The document discusses various considerations for international market entry strategies, including which markets to enter, timing of entry, scale of entry, and choice of entry mode. It provides details on the advantages and disadvantages of different entry modes such as exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries. While there is no single right approach, the optimal entry strategy depends on factors like costs, risks, control needs, and ability to realize experience curve effects in each foreign market.
Culture, Management Style, and Business SystemsSavaş Şakar
The document discusses how culture profