auto- makers via foreign direct investment (FDI). Audi, Fiat, Ford, General Motors (GM), Honda, Nissan, Renault, Toyota, and Volkswagen (VW) have assembly factories in both countries. In addition, Hyundai, MAN, and Mercedes- Benz produce in Brazil; and BMW, Chrysler, Isuzu, Kia, and Mitsubishi operate assembly plants in Mexico. For multinationals striving for ownership, location, and internalization (OLI) advantages, their efforts in leveraging O and I advantages are similar in both countries. However, these two countries have pursued location (L) advantages in different ways. Brazil attracts FDI primarily due to its largest domestic market, while Mexico pulls in FDI due to its proximity to the United States. As a result, only 13% of Brazil’s vehicle production is exported (67% of such exports go to its neighbors in Mercosur—a customs union with Argentina, Paraguay, Uruguay, and Venezuela). In contrast, 64% of Mexico’s vehicle production is exported to the United States, and all together 82% of its output is exported. Brazil main- tains high import tariffs on cars and auto components (except when 65% of the value is imported from one of the Mercosur partners or from Mexico—with which Brazil had a bilateral free trade deal in cars and auto components). As a result, only 21% of the content of Brazil’s exports is imported. This ratio of imported content among exports is 47% for Mexico, indicating a much more open and less protectionist environment in which automakers can import a great deal more components tariff-free and duty-free. The differences in the production, export, and import patterns, of course, are not only shaped by the resources and capabilities of multinationals, but also by government policies in both host countries of FDI. Whether Brazil or Mexico gains more is subject to intense debates in these two countries and beyond. One side of the argument posits that Mexico is only leveraging its low-cost labor and has not fostered a lot of domestic suppliers. Indeed, most first-tier suppliers in Mexico are foreign owned and they import a great deal of components to be assembled into final
products. As a result, most final assembly plants are maquiladora type, otherwise known as “screw driver plants.” With little technology spillovers to local sup- pliers, the innovation ability of the Mexican automobile industry is thus limited. Brazil, on the other hand, has pushed auto- makers to work closely with domestically owned sup- pliers or with foreign-owned suppliers that have to source locally. With a domestic focus, Brazilian subsidiaries of multinational automakers, aided by suppliers, have endeavored to search for solutions to meet un.
The document discusses global management and multinational enterprises (MNEs). It defines MNEs as companies that engage in foreign direct investment and own value-adding activities in more than one country. MNEs are responsible for around 50% of world trade and finance. The document examines why MNEs expand internationally, including to seek resources, markets, efficiencies, and strategic assets. It introduces the Company-Country-Bargaining paradigm to explain the relationships between companies, countries, and their negotiations around issues like tariffs and investment incentives.
This document analyzes the competitive environment within the global mass-market automobile industry strategic group. It discusses the challenges facing European mass-market auto manufacturers like Renault, Peugeot and Citroen due to overcapacity and tougher competition from German brands expanding into lower market segments. It also examines the strategies of companies like Toyota, Volvo, and Skoda to differentiate themselves and maintain cost leadership. Finally, it provides additional insights from an institution-based view, discussing how formal institutions like government policies and regulations have impacted automakers' ability to internationalize through acquisitions and investments.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Hitting The Wall Nike And International Labor Practicesjoelnshisso
Nike adopted a strategy of outsourcing all manufacturing to low-cost countries to reduce costs. While this saved on wages, it led to issues with working conditions and ethics. Nike failed to properly manage its outsourcing relationships and communicate its values to contract manufacturers. When reports of unethical practices surfaced, the company was unprepared and its reputation suffered. Moving forward, Nike learned to be more transparent and conduct marketing audits to improve social responsibility and regain consumer trust.
The document discusses Michael Porter's Diamond Model, which analyzes the competitive advantages of nations and industries. The model identifies four key attributes that determine national advantage: factor conditions, related and supporting industries, demand conditions, and firm strategy/rivalry. It provides an example analysis of the mobile telecommunications industry using the Diamond Model framework. The model can help organizations identify national-level factors that build advantages and inform internationalization strategies.
Which countries would be unsuitable for a BFSI subsidiary at thijonghollingberry
Which countries would be unsuitable for a BFSI subsidiary at this time, and what are the basic shortcomings in each case?
BERTOS MANUFACTURING CORPORATION Evaluating Markets to Invest Abroad E. N. Roussakis and Anastasios Moysidis Abstract: This case deals with the key considerations when planning an international expansion through direct investment in foreign markets. These considerations must be addressed by a finance company seeking to establish foreign subsidiaries to support the international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA members), and the United Kingdom--but wishes to increase this network further through entry into additional markets. Ten candidate countries are being considered to determine the five most suitable for entry. Hence the need for a rational decision of where to invest. Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct investment; greenfield investment ; leveraged institution ; wholesale financing ; captive finance company; retail installment contract 1 Introduction Victoria Pernarella is a recent university graduate in business administration and a new hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee. After a month long rotational training to gain insights into the company’s scope o f activities, she was placed in the international department where she has been assigned to work on a project. Bill Pappas, her manager, had asked her to analyze a select number of foreign countries to determine the best pro spects for the local establishment of subsidiary finance companies. He went on to clarify that the mode of entry into the foreign markets-- acquisition of an existing company or a greenfield investment (from the ground up, that is, from a green field)--was not a primary consideration at this stage. The candidate countries were Croatia, Chile, Colombia, Serbia, Philippines, Costa Rica, Australia, Malaysia, Qatar, and Nigeria. With finance companies highly leveraged institutions, the firm was prepared to provide the initial amount of equity capital needed for the establishment of five such institutions. At this stage therefore, the study ought to limit its recommendation to a corresponding number of foreign countries. With this information at hand, Victoria started reflecting on the approach to use for her analysis. Sensing the need to prove her capabilities by delivering a high quality study for her first company assignment, she thought appropriate to first familiarize herself with the pertinent literature on the international expansion of multinational enterprises (MNE) in general and banks in particular, and then review background information o n her employer, and the scope of activities of its financial subsidiary. Hence the sequence of the following sections which address the internationalization process (litera ...
Boeing has a strategic approach to pursuing international business that involves viewing clients as potential partners, establishing long-term relationships early on through local partnerships and technology transfers, and maintaining a public image as a benevolent commercial giant through charitable work. Unlike other defense contractors, Boeing integrates its commercial and defense businesses to leverage its brand recognition of commercial airplanes. Raytheon embraces its limitations and focuses on appearing like an accessible, diverse company of normal people in order to expand internationally faster than other US defense companies, starting with technical services and working up to bigger-ticket defense systems. General Dynamics lacks a unified international strategy and each business group operates independently, pursuing growth opportunities with a focus on US allied countries like Canada and the UK through
BERTOS MANUFACTURING CORPORATION Evaluating Markets to .docxikirkton
BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when planning an international
expansion through direct investment in foreign markets. These considerations must be
addressed by a finance company seeking to establish foreign subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this network further through
entry into additional markets. Ten candidate countries are being considered to determine
the five most suitable for entry. Hence the need for a rational decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct
investment; greenfield investment; leveraged institution; wholesale financing; captive
finance company; retail installment contract
1 Introduction
Victoria Pernarella is a recent university graduate in business administration and a new
hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee.
After a month long rotational training to gain insights into the company‟s scope of
activities, she was placed in the international department where she has been assigned to
work on a project. Bill Pappas, her manager, had asked her to analyze a select number of
foreign countries to determine the best prospects for the local establishment of subsidiary
finance companies. He went on to clarify that the mode of entry into the foreign markets--
acquisition of an existing company or a greenfield investment (from the ground up, that is,
from a green field)--was not a primary consideration at this stage. The candidate countries
were Argentina, Australia, Brazil, China, France, Netherlands, Russia, Switzerland,
Turkey, and Venezuela. With finance companies highly leveraged institutions, the firm
was prepared to provide the initial amount of equity capital needed for the establishment
of five such institutions. At this stage therefore, the study ought to limit its
recommendation to a corresponding number of foreign countries.
With this information at hand, Victoria started reflecting on the approach to use for
her analysis. Sensing the need to prove her capabilities by delivering a high quality study
for her first company assignment, she thought appropriate to first familiarize herself with
the pertinent literature on the international expansion of multinational enterprises (MNE)
in general and banks in particular, and then review background information on her
employer, and the scope of activities of its financial subsidiary. Hence the sequence of the
following sections which address the internationalization process (literature review on the
development of MNEs), the mod ...
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
This document provides information about change management research and leadership at FP International and Intel Corporation. It discusses how FP International manufactures packing products and was founded in 1967. It also discusses how Intel continually transforms itself in the chip manufacturing market through interdependent development of its people, learning, strategy, and competition to create growth opportunities. The document also discusses the MIT Organizational Learning Center partnership between researchers and 19 organizations to undertake organizational experiments exploring topics like building team learning capabilities and developing internal learning communities.
Similar to 6 1 overcoming the liability of foreignness it is not easy to s (17)
Paracentesis diagnostic procedure ALT Active Learning Template .docxaman341480
Paracentesis diagnostic procedure ALT: Active Learning Template (ALT) – Designed to guide students in the learning and review of nursing knowledge.
Each section of the templates is labeled and indicates the type of information that should be added.
The templates can be completed by placing text directly into the document.
This is a pre-class assignment, to be completed and submitted prior to class.
Use the Active Learning Template for Diagnostic Procedures Provided in the module.
Complete the template in relation to the diagnostic procedure Paracentesis.
.
Paper to include Name of the Culture,(Italian)Country of Origin.docxaman341480
Paper to include: Name of the Culture,(Italian)
Country of Origin
Language spoken, include any statically
information,
Nutritional staples of their diet and food
preparation process,
Health Issues / Care / Any cultural challenges
Nursing considerations in caring for client
Traditional / History / Customs
Religious / Beliefs / Values
Family Structure
Each student will have
.
Paper on Tone What is Flannery O’Connor really discussing in A.docxaman341480
Paper on Tone:
What is Flannery O’Connor really discussing in “A Good Man is Hard to Find”? How might it be comparable or contrasted by the message of Joyce Carol Oates in “Where Are You Going, Where Have You Been”? What are your thoughts on the victims in the story? Were they innocent? What did they say or do to make them worthy of their ultimate fates?
have to be mla and five pages
.
P
A
P
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S
December 2008 � Project Management Journal � DOI: 10.1002/pmj 5
Why Do Projects Fail?
Project failure rates are certainly cause for concern, but consider that more
and more organizations are adopting a project-based model of organization,
called PBO, and it is not surprising to find that addressing failures and learning
from them has become increasingly important (Eden, Ackermann, & Williams,
2005; Gray & Larson, 2006; Hyvari, 2006; Robertson & Williams, 2006; Thiry &
Deguire, 2007).
Failures occur despite the fact that we have significantly improved the
process of planning, executing, and controlling projects. Two contributions
would include the Project Management Institute’s (PMI’s) A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) (2004) and the
literature on critical success factors (CSFs) (Cooke-Davies, 2002; Fortune &
White, 2006; Hyvari, 2006; Pinto & Slevin, 1987; Sutterfield, Friday-Stroud,
& Shivers-Blackwell, 2006).
To help us understand how projects fail, it may be useful to classify the
approaches represented by the PMBOK® Guide, Capability Maturity Model
Integration (CMMI), Earned Value Management (EVM), Critical Chain
Project Management (CCPM), and CSFs as the Rational Expectation view
of project management. They assume that project leaders follow a rational
and consistent approach to project management and strive to achieve spe-
cific organizational goals (Bazerman, 1994; Beach & Connolly, 2005). It is a
view that emphasizes what “should” be done. Argyris (1999) referred to this
as the “espoused” theory of individuals and organizations.
There is, however, another view, and it focuses on the way in which indi-
viduals within an organization actually behave and make decisions.
Borrowing from the work of Simon (1955) and Tversky and Kahneman (1974,
1981), it can be classified as the “behavioral” view of project management. It
emphasizes what individuals and groups “actually” do and how managers
make decisions involving values and risk preferences (Bazerman, 1994).
Argyris (1999) called this the “theory-in-practice.”
This article focuses on the behavioral view of project management and
how an understanding of systematic biases—those common to the human
decision-making process—can prove useful in diagnosing project failure. By
studying these systematic biases, we can learn how decision makers respond
to ambiguity, complexity, and uncertainty, as well as how their own particu-
lar psychological processes influence project decision making (Schwenk,
1984). From this behavioral view we can learn more about why management
approves an overly ambitious scope, why communications between teams is
limited, why a manager might ignore signs that the project is going badly, or
why a manager discourages the participation of a wider constituency in the
project management process.
The article begins with a framework for analyzing project outcomes,
introduces the systematic biases commonly associated with d.
PAPER TOPIC You may choose any biological, chemical or physic.docxaman341480
PAPER TOPIC
: You may choose any biological, chemical or physical agent (physical agent being a source of ionizing or non-ionizing radiation) which presents an environmental hazard, directly or indirectly, to humans. You must describe what the agent is, the nature of the risk (e.g., exposure effects), how it moves through the environment before reaching a target host (e.g., soil, groundwater, food chain, human), and how it moves (and possibly changes) within the body following entry. Include hazard source(s) and recommendations for control measures.
Length: 6 - 8 typed (double spaced) pages, excluding references. References must be from peer-reviewed sources in science literature. The references are to be cited within the body of the paper (numerically sequenced) and listed by its number on a separate reference page (see your text chapters for examples).
TEXTBOOK: Essentials of Environmental Health: 3 rd Edition; by Robert Friis. Publisher: Jones & Bartlett; Year Published: 2018
.
Paper Instructions Paper 1 is your first attempt at an argumen.docxaman341480
This document provides instructions for a history paper assignment. It outlines the requirements for the paper, including length, formatting, sources, citations, and organization. Students must write a paper between 900-1200 words analyzing at least two primary sources about African American political participation and voting in the 1880s in the context of secondary sources. The paper must include an introduction with historical context and thesis, at least two body paragraphs with analysis of evidence from the sources, and a conclusion. Footnotes and a bibliography are required to cite sources in Chicago style.
Paper to include Name of the Culture,(Italian)Country of Or.docxaman341480
Paper to include: Name of the Culture,(Italian)
Country of Origin
Language spoken, include any statically
information,
Nutritional staples of their diet and food
preparation process,
Health Issues / Care / Any cultural challenges
Nursing considerations in caring for client
Traditional / History / Customs
Religious / Beliefs / Values
Family Structure
Each student will have
.
PAPER EXPECTATIONSFollow the instructions.Make your ideas .docxaman341480
The document provides instructions for a paper assignment comparing two hip hop songs from provided lists. It emphasizes concise writing, avoiding repetition, using specific details and examples to support points, and properly citing sources in MLA format. Failure to follow the instructions or plagiarism will result in deductions or a score of zero. Students must choose one song from each list for a minimum 3-page paper that compares and contrasts the two songs.
Paper Title (use style paper title)Note Sub-titles are not.docxaman341480
Paper Title* (use style: paper title)
*Note: Sub-titles are not captured in Xplore and should not be used
line 1: 1st Given Name Surname
line 2: dept. name of organization
(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
line 1: 4th Given Name Surname
line 2: dept. name of organization(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
line 1: 2nd Given Name Surname
line 2: dept. name of organization
(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
line 1: 5th Given Name Surname
line 2: dept. name of organization
(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
line 1: 3rd Given Name Surname
line 2: dept. name of organization
(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
line 1: 6th Given Name Surname
line 2: dept. name of organization
(of Affiliation)
line 3: name of organization
(of Affiliation)
line 4: City, Country
line 5: email address
Abstract—This electronic document is a “live” template and already defines the components of your paper [title, text, heads, etc.] in its style sheet. *CRITICAL: Do Not Use Symbols, Special Characters, Footnotes, or Math in Paper Title or Abstract. (Abstract)
Keywords—component, formatting, style, styling, insert (key words)
I. Introduction (Heading 1)
This template, modified in MS Word 2007 and saved as a “Word 97-2003 Document” for the PC, provides authors with most of the formatting specifications needed for preparing electronic versions of their papers. All standard paper components have been specified for three reasons: (1) ease of use when formatting individual papers, (2) automatic compliance to electronic requirements that facilitate the concurrent or later production of electronic products, and (3) conformity of style throughout a conference proceedings. Margins, column widths, line spacing, and type styles are built-in; examples of the type styles are provided throughout this document and are identified in italic type, within parentheses, following the example. Some components, such as multi-leveled equations, graphics, and tables are not prescribed, although the various table text styles are provided. The formatter will need to create these components, incorporating the applicable criteria that follow.
II. Ease of Use
A. Selecting a Template (Heading 2)
First, confirm that you have the correct template for your paper size. This template has been tailored for output on the A4 paper size. If you are using US letter-sized paper, please close this file and download the Microsoft Word, Letter file.
B. Maintaining the Integrity of the Specifications
The template is used to format your paper and style the text. All margins, column widths, line spaces, and text fonts are prescribed; please do n.
Paper requirementsMust be eight to ten pages in length (exclud.docxaman341480
Paper requirements
Must be eight to ten pages in length (excluding the title page, references page, exhibits, etc.) and formatted according to APA style as outlined in the Writing Center.
Must include a cover page:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must include an introductory paragraph with a clearly stated thesis or topic.
Must address the topic of the paper with critical thought.
Must end with a conclusion that reaffirms your thesis.
Must document all sources in APA style as outlined in the Writing Center.
Must use at least five scholarly sources, in addition to the text.
Must include, on the final page, a Reference List that is completed according to APA style as outlined in the approved style guide.
.
Paper is due March 15th. Needed it by March 14th for reviewT.docxaman341480
Paper is due March 15th. Needed it by March 14th for review
The goal of this assignment is to discuss the S.S.I of A.D.D.R.E.S.S.I.N.G.
S is for your socioeconomic status
S is for your sexual orientation
I is for your indigenous heritage
Instructions: You will write a 2-3 page paper discussing sociologically how the three variables above impact society and other social institutions on a micro/macro level. This paper will ask you to hone into your own personal experiences to see how these identities play a role in your life and your own identities, but also ask you to discuss them thinking about society collectively.
Format: APA
.
Paper deadline[10 pts] Due Saturday 0321 Turn in the followin.docxaman341480
Paper deadline
[10 pts] Due Saturday 03/21 Turn in the following document, submitted by email, keeping the format below, including:
Title
Author’s name
Abstract
Copy your proposal paragraph here. [You will add your main quantitative results to this paragraph in a later assignment]
I. Introduction
First paragraph: motivation and question:
· Present data or references showing why your question is important. 10 sentences.
Second paragraph: literature review (3 references at the very minimum):
· One connecting sentence to start the paragraph + 5 sentences by article +one sentence of conclusion regarding what we learn overall from the literature.
Description of what you are doing: theoretical model used, method, country, period:
· One connecting sentence + 4 sentences.
Quantitative results:[You will add your main quantitative results to this paragraph in a later assignment]
II. Methodology
a. [To be completed in a later assignment]
b. Calibration
i. Data description
Paragraph describing the data set. It must include important details, such as the provenance, the exact name of the data set, the frequency, and period covered.
ii. Parameters and model economy
Paragraph describing the table that you are filling below, which describes the ratios of the economy that you are studying (consumption/GDP, Investment/GDP, government expenditure/GDP, wage income/GDP). (Use program (7) Data treatment)
If you study two countries, make two tables.
Table 1: Actual versus model economy
Country
C/Y
I/Y
G/Y
wN/Y
Actual economy
Reference list
https://www.chicagomanualofstyle.org/tools_citationguide/citation-guide-1.html
Appendix
Your Mathematica code:
Data treatment, submitted as a separate file named: Your name_data1.nb
Contemporary
Project Management
Timothy J. Kloppenborg
•
Vittal Anantatmula
•
Kathryn N. Wells
F O U R T H E D I T I O N
Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203
MS Project 2016 Instructions in Contemporary Project Management 4e
Chapter MS Project
3 MS Project 2016 Introduction
Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector
Setting Up Your First Project
Auto schedule, start date, identifying information, summary row
Create Milestone Schedule
Key milestones, zero duration, must finish on, information
7 Set Up a Work Breakdown Structure (WBS)
Understand the WBS definitions and displays
Enter WBS Elements (tasks), Create the outline,
Insert WBS Code Identifier column, Hide or show subtasks detail
8 Using MS Project for Critical Path Schedules
Set Up the Project Schedule
Set or update the project start date, Define organization’s working and nonworking time
Build the Network Diagram and Identify the Critical Path
Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task
duration estimates, identify the critical path, unde.
Paper C Topic Selection (Individual) and Research of an existin.docxaman341480
Paper C: Topic Selection (Individual) and Research of an existing or emerging technology and its related ethical issues.
For the first part of this assignment, select a topic for individual research.
Select a digital ethical issue for your research that is caused by the existing or emerging technology.
Following is a link to some suggested topical ideas you may want to consider as a candidate for this assignment.
Be sure to keep in mind that
the technology aspects of this assignment are different from those of Paper A (Application of decision making frameworks to IT-related ethical issues) or Paper B, which dealt with aspects of ethical issues and a subsequent organizational policy.
Recommended Source:
https://www.scu.edu/ethics/ethics-resources/ethics-articles/
The above link will help you to find articles on ethics in many fields and disciplines
,
please remember that
the emphasis on this paper is on
digital technology
and the ethical issue(s) with its use
Topic Title
– Begin with a topic title that describes what you will research.
Explain the reason for your topic selection
briefly in a
paragraph of at least 150 words
. In addition, please determine
three critically important questions
you would like to address regarding your topic, in your individual research paper.
Include a written description (100 words) for each question that includes why that question is critically important.
The objective in developing and posing these questions is
to stage your research and guide your preparation of the final Research Paper
, so that one or more ethical principles are applied and explained as a result of your research. This process helps you
establish a thesis for your research
.
Lastly,
provide at least three proposed reference sources, at least two of which must be from the UMGC library database (or an equivalent academic database)
, which you plan to use to address (i.e., research) the three questions.
These proposed reference sources must have external links. (Note: you are likely to find additional and even better references/sources as you continue your research for this Assignment.)
Remember: the emphasis on this paper is on digital technology and the ethical issue(s) with its use! Remember to follow all APA formatting requirements.
For the second part of this assignment, conduct research using the Web for the answers to the questions that you selected for the first part of this assignment. Please ensure that your research for this assignment addresses the
ethical issues of an existing or emerging technology
!
Prepare a minimum 4- 6 page, double-spaced paper and submit it to the Assignments Module as an attached Microsoft Word file. Indicate appropriate APA compliant reference citations for all sources you use. In addition to critical thinking and analysis skills, your paper should reflect appropriate grammar and spelling, good organization, and proper business-writing style.
Paper C is due at the end of t.
Paper Ba matrix mapping of a key IT-related organizational (o.docxaman341480
Paper B:
a matrix mapping of a key IT-related organizational (or personal) ethical issue concerning privacy and organizational policy designed to correct the ethical issue.
The first step of this assignment is an opportunity to analyze a key IT-related
organizational (or personal, if you are not in the job force) ethical issue, related to privacy,
subject to relevant laws, regulations, and policies
.
Both of the following sites provide sources, and an excellent backdrop for issues relating to privacy protection and the law.
See EPIC Privacy Issues
at:
http://epic.org/privacy/
See List on left
and/or: EFF Privacy at
https://www.eff.org/issues/privacy
[see list below in center on this page].
This includes sub-topics discussing information privacy, privacy laws, applications and court rulings (case law is usually an extension of the basic law based on the facts from specific cases and real-world court decisions), and key privacy and anonymity issues.
While the sites provide many interesting topics, be sure to focus on our class IT topics.
.
Paper CriteriaTopic selection—A current governmental policy re.docxaman341480
Paper Criteria:
*Topic selection—A current governmental policy related to the state of Texas.
*Content—Address the various sides of the current issue with the student drawing personal conclusions based on their analysis of the issue, and demonstrating an understanding of its complexities.
*Present an informed evaluation of the evidence and the different viewpoints surrounding the topic. Compare and contrast the different viewpoints of the sources cited, taking into account position limits. Analyze and question your sources’ assumptions.
*Paper length—Your paper should contain a minimum of 750 words (not counting headings). (No maximum length). The paper should be typewritten, double-spaced, and based on information from a minimum of three sources (no maximum).
*Writing style—With few or no typographical errors, misspelled words, and grammatical errors. Use proper complete sentence and paragraph structure. Improve your writing style by revising the paper as many times as necessary.
*Citations—Anytime you borrow someone’s ideas, paraphrase or quote them, and cite all sources using an appropriate method approved by the Instructor. Construct a bibliography (e.g., a “work cited” or “End Notes” page) using an appropriate method approved by the Instructor.
.
Paper #4 PromptDue Date April 17Rough Draft (Optional) Due A.docxaman341480
Paper #4 Prompt
Due Date April 17
Rough Draft (Optional) Due April 10
This paper requires you to reference and cite BOTH “Reading Lolita in Tehran” by Azar Nafasi and “The Naked Citadel” by Susan Faludi in a well thought-out analysis.
Azar Nafasi describes the life in the Islamic Republic after the revolution and the newfound laws which arose as a result of it. She explains how the totalitarian regime has oppressed women and limited them in their everyday lives and activities driving them to hide their true identities under the required black scarves and dresses. Susan Faludi describes the Citadel as a “living museum”, whose main attempt is to preserve the same ideals and traditions as when the school was first founded and shape the boys that attend the school into men.
Consider the following quote:
“Our world in that living room with its window framing my beloved Elburz Mountains became our sanctuary, our self-contained universe, mocking the reality of black-scarved, timid faces in the city that sprawled below” (Nafasi 419).
Both Nafasi and Faludi are exploring group behavior and identity in their works, but how does the Citadel boys’ and Tehran women’s behavior change depending on who they are around and where they are at the moment? Are their true identities suppressed at any given time and how? What does the word sanctuary mean for both the Citadel and the women in Iran? The Citadel and Nafisi’s living room seem to offer different ideas of the word sanctuary. How does Faludi understand the way the Citadel presents itself as a ‘sanctuary’ from a libertine and effeminized world? Similarly, how do the weekly meetings in the author’s living room serve as a sanctuary for the women in the literature group and why do they find the need to expose their true selves and all their colors in this sacred space? Could the Citadel be considered functioning as a totalitarian regime? If so, how are the Citadel’s “laws” similar to the laws of the Islamic Republic after the revolution regarding their behavior towards women?
You can also consider more broadly how space- open space, isolated space, can be a tool of both oppression as well as resistance.
Provide a well thought-out analysis of BOTH texts and include quotes to support your argument. Consider whether the two authors would agree with each others’ writing and main idea, if not, what would they disagree on?
Rough Draft MUST BE4 full pages in length
Final Draft MUST BE 5 full pages in length
Font MUST BETimes New Roman, Double Spaced
7
Kat
The Illusions of Individual Identity and Choice
Individuals, especially in America, have become increasingly more adept at convincing themselves they are special. Americans are now told from birth that they are special, that they have something unique to offer the world, that they should “be themselves because everybody else is already taken.” This trope, however, assumes that as individuals, our identities are entirely separate from those of the humans.
Page 1 of 2 Summer 2020 AFR 110N Sec. 101, Dr. Gove.docxaman341480
Page 1 of 2
Summer 2020
AFR 110N Sec. 101, Dr. Govere
Country Project Step 1: Colonial History and Current Political Context
Country Project Step 1 Rubric
Main Tasks Components of the Tasks Total
points
1. Basic
information
about your
country of study
What is the name of the country you are researching? What
was its name prior to colonial rule? (I point)
What is the capital city of the country being researched?
Did the capital city change its name after colonial rule? (I
point)
What is the geographical location (latitude and longitude,
and topography (e.g., tropical, desert, savanna, mountainous
or a combination)? (I point)
3
2. Colonial
history of your
country of study
Which European colonial power ruled this territory and
when? (I point)
What was the nature and type of colonial rule in the country
you are researching? (I point)
How did colonial occupation impact the following?
o local political structures;(3 points)
o social and cultural institutions (e.g., land ownership,
marriage, inheritance, gender relations, etc.); (3
points)
o traditional religions and/or spiritual practices; (3
points)
o the economy (3 points)
What were the two major events during colonial occupation
that catalyzed the process of independence? (3 points)
When (the date) did the country gain independence? Who
became the leader of the country at independence? How is
independence celebrated in contemporary society? (3
points)
20
Page 2 of 2
3. Current
political context
What type of political system was introduced immediately
after independence, and what changes were made in the
TWO decades AFTER independence? (3 points)
Explain how the politics of the country have changed over
the last twenty years. (3 points)
Who is the present leader of your assigned country? (1
point)
What is the current political system in place? Name the
main political parties. (3 points)
When were the last elections held, and what was the
outcome, that is, which political party gained power and
which political party ceded power (if relevant)? (2 points)
How did the contending parties, the populace, the media,
and election observers react to the election results? (2
points)
When is the next election scheduled to be held? (I point)
Assess the state of the political system and the role of the
media in the country you are researching. (3 points)
What is the current relationship between the U.S. and your
assigned country? (2 points)
20
4. Conclusion
Using all the data you have collected and the analyses you
have conducted pertaining to the above questions, write a
conclusion addressing how the current political context in
your country of study has not only been influenced by
colonial rule but also by African regional political
developments and the international political context. (3
points)
3
5. Other
requirements
Referencing: Evidential Proof .
Page 1 of 4 NIZWA COLLEGE OF TECHNOLOGY BUSINESS .docxaman341480
Page 1 of 4
NIZWA COLLEGE OF TECHNOLOGY
BUSINESS STUDIES DEPARTMENT
SEMESTER -2 / ACADEMIC YEAR
2019-2020
FINAL EXAM (ASSIGNMENT)
COURSE CODE BAHR3106
COURSE NAME Training and Development
LEVEL Advance Diploma
TUTOR(S) Sangeetha TR
SECTION(S) 2
DURATION:
DATE TIME
START 21 May 2020 9:00AM
END 23 May 2020 8:00AM
MARKS BREAK UP:
No. of Questions Marks for Each Question
1 25
2 15
3 10
TOTAL MARKS 50
INSTRUCTIONS:
1) The Final Assignment will be available in Moodle at 9:00 am on the date of
examination.
2) This is an open resource examination; there are (04) pages. Students are allowed to
refer any digital materials (Internet, Proquest, Masader, and OER) with proper
referencing and citation for each answers.
3) Students has to answer the questions typewritten in the word (.docx) format.
Figures / Diagrams, equations and solving of problems can be written by hand and
added to the document as a picture/image.
4) Save the assignment file using the student ID & Course code.[ Eg : 22s1234 –
EECPxxxx]
5) Students should submit the answers through the turnitin link provided in moodle
page. If any problem occurs, send it to the staff email [[email protected]]
6) Students are encouraged to upload the answers in the moodle at least two hours
before the deadline to avoid any technical issues.
7) In case of any technical problem in opening or submitting your assignment please
contact your course tutor through email and copy the Department Head
Page 2 of 4
8) Any form of cheating is punishable. Students involved in cheating will be treated
according to the Plagiarism and Academic Integrity Policies.
9) Students are advised to write the answers in their own words. Based on the
plagiarism policy and the department approved similarity level, the marks will be
deducted for the plagiarized [Copied] answers.
10) Students should complete their assignment within the given time. Assignments
submitted after the deadline will be marked 0.
ACADEMIC INTEGRITY & PLAGIARISM POLICY:
The student should be ready to prove the authenticity of the work done. If any form of
plagiarism/reproduction of answers are discovered, student will be awarded zero marks.
DECLARATION:
I declare that the Final Exam (assignment) submitted is original and acknowledge that I am
aware of the NCT’s Integrity and Plagiarism Policies (January 2011) mentioned in moodle, and
the disciplinary guidelines and procedures applicable to breaches of such policy and
regulations.
I AGREE TO THE TERMS AND CONDITIONS:
STUDENT NAME
STUDENT ID
DATE OF SUBMISSION
Page 3 of 4
Question No 1 (25 Marks)
Honest Bank, is one among the popular financial institutions in Oman. Honest Bank’s operating
strategy distinguishes it from other financial and banking companies. Thi.
Page | 2
(
BSBMGT516
Facilitate continuous improvement
Learner Guide
)
BSBMGT516
Facilitate continuous improvementTable of Contents
Table of Contents3
Unit of Competency6
Performance Criteria7
Foundation Skills8
Assessment Requirements9
Housekeeping Items10
Objectives10
1. Lead continuous improvement systems and processes11
1.1 – Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate12
Clarification of roles and expectations13
Communication devices and processes – such as intranet and email communication systems – to facilitate input into workplace decisions14
Long-term or short-term plans factoring in opportunities for team input14
What information could you provide your team with?14
Mentoring and 'buddy' systems to support team members to participate in decision making15
Training and development activities16
Performance plans17
Reward/recognition programs for high performing staff18
Why teams don’t work in the decision-making process?19
Decision-making processes in detail19
Activity 1.121
1.2 – Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders22
The stakeholders23
The continuous improvement process23
Systems24
Policies and procedures24
Scenario 124
Forums24
Scenario 225
Scenario 325
25
Scenario 425
Scenario 525
Scenario 626
Scenario 726
1.3 – Ensure that change and improvement processes meet sustainability requirements27
Addressing environmental resource sustainability initiatives27
Apply the waste management hierarchy in the workplace28
Regulations and Corporate Social Responsibility (CSR)29
Waste management29
Ecological footprint31
Government initiatives31
Productivity stewardship32
Green Office Program35
Green purchasing36
Sustainability reporting36
Supporting sustainable supply chain36
1.4 – Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation's continuous improvement processes37
Effective mentoring37
Types of mentoring37
Skills for mentors38
Mentoring model39
Effective coaching39
Skills for coaches41
Activities 1.2 and 1.343
1.5 – Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems44
Activities 1.4 and 1.550
2. Monitor and adjust performance strategies51
2.1 – Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved52
2.2 – Adjust and communicate strategies to stakeholders according to organisational procedures55
Problem-solving chart57
Problem solving flow chart57
Activities 2.1 and 2.260
3. Manage opportunities for further improvement61
3.1 – Establish processes to ensure that team members are informed of outcomes of continuous improvement eff.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Webinars: https://pecb.com/webinars
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
6 1 overcoming the liability of foreignness it is not easy to s
1. 6-1 OVERCOMING THE LIABILITY OF FOREIGNNESS
It is not easy to succeed in an unfamiliar environment. foreign
firms have to overcome a liability of foreignness, which is the
inherent disadvantage that foreign firms experience in host
countries because of their nonnative status. Such a liability is
manifested in at least two ways. First, numerous differences in
formal and informal institutions govern the rules of the game in
different countries. While local firms are already well versed in
these rules, foreign firms have to invest significant resources to
learn such rules. Some of the rules are in favor of local firms.
For example, after working for years to familiarize itself with
US defense procurement rules, European Aeronautic Defence
and Space (EADS), the maker of Airbus, in 2008 won a major
$35 billion contract to supply the US Air Force with next-
generation refueling tankers. Then EADS (along with its US
partner, Northrop Grumman) was disappointed to find out that
Boeing was able to twist the arms of politicians and change the
rules. In 2010, Boeing emerged as the winner of this rich prize
and EADS (which more recently changed its name to the Airbus
Group) had to drop out.
Second, although customers in this age of globalization
supposedly no longer discriminate against foreign firms, the
reality is that foreign firms are often still discriminated against,
sometimes formally and other times informally. For example,
activists in India accused both Coca-Cola and PepsiCo that their
products contained higher-than-permitted levels of pesticides
but did not test any Indian branded soft drinks, even though
pesticide residues are present in virtually all groundwater in
India. Although both Coca-Cola and PepsiCo denied these
charges, their sales suffered.
The Notion of Foreignness
Against such significant odds, how do foreign firms crack new
2. markets? The answer boils down to our two core Perspectives.
The institution-based view suggests that firms need to undertake
actions deemed legitimate and appropriate by the various formal
and informal institutions governing market entries. Differences
in formal institutions may lead to regulatory risks due to
differences in political, economic, and legal systems. There may
be numerous trade and investment barriers on a national or
regional basis. In addition, the existence of multiple
currencies—and currency risks as a result—may be another
formal barrier. Informally, numerous differences in cultures,
norms, and values create another major source of liability of
foreignness. The resource-based view argues that foreign firms
need to deploy overwhelming resources and capabilities that
after offsetting the liability of foreignness, there is still
significant competitive advantage left. Applying the VRIO
framework.
Overall, our two core perspectives shed a lot of light on firms’
internationalization. Sometimes, instead of having to overcome
the liability of foreignness, some firms may leverage their asset
of foreignness. Nevertheless, how to enter foreign markets
remains an art rather than a science. Next, we investigate the
2W1H dimensions associated with foreign market entries.
Steeping some tea...
6-2 WHERE TO ENTER
What's behind China's growing presence in Latin America?
Similar to real estate, the motto for IB is “location, location,
location.” In fact, such a spatial perspective (that is, doing
business outside of one’s home country) is one of the defining
features of IB. Two sets of considerations drive the location of
foreign entries: (1) strategic goals and (2) cultural and
institutional distances.
Location-Specific Advantages and Strategic Goals
3. Favorable locations in certain countries may give firms
operating there what are called location-specific advantages.
Location-specific advantages are the benefits a firm reaps from
features specific to a particular place. Certain locations simply
possess geographical features that are difficult for others to
match. Leading seaports and airports naturally attract a lot of
foreign entrants. For example, Miami, the self-styled “Gateway
of the Americas,” is an ideal location both for North American
firms looking south and Latin American firms coming north.
Vienna is an attractive site as multinational regional
headquarters for Central and Eastern Europe. Dubai is an ideal
stopping point for air traffic between Europe and Asia and
between Africa and Asia. Two billion people live within four
hours of flying time from Dubai, and four billion can be reached
within seven hours. Dubai’s airport is already the third busiest
international airport in terms of passengers behind only London
Heathrow and Hong Kong airports. Similarly, Rotterdam, the
Netherlands, is the main hub for sea-bound transportation into
and out of Europe. More than 500 liner services connect
Rotterdam with over 1,000 ports worldwide. Overall, we may
regard the continuous expansion of global business as an
unending saga in search of location- specific advantages.
In the past chapters we learned about agglomeration—location
specific advantages that arise from the clustering of economic
activities in certain locations. The basic idea dates back at least
to Alfred Marshall, a British economist who first published it in
1890. Recall that location- specific advantages stem from (1)
knowledge spillovers among closely located firms that attempt
to hire individuals from competitors, (2) industry demand that
creates a skilled labor force whose members may work for
different firms without having to move out of the region, and
(3) industry demand that facilitates a pool of specialized
suppliers and buyers to also locate in the region. For example,
due to agglomeration, Dallas has the world’s heaviest
concentration of telecom companies. US firms such as AT&T,
HP, Raytheon, Texas Instruments (TI), and Verizon cluster
4. there. Moreover, numerous leading foreign telecom firms such
as Alcatel-Lucent, Ericsson, Fujitsu, Huawei, Siemens,
STMicroelectronics, and ZTE have also converged in this
region.
Given that different locations offer different benefits, it is
imperative that a firm match its strategic goals with potential
locations. The four strategic goals are shown in the Exhibit
below.
Firms seeking natural resources have to go to particular foreign
locations where those resources are found. For example, the
Middle East, Russia, and Venezuela are all rich in oil. Even
when the Venezuelan government became more hostile, Western
oil firms had to put up with it.
Market-seeking firms go to countries that have a strong demand
for their products and services, and the ability of the consumers
to pay for them. As China becomes the largest car market in the
world, practically all the automakers in the world are now
elbowing into it. General Motors (GM) has emerged as the
leader. In 2010, GM for the first time sold more cars in China
than in the United States. As demand for business aviation takes
off in China, business jet makers are now intensely eyeing the
new market.
Seeking market and investment in the Middle East
Efficiency-seeking firms often single out the most efficient
locations featuring a combination of scale economies and low-
cost factors. It is the search for efficiency that induced
numerous multinational enterprises (MNEs) to enter China.
China now manufactures two-thirds of the world’s photocopiers,
shoes, toys, and microwave ovens; and one-third of the desktop
computers, mobile phones, television sets, and steel. Shanghai
alone reportedly has a cluster of over 400 of the Fortune Global
500 firms. It is important to note that China does not present the
absolutely lowest labor costs in the world, and Shanghai is the
5. highest cost city in China. However, its attractiveness lies in its
ability to enhance efficiency for foreign entrants by lowering
total costs.
Innovation-seeking firms target countries and regions renowned
for generating world-class innovations, such as Silicon Valley
and Bangalore (in IT), Dallas (in telecom), and Paris (in
perfumes). Such entries can be viewed as “an option to maintain
access to innovations resident in the host country, thus
generating information spillovers that may lead to opportunities
for future organizational learning and growth.”
What are the top cities for tech in the world?
It is important to note that location-specific advantages may
grow, change, and/or decline, prompting a firm to relocate. If
policy makers fail to maintain the institutional attractiveness
(for example, by raising taxes) and if companies overcrowd and
bid up factor costs such as land and talents, some firms may
move out of certain locations previously considered
advantageous. For example, the Chinese government has raised
minimum wages and tightened environmental regulations. Also,
thanks to the “one child” policy that was first implemented in
the 1980s, the number of low-skill youth entering the labor
market has declined. These changes have eroded the location-
specific advantages of coastal China centered on low cost. As a
result, many labor-intensive, cost-conscious firms have either
moved to inland China (where labor cost has remained
relatively low) or Southeast Asian countries such as Indonesia,
Malaysia, Thailand, and Vietnam (where labor cost is now
lower than that of coastal China).
Cultural/Institutional Distances and Foreign Entry Locations
In addition to strategic goals, another set of considerations
centers on cultural/institutional distances. Cultural distance is
the difference between two cultures along identifiable
dimensions such as individualism. Considering culture as an
informal part of institutional frameworks governing a particular
6. country, institutional distance is “the extent of similarity or
dissimilarity between the regulatory, normative, and cognitive
institutions of two countries.” Broadly speaking, cultural
distance is a subset of institutional distance. For example, many
Western cosmetics products firms, such as L’Oreal and
Victoria’s Secret, have shied away from Saudi Arabia, citing its
stricter rules of personal behavior. In essence, Saudi Arabia’s
cultural and institutional distance from Western cultures is too
large.
Halal cosmetics offer new beauty twist to Muslim faithful
Two schools of thought have emerged in overcoming these
distances. The first is associated with the stage model.
According to the stage model, firms will enter culturally similar
countries during their first stage of internationalization and will
then gain more confidence to enter culturally distant countries
in later stages. This idea is intuitively appealing: It makes sense
for Belgian firms to enter France first and for Mexican firms to
enter Texas first to take advantage of common cultural and
language traditions. On average, business between countries
that share a language is three times greater than between
countries without a common language. Firms from common-law
countries (English speaking countries and Britain’s former
colonies) are more likely to be interested in other common-law
countries. Colony–colonizer links (such as Britain’s ties with
the Commonwealth and Spain’s with Latin America) boost trade
significantly. Overall, certain performance benefits seem to
exist when competing in culturally and institutionally adjacent
countries.
Citing numerous counterexamples, a second school of thought
argues that it is more important to consider strategic goals such
as market and efficiency rather than culture and institutions. For
example, despite the often hostile Congress and the typically
unfriendly US media, many Chinese firms are eager to do
business in the United States. Because the United States is the
7. largest market, cultural and institutional distances between
China and the United States do not seem to matter. Overall, in
the complex calculus underpinning entry decisions, location
represents only one of several important considerations. As
shown next, entry timing and modes are also crucial.
Steeping some tea...
Steeping some tea...
Steeping some tea...
Steeping some tea...
6-3 WHEN TO ENTER?
Entry timing refers to whether there are compelling reasons to
be an early or late entrant in a particular country. Some firms
look for first-mover advantages, defined as the benefits that
accrue to firms that enter the market first and that later entrants
do not enjoy. Speaking of the power of first-mover advantages,
“Xerox,” “FedEx,” and “Google” have now become verbs, such
as “Google it.” In many African countries, “Colgate” is the
generic term for toothpaste. Unilever, a late mover, is
disappointed to find out that some of its African customers call
its own toothpaste “the red Colgate.” However, first movers
may also encounter significant disadvantages which, in turn,
become late-mover advantages.
· First movers may gain advantage through proprietary
technology. Think about Apple’s iPod, iPad, and iPhone.
· First movers may also make preemptive investments, specially
for scarce resources . A number of Japanese MNEs have cherry-
8. picked leading local suppliers and distributors in Southeast Asia
as new members of the expanded keiretsu networks (alliances of
Japanese businesses with interlocking business relationships
and shareholdings) and have blocked access to the suppliers and
distributors by late entrants from the West.
· First movers may erect significant entry barriers for late
entrants, such as high switching costs due to brand loyalty.
Buyers of expensive equipment are likely to stick with the same
producers for components, training, and other services for a
long time. That is why American, British, French, German, and
Russian aerospace firms competed intensely for Poland’s first
post–Cold War order of fighters— America’s F-16 eventually
won.
· Intense domestic competition may drive some non-dominant
firms abroad to avoid clashing with dominant firms head-on in
their home market. Matsushita, Toyota, and NEC were the
market leaders in Japan, but Sony, Honda, and Epson all entered
the United States in their respective industries ahead of the
leading firms.
· First movers may build precious relationships with key
stakeholders such as customers and governments. For example,
Citigroup, JP Morgan Chase, and Metallurgical Corporation of
China have entered Afghanistan, earning a good deal of
goodwill from the Afghan government that is interested in
wooing more foreign direct investment (FDI).
The potential advantages of first movers may be
counterbalanced by various disadvantages. Numerous first-
mover firms— such as EMI in CT scanners and Netscape in
Internet browsers— have lost market dominance in the long run.
It is such late-mover firms as General Electric and Microsoft
(Explorer), respectively, that win. Specifically, late mover
advantages are manifested in three ways:
· Late movers may be able to free ride on the huge pioneering
investments of first movers. In Saudi Arabia, Cisco invested
millions of dollars to rub shoulders of dignitaries, including the
9. king, in order to help officials grasp the promise of the Internet
in fueling economic development. But it lost out to late movers
such as Ericsson that offered lower cost solutions. For instance,
the brand-new King Abdullah Economic City awarded an $84
million citywide telecom project to Ericsson whose bid was
more than 20% lower than Cisco’s—in part because Ericsson
did not have to offer a lot of basic education and did not have to
entertain that much. “We’re very proud to have won against a
company that did as much advance work as Cisco did,” an
elated Ericsson executive noted.
· First movers face greater technological and market
uncertainties. Nissan, for example, has launched the world’s
first all-electric car, the Leaf, which can run without a single
drop of gasoline. However, there are tremendous uncertainties.
After some of these uncertainties are removed, late movers such
as BMW, GM, and Toyota have joined the game with their own
electric cars.
· As incumbents, first movers may be locked into a given set of
fixed assets or are reluctant to cannibalize existing product
lines in favor of new ones. Late movers may be able to take
advantage of the inflexibility of first movers by leapfrogging
them. Although Greyhound, the incumbent in intercity bus
service in the United States, is financially struggling, it cannot
get rid of the expensive bus depots in inner cities that are often
ill-maintained and dreadful. Megabus, the new entrant from
Britain, simply has not bothered to build and maintain a single
bus depot. Instead, Megabus uses curbside stops (like regular
city bus stops), which have made travel by bus more appealing
to a large number of passengers.
Overall, evidence points out both first-mover advantages and
late-mover advantages. Unfortunately, a mountain of research is
still unable to conclusively recommend a particular entry timing
strategy. Although first movers may have an opportunity to win,
their pioneering status is not a guarantee of success. For
example, among the three first movers into the Chinese
automobile industry in the 1980s, Volkswagen captured
10. significant advantages, Chrysler had very moderate success, and
Peugeot failed and had to exit. Although many of the late
movers that entered in the 1990s struggled, GM, Honda, and
Hyundai gained significant market shares. It is obvious that
entry timing cannot be viewed in isolation, and entry timing per
se is not the sole determinant of success and failure of foreign
entries. It is through interaction with other strategic variables
that entry timing has an impact on performance.
The Half-Truth of First Mover Advantage
Steeping some tea...
Steeping some tea...
7-4 HOW TO ENTER
In this section, we first consider on what scale—large or
small—a firm may enter foreign markets. Then we look at a
comprehensive model for entering foreign markets. The first
step is to determine whether to pursue an equity or non-equity
mode of entry. As we will see, this crucial decision
differentiates MNEs (involving equity modes) from non-MNEs
(relying on non-equity modes). Finally, we outline the pros and
cons of various equity and non-equity modes.
Scale of Entry: Commitment and Experience
One key dimension in foreign entry decisions is the scale of
entry, which refers to the amount of resources committed to
entering a foreign market. Large-scale entries demonstrate a
strategic commitment to certain markets. This helps assure local
customers and suppliers (“We are here for the long haul!”)
while deterring potential entrants. The drawbacks of such a
hard-to-reverse strategic commitment are (1) limited strategic
flexibility elsewhere and (2) huge losses if these large-scale
11. bets turn out to be wrong.
Small-scale entries are less costly. They focus on organizational
learning by getting a firm’s feet wet— learning by doing—while
limiting the downside risk. For example, to enter the market of
Islamic finance whereby no interest can be charged (according
to the Koran), Citibank set up a subsidiary Citibank Islamic
Bank. On a small scale, it was designed to experiment with
different interpretations of the Koran on how to make money
while not committing religious sins. Overall, the longer foreign
firms stay in host countries, the less liability of foreignness
they experience. The drawback of small-scale entries is a lack
of strong commitment, which may lead to difficulties in
building market share and capturing first-mover advantages.
Modes of Entry: The First Step on Equity versus Non-equity
Modes
Entry mode decision - Internationalization - Global Marketing
Managers are unlikely to consider the numerous modes of
entry—methods used to enter a foreign market—at the same
time. Given the complexity of entry decisions, it is imperative
that managers prioritize and consider only a few key variables
first and then consider other variables later. The comprehensive
model shown in Exhibit below is helpful.
In the first step, considerations for small-scale versus large-
scale entries usually boil down to the equity (ownership)
issue. None-equity modes include exports and contractual
agreements, and tend to reflect relatively smaller commitments
to overseas markets. Equity modes, on the other hand, are
indicative of relatively larger, harder-to-reverse commitments.
Equity modes call for the establishment of independent
organizations overseas (partially or wholly controlled). Non-
equity modes do not require such independent establishments.
Overall, these modes differ significantly in terms of cost,
commitment, risk, return, and control.
The distinction between equity and non-equity modes is not
12. trivial. In fact, it is what defines an MNE: An MNE enters
foreign markets via equity modes through FDI. A firm that
merely exports/imports with no FDI is usually not regarded as
an MNE. As discussed at length in Chapter 6, an MNE, relative
to a non-MNE, enjoys the three-pronged advantages of
ownership, location, and internalization—collectively known as
the OLI advantages. Overall, the first step in entry mode
considerations is crucial. A strategic decision must be made in
terms of whether or not to undertake FDI and to become an
MNE.
Modes of Entry: The Second Step on Making Actual Selections
During the second step, managers consider variables within
each group of non-equity and equity modes. If the decision is to
export, then the next consideration is direct exports or indirect
exports.
Direct exports are the most basic mode of entry, capitalizing on
economies of scale in production concentrated in the home
country and providing better control over distribution. The
world’s largest piano maker, Pearl River, exports its pianos
from China to over 80 countries. This strategy essential ly treats
foreign demand as an extension of domestic demand, and the
firm is geared toward designing and producing first and
foremost for the domestic market. While direct exports may
work if the export volume is small, it is not optimal when the
firm has many foreign buyers. Marketing 101 suggests that the
firm needs to be closer, both physically and psychologically, to
its customers, prompting the firm to consider more intimate
overseas involvement such as FDI. Direct exports may also be
accused of dumping, triggering anti-dumping actions.
Another export strategy is indirect exports— namely, exporting
through domestically based export intermediaries. This strategy
not only enjoys the economies of scale in domestic production
(similar to direct exports) but is also relatively worry free. A
significant amount of export trade in commodities such as
13. textiles, woods, and meats, which compete primarily on price, is
indirect through intermediaries. Indirect exports have some
drawbacks. For example, third parties such as export trading
companies may not share the same agendas and objectives as
exporters. Exporters choose intermediaries primarily because of
information asymmetries concerning risks and uncertainties
associated with foreign markets. Intermediaries with
international contacts and knowledge essentially make a living
by taking advantage of such information asymmetries. They
may have a vested interest in making sure that such asymmetries
are not reduced. Intermediaries, for example, may repackage the
products under their own brand and insist on monopolizing the
communication with overseas customers. If the exporter is
interested in knowing more about how its products perform
overseas, indirect exports would not provide such knowledge.
The next group of non-equity entry modes involves the
following types of contractual agreement: (1) licensing or
franchising, (2) turnkey projects, (3) research and development
contracts, and (4) co-marketing.
In licensing/franchising agreements, the licensor/franchisor
sells the rights to intellectual property such as patents and
know-how to the licensee/franchisee for a royalty fee. The
licensor/franchisor thus does not have to bear the full costs and
risks associated with foreign expansion. Coca-Cola, for
example, has licensed its trademark to clothing manufacturers in
Brazil. On the other hand, the licensor/franchisor does not have
tight control over production and marketing. Pizza Hut, for
example, was disappointed when its franchise in Thailand
discontinued the relationship and launched a competing pizza
restaurant to eat Pizza Hut’s lunch.
In turnkey projects, clients pay contractors to design and
construct new facilities and train personnel. At project
completion, contractors hand clients the proverbial key to
facilities ready for operations—hence the term “turnkey.” This
mode allows firms to earn returns from process technology
14. (such as power generation) in countries where FDI is restricted.
The drawbacks, however, are twofold. First, if foreign clients
are competitors, selling them state-of-the-art technology
through turnkey projects may boost their competitiveness.
Second, turnkey projects do not allow for a long-term presence
after the key is handed to clients. To obtain a longer-term
presence, build-operate-transfer agreements are now often used
instead of the traditional build-transfer type of turnkey projects.
A build-operate-transfer (BOT) agreement is a non-equity mode
of entry used to build a longer-term presence by building and
then operating a facility for a period of time before transferring
operations to a domestic agency or firm. For example, Safi
Energy, a consortium among GDF Suez (France), Mitsui
(Japan), and Nareva Holdings (Morocco), has been awarded a
BOT power-generation project in Morocco.
Research and development (R&D) contracts refer to outsourcing
agreements in R&D between firms. Firm A agrees to perform
certain R&D work for Firm B. Firms thereby tap into the best
locations for certain innovations at relatively low costs.
However, three drawbacks may emerge. First, given the
uncertain and multidimensional nature of R&D, these contracts
are often difficult to negotiate and enforce. While delivery time
and costs are relatively easy to negotiate, quality is often
difficult to assess. Second, such contracts may cultivate
competitors. A number of Indian IT firms, nurtured by such
work, are now on a global offensive to take on their Western
rivals. Finally, firms that rely on outsiders to perform a lot of
R&D may lose some of their core R&D capabilities in the long
run.
Co-marketing refers to efforts among a number of firms to
jointly market their products and services. Toy makers and
movie studios often collaborate in co-marketing campaigns with
fast-food chains such as McDonald’s to package toys based on
movie characters in kids’ meals. Airline alliances such as One
World, Sky Team, and Star Alliance engage in extensive co-
15. marketing through code sharing. The advantages are the ability
to reach more customers. The drawbacks center on limited
control and coordination.
Next are equity modes, all of which entail some FDI and
transform the firm to become an MNE. A joint venture (JV) is a
corporate child, a new entity jointly created and owned by two
or more parent companies. It has three principal forms:
Minority JV (less than 50% equity), 50–50 JV (equal equity),
and majority JV (more than 50% equity). JVs, such as Shanghai
Volkswagen, have three advantages. First, an MNE shares costs,
risks, and profits with a local partner, so the MNE possesses a
certain degree of control but limits risk exposure. Second, the
MNE gains access to knowledge about the host country; the
local firm, in turn, benefits from the MNE’s technology, capital,
and management. Third, JVs may be politically more acceptable
in host countries.
In terms of disadvantages, JVs often involve partners from
different backgrounds and with different goals, so conflicts are
natural. Furthermore, effective equity and operational control
may be difficult to achieve since everything has to be
negotiated—in some cases, fought over. Finally, the nature of
the JV does not give an MNE the tight control over a foreign
subsidiary that it may need for global coordination. Overall, all
sorts of non-equity-based contractual agreements and equity-
based JVs can be broadly considered as strategic alliances.
The last entry mode is to establish a wholly owned subsidiary
(WOS), defined as a subsidiary located in a foreign country that
is entirely owned by the parent multinational. There are two
primary means to set up a WOS. One is to establish greenfield
operations, building new factories and offices from scratch (on
a proverbial piece of “green field” formerly used for
agricultural purposes). For example, Microsoft established a
wholly owned greenfield R&D center in Beijing. There are three
advantages. First, a greenfield WOS gives an MNE complete
16. equity and management control, thus eliminating the headaches
associated with JVs. Second, this undivided control leads to
better protection of proprietary technology. Third, a WOS
allows for centrally coordinated global actions. Sometimes, a
subsidiary will be ordered to launch actions that by design will
lose money. In the semiconductor market, TI faced competition
from Japanese rivals such as NEC and Toshiba that maintained
low prices outside of Japan by charging high prices in Japan and
using domestic profits to cross-subsidize overseas expansion.
By entering Japan via a WOS and slashing prices there, TI
incurred a loss but forced the Japanese firms to defend their
home market. This was because Japanese rivals had a much
larger market share in Japan. When the price level in Japan
collapsed thanks to the aggressive price cutting unleashed by
TI’s WOS in the country, NEC and Toshiba would suffer much
more significant losses. Consequently, Japanese rivals had to
reduce the ferocity of their price wars outside of Japan. Local
licensees/franchisees or JV partners are unlikely to accept such
a subservient role as being ordered to lose money.
In terms of drawbacks, a greenfield WOS tends to be expensive
and risky, not only financially but also politically. Its
conspicuous foreignness may become a target for nationalistic
sentiments. Another drawback is that greenfield operations add
new capacity to an industry, which will make a competitive
industry more crowded. For example, think of all the Japanese
automobile plants built in the United States, which have
severely squeezed the market share of US automakers and
forced Chrysler and GM into bankruptcy. Finally, greenfield
operations suffer from a slow entry speed of at least one to
several years (relative to acquisitions).
The other way to establish a WOS is through an acquisition.
Fiat’s acquisition of Chrysler is a case in point. Although this is
the last mode we discuss here, it represents approximately 70%
of worldwide FDI. Acquisition shares all the benefits of
greenfield WOS but enjoys two additional advantages: (1)
adding no new capacity and (2) faster entry speed. In terms of
17. drawbacks, acquisition shares all of the disadvantages of
greenfield WOS except adding new capacity and slow entry
speed. But acquisition has a unique and potentially devastating
disadvantage: post-acquisition integration problems.
Overall, while we have focused on one entry mode at a time,
firms in practice are not limited by any single-entry mode. For
example, IKEA stores in China are JVs, and its stores in Hong
Kong and Taiwan are separate franchises. In addition, entry
modes may change over time. Starbucks, for instance, first used
franchising. It then switched to JVs and, more recently, to
acquisitions.
South Africa
Company Overview
Costco Wholesale Corporation, popularly known as Costco, is
an American company. It is the largest membership-only
warehouse club in the United States. Since 2013, Costco is
18. aggressively expanding globally with its retail innovation
practices that have developed cult-like followers, usually
recognized as the Costco craze. The company currently has
more than 200 Costco warehouses internationally, operating in
eight countries outside the USA (Farfan, 2019). Globalization
provided the opportunity to the retail giants to expand their
business beyond the boundaries of the nations. However, several
elements are critical while selecting the country for expansion.
Justification for International Expansion (The OLI framework,
specifically the VRIO analysis of the value proposition)
Chapter3 and 7 PPT.
In order to create an accurate V.R.I.O analysis for Costco we
needed to create the framework for the company to decide the
Value, Rarity, Imitability, and Organization. First, we had to
figure out the factors that would be compared between each of
the V.R.I.O. and with this decision we saw that they are an
international presence and are well-known so the first would be
their Strong Global Presence. Next, we wanted to focus on the
products themselves and have a location that can provide access
to fresh foods (like seafoods) without having to worry about
intermediate storage facilities to prolong freshness. Finally, we
see that the system of membership with shoppers is an important
capability as this is something that is seen in very few stores
and this can gauge the average incomes of those that live in the
vicinity.
The rationale for the three chosen countries
Our team brought the three main criteria to the table when
searching for the countries of potential expansion for Costco.
The following are our reasonings for why we chose these
countries:
1) Each location represents a central hub of technological
advancement, increased population, and a location that the
countries deem as a suitable place to establish their
headquarters.
19. 2) Fresher foods can be higher quality and have a higher
accessibility as each of these locations are coastal.
3) Average income is suitable for a consumer to want to
purchase a membership from Costco and buy in large quantities.
S.W.O.T. analysis of the three chosen countries
South Africa
Portugal
Panama
Market Opportunities
Human Resources Management Practices (
(Here maybe some relative informa tion about it can be used.)
Expansion Strategy (IRF)
Chapter7 Reading and may can refer to Key Strategies of
Costco in China from this link:
https://www.fbicgroup.com/sites/default/files/Costco_Report.pd
f
Structure (IRF) Chapter7 ‘s Reading
Three Possible Entry Modes (The last part of Chaper6)
Justification for Entry Mode (Suggestion: you can refer to the
last video from chapter6, link: )
SWOT:
Costco Expansion in Johannesburg, South Africa
Costco Wholesale Corporation, popularly known as
Costco, is an American company. It is the largest membership-
only warehouse club in the United States. Since 2013, Costco is
20. aggressively expanding globally with its retail innovation
practices that have developed cult-like followers, usually
recognized as the Costco craze. The company currently has
more than 200 Costco warehouses internationally, operating in
eight countries outside the USA (Farfan, 2019). Globalization
provided the opportunity to the retail giants to expand their
business beyond the boundaries of the nations. However, several
elements are critical while selecting the country for expansion.
This essay evaluates the expansion of Costco in Johannesburg,
South Africa.
Johannesburg is the largest city in South Africa, classified
as a megacity located in the Gauteng province. It is recognized
as one of the 50 largest urban areas globally, and the population
is close to 5.92 million (World Population Review, 2021).
Further, Gauteng province is the wealthiest province in South
Africa. It is necessary to evaluate internal and external factors
to assess whether South Africa is the right destination for
Costco’s expansion. The SWOT analysis highlighting internal
and external aspects of South Africa (Frue, 2019) is given in the
next section. SWOT analysis of South Africa
Strength: Internal
1. Wide-ranging languages, cultures, and customs is the primary
strength of South Africa. The people speak a different language,
follow diverse traditions and religions (Frue, 2019).
2. The mining industry in South Africa has attracted Europeans
since long for its raw materials such as copper, gold, and cobalt.
The corporations such as BMW have invested heavily in the
South African market, proving the destination is attractive for
the business (Frue, 2019).
3. One thousand seven hundred forty miles of the coastal area
provides an advantage to South Africa. The ports, such as
Johannesburg, allow easy logistics.
4. The population of the country is large, close to 53 million.
5. The access to the South African Development Community
(SADC) countries is good.
6. The political stability is relatively good in South Africa.
21. 7. The infrastructure, which is the most critical factor for any
business, is good.
8. The diverse industrial base is making South Africa an
excellent destination for international businesses.
Weaknesses: Internal
1. The crime rate in South Africa is high, and it ranked third
worldwide.
2. Since the country has an extensive coastal line, it is prone to
natural disasters. Johannesburg is a coastal city (Frue, 2019).
3. Although the cost of labor is cheap, the volume of unskilled
labor is high.
Opportunities: External
1. The demand for the imported goods in South Africa is high.
2. The South African economy is becoming more and more
consumer-driven (Hung Lau, 2012).
3. The growth of the middle class in South Africa improved
consumption.
4. The demand for technology is rising continuously.
Threats: External
1. The cost of energy is rising, which may increase the supply
chain costs.
2. The strikes and social inequality in South Africa are common
and may impact Costco’s operations frequently.
3. The wages are slowly increasing, and the lack of skilled
workers may affect productivity. Conclusion
The SWOT analysis shows several strengths and
opportunities of South Africa, such as diverse culture,
increasing consumption, political stability, demand for imported
goods, and low labor costs, which shows positive signs for
Costco. However, Costco must consider the threats such as
strikes and social inequality to design Costco operations
policies in South Africa to ensure smooth running without staff
disputes. In a nutshell, South Africa seems an attractive
destination for Costco considering its diverse culture and
increasing consumption. Also, South Africa, especially
Johannesburg, can be pivotal for Costco to expand its
22. operations in the prospective African countries, for example,
SADC members.
References
Cuofano, G. Costco SWOT Analysis In A Nutshell.
FourWeekMBA.
Farfan, B. (2019). Discover Costco’s Secret to Conquering the
Retail Sector. The Balance Small Business. Retrieved 12
February 2021, from .
Frue, K. (2019). SWOT Analysis of South Africa Reveals How
to Boost the Economy. PESTLE Analysis. Retrieved 12
February 2021, from .
Hung Lau, K. (2012). Demand management in downstream
wholesale and retail distribution: a case study. Supply Chain
Management: An International Journal, 17(6), 638-654.
International Trade, A. (2020, October 01). South Africa -
market opportunities. Retrieved February 24, 2021, from
Pratap, A. (August 1, 2019). Costco SWOT Analysis.
Notesmatic.
World Population Review. (2021). Johannesburg Population
2021 (Demographics, Maps, Graphs).
Worldpopulationreview.com. Retrieved 12 February 2021, from
.
23. South Africa OverviewOverview
South Africa is the southernmost country on the African
continent. It shares borders with Mozambique, Zimbabwe,
Botswana, Namibia, Swaziland, and Lesotho. South Africa is
renowned for its cultural diversity, great natural beauty, and
diverse topography. Three cities, including Bloemfontein, Cape
Town, and Pretoria serve as the country’s capitals. Specifically,
the judicial capital is Bloemfontein, the legislative capital is
Cape Town, and the legislative capital is Pretoria. Johannesburg
is one of the country’s largest cities. It is also the chief
financial and industrial metropolis of South Africa. The other
large cities in South Africa include East London, Durban, Port
Elizabeth, and Germiston.
South Africa has a dual economy, which draws on its vastly
evolved intellectual capital, abundant mineral resources, fertile
agricultural lands, and tourist attractions. However, the nation
has one of the world’s highest rates of inequality, with a
consumption expenditure Gini index of 0.63 in 2015 (World
Bank, 2019). Millions of South African citizens, particularly
blacks, are still poor. Despite this and other challenges, the
South African market remains an attractive destination for
companies all over the world. The country is one of Africa’s
best-operating environments, which makes it among the most
sought-after investment destinations for international companies
looking to expand their operations. It continues to be a
conducive destination, especially to the U.S. investment. Thus,
this nation is a viable market for Costco. Demographics
South Africa has a population of 59,308,690 people of diverse
languages, origins, religions, and cultures, and 66.3 percent of
this population is urban (Worldometer, 2020). In this nation,
families have an average of 3.4 members, and women head over
four in ten of these families (43 percent) (National Department
of Health (NDoH) et al., 2018). The life expectancy at birth for
both sexes in South Africa is 64.9 years, with that of males
being 61.5 years and that of females being 68.4 years
(Worldometer, 2020). Notably, life expectancy has continued to
24. rise over the years in South Africa.
South Africa’s fertility rate has declined significantly over the
years. Specifically, the Total Fertility Rate in this nation has
declined from 6.1 births per woman in 1955 to 2.4 births per
woman in 2020 (Worldometer, 2020). The use of contraceptives
has contributed to this decline in fertility. According to NDoH
et al. (2018), 60% of sexually active females in South Africa are
using contraception, and nearly all of them are utilizing a
modern method.
Both infant mortality and deaths under age 5 have continued to
decline in South Africa. The infant mortality in this country in
2020 reduced to 23.57 from 134.21 (per 1,000 live births) and
deaths under age 5 reduced to 30.67 from 227.67 (per 1,000 live
births).
Regarding education, 86% of men and 89% of women aged 15
to 49 years have some secondary education (NDoH et al., 2018).
Additionally, nearly all men and women aged 15 to 49 year s (95
percent and 96 percent respectively) are literate and only 2
percent of men and women have not attended school at all
(NDoH et al., 2018).
Political Environment
The political transition of South Africa is acknowledged as
among the most remarkable political feats of the previous
century (World Bank, 2019). The country has a bicameral
parliament (the National Assembly that is made up of 400
members and the National Council of Provinces that is made up
of 90 members). The South African government is formed in the
National Assembly. The country’s president is the majority
party leader in the National Assembly and acts as both the head
of government and head of state. The African National Congress
(ANC) has continued to dominate South African politics and has
since 1994 been driving the nation’s policy agenda. The other
main political parties include the South African Communist
Party (SACP), Inkatha Freedom Party (IFP), Democratic
Alliance (DA), Economic Freedom Fighters (EFF), and
Congress of South African Trade Unions (COSATU).
25. South Africa has a favorable investment climate. The South
African government encourages foreign investment in every
sector of the economy. It is vital to highlight that the country’s
independent judiciary, free press, mature services and financial
sector, robust legal sector dedicated to maintaining the rule of
law, good infrastructure, and stable institutions have continued
to fortify its investment climate. In South Africa, there are no
restrictions or sanctions on doing business with any jurisdiction
or nation. Consequently, the favorable investment environment
in this nation will contribute to the success of Costco there.
Nevertheless, Costco should be concerned about political
instability in South Africa. As noted by Essel & Mostert (2013),
less developed and emerging market economies are more likely
to experience political instability than developed market
economies. South Africa is one of the emerging market
economies that are still grappling with political instability from
time to time. In particular, this country’s political environment
is at times clouded by political intolerance, violence,
corruption, popular protests, and mismanagement.
Consequently, the company should be worried about these
political risks.Legal Environment
South Africa has a well-developed legal sector. The nation’s
legal system is based on statute, common law (that is Roman-
Dutch in its origin), customary law, and case law (in which the
courts apply the country’s common and statutory law but
similarly frequently refer to foreign jurisdictions, for example,
Australia, Canada, the United Kingdom, and the United States
for guidance) (Kleitman, 2021).
South Africa has a robust intellectual property protection
regime. The Constitution of South Africa protects intellectual
property rights from arbitrary deprivation and the country has,
in recent years, made substantial steps in the deployment,
management, administration, and protection of IP (The
Department of Trade and Industry, 2018). The country is a party
to several international conventions and agreements relating to
IP protections (including copyright, trademarks, patents, and
26. designs) (Kleitman, 2021). Consequently, the value of Costco’s
innovation and ideas will be safeguarded in this nation.
Several series of statutes (robustly influenced by the
international employment standards and the Bill of Rights
contained in the nation’s Constitution) have been promulgated
in South Africa to implement employment legislation reform
since the nation became a democracy in 1994 (Kleitman, 2021).
Costco will be required to comply with several employment
laws. Among these laws are the Labour Relations Act 1995
(LRA), Employment Equity Act 1998 (EEA), Skills
Development Act, and the Basic Conditions of Employment Act
(BCEA).
The company should be concerned about the implementation of
the Broad-Based Black Economic Empowerment Act (BBBEE).
Specifically, the South African government enacted this Act in
2003 to address the apartheid inequalities and reconcile South
Africans. The Act supports black businesses and calls upon
companies that operate in the country to integrate black South
Africans into the workplace. Costco should be ready to
implement this Act for it to succeed in South Africa.Economic
Environment
South Africa is one of the largest economies in the continent of
Africa. It is a middle-income emerging market. Notably, this
nation has a highly developed economy as well as advanced
economic infrastructure that apart from making it one of the
leading African economies, also make it home to 75 percent of
the biggest African companies (Export Entreprises SA, 2021).
The country boasts of its well-developed transport, energy,
communications, financial, and legal sectors and a plentiful
supply of natural resources. The South African government
under the current President, Cyril Ramaphosa, has been doing
its best to restore macroeconomic stability within the nation by
investing in substantial policy improvements (Export
Entreprises SA, 2021). However, despite these efforts, the
country’s global competitiveness has decreased due to spending
pressures, increasing public debt, and inefficient state-owned
27. enterprises.
Additionally, just like the economies of other nations across the
world, the economy of South Africa has also been hit by the
ongoing COVID-19 recession. In 2020, this economy collapsed
as a result of the coronavirus pandemic, reporting a growth
balance of -8.0 percent (Export Entreprises SA, 2021). The
restrictions on business activity and human movement in South
Africa in 2020 led to a substantial decline in workplace activity
and an increase in unemployment. Prior to the coronavirus
pandemic, South Africa was already facing serious economic
challenges with not just unemployment but also with inequali ty
and poverty (PwC, 2021).
South Africa’s unemployment rate has continued to be the
highest in the world. The COVID-19 pandemic has led to a
significant increase in the rate of unemployment in this nation.
For instance, in 2020, the country’s rate of unemployment
increased exponentially to 37 percent up from 28.7 percent in
2019 (Export Entreprises SA, 2021). The unemployment rate in
South Africa is expected to continue being high in the years to
come. In particular, the International Monetary Fund estimates
that this rate will continue being stable in both 2021 and 2022
at 36.5 percent and 37 percent respectively (Export Entreprises
SA, 2021). The rates of unemployment have remained much
higher among the black majority and young population in South
Africa, further exacerbating poverty and inequality. The
coronavirus pandemic has worsened several of the fundamental
issues surrounding poverty, such as food insecurity and hunger,
in South Africa and forecasts are at the moment estimating that
this ongoing pandemic might push up to a million South
Africans into poverty (Export Entreprises SA, 2021).
South Africa’s economic growth is anticipated to pick up in
2021. Specifically, the economy of South Africa is expected to
experience positive growth in 2021 following the 2020 COVID-
19 pandemic. As per the October 2020 forecast of the
International Monetary Fund, this economy is expected to grow
at 3 percent of the Gross Domestic Product and to stabilize at
28. 1.5 percent in 2022 (Export Entreprises SA, 2021). According to
PwC (2021), South Africa will experience a GDP growth of 3.4
percent in 2021. Financial Environment
South Africa boasts of a well-developed financial sector. In
essence, the economy of South Africa includes a modern
industrial and financial sector, which is supported by a
continuously upgraded infrastructure. Notably, this nation
prides itself on its sophisticated financial structure. Its active
stock exchange ranks among the top 20 in the world in terms of
market capitalization (Export Entreprises SA, 2021). The
nation’s securities exchange, Johannesburg Stock Exchange
(JSE), is among the world’s top 30 largest stock exchanges and
the largest in the continent of Africa. The country also has
robust banking systems. In particular, its banking sector
consists of several small banks, the South African Reserve Bank
(central bank), and some large financially strong investment
institutions and banks. The South African currency (Rand) is
among the strongest African currencies.
In South Africa, the accounting year is the same as the tax year
for companies. The country’s accounting regulation bodies
include ASB (Accounting Standards Board) and SAICA (South
African Institute of Chartered Accountants). The professional
accountancy bodies are the South African Institute of
Professional Accountants (SAIPA) and SAICA. The companies
operating in South Africa are required to prepare financial
statements yearly as per the IFRS. Notably, IFRS apply to all
foreign and South African companies. Some businesses are
required to have their financial statements independently
reviewed while others are required to have theirs audited. Every
company is required to keep its accounts in English. As per the
international accounting rules, in South Africa, yearly accounts
must offer information about the notes on the accounts, the
profit and loss account, and the balance sheet.
South Africa’s trade policies have been moving towards a
globally competitive economy away from an extremely
protected, inward-looking economy. During the apartheid, the
29. ability of this nation to trade with other nations was seriously
restricted by the sanctions that developed nations placed on it.
The trade between South Africa and other countries has
increased significantly in post-apartheid. The nation maintains
formal trade relations with several nations through membership
in intercontinental trade institutions, trade agreements, and
treaties. The SADC (Southern African Development
Community) is the centerpiece of this nation’s foreign economic
policy.
Cultural Issues (Geert Hofstede's Cultural Dimensions)
Power Distance
The score of 49 on this dimension suggests that South Africans
accept a hierarchical order to a large extent where everyone has
a place and that needs no further justification (Hofstede
Insights, 2017). Notably, the United States (the home country of
Costco) scores slightly lower on this dimension (40) than South
Africa. In South Africa, centralization is popular, hierarchy in
organizations is viewed as reflecting intrinsic inequalities and
employees expect to be informed what to do (Hofstede Insights,
2017).
Individualism
South Africa scores lower (65) on this dimension than the
United States (91) (Hofstede Insights, 2017). Just like the
United States, South Africa is also an individualistic society,
but the U.S. is more individualistic. Thus, in this nation, the
decisions about promotion and hiring are based on merit only.
Besides, the relationship between the employee and employer in
South Africa is a contract that is based on mutual advantage and
management is the management of individuals.
Masculinity
South Africa scores 63 on the masculinity dimension while the
United States scores 62 (Hofstede Insights, 2017).
Consequently, both societies are driven by achieveme nt,
competition, and success. Just like in the United States, in
South Africa, the stress is on equity and managers are expected
to be both assertive and decisive (Hofstede Insights, 2017).
30. Uncertainty Avoidance
South Africa scores 49 on the uncertainty avoidance dimension
while the United States scores 46, which shows that both
societies have a low preference for avoiding uncertainty
(Hofstede Insights, 2017). The people of both nations are
characterized by a readiness to try something different or new
and a reasonable degree of acceptance for innovative products
and new ideas.
Long-term Orientation
South Africa scores 34 on the long-term orientation dimension
while the United States scores 26, which is slightly lower
(Hofstede Insights, 2017). Consequently, just like Americans,
South Africans also are normative in their thinking, prone to
examine new information to find out if it is true, show great
respect for traditions, and concentrate on attaining quick
results.
Indulgence
South Africa scores 63 on the indulgence dimension while the
United States scores 68, which is a bit higher (Hofstede
Insights, 2017). Therefore, South Africa just like the United
States has an indulgence culture. Just like the Americans, South
Africans also show a willingness to realize their desires as well
as impulses regarding having fun and enjoying life. Both South
Africans and Americans tend to be optimistic and have a
positive attitude.
From the above analysis, it is apparent that South African
culture does not differ from American culture. Consequently,
Costco will not face stumbling cultural blocks in its expansion
into South Africa.
How should Costco adapt?
By comparing US and South Africa’s Hofstede score, we
understand that the culture in South Africa is not much different
then here in the US. The main difference is the individualism
score. People in South Africa are not that individualistic
compared to people in the US. But this should be a good thing
for Costco since they are in the wholesale business. From what
31. we see in the comparison, we don’t think the expansion to South
Africa needs to change the management and the business model
much to meet any more cultural differences. That is besides the
localization parts, of course.
References
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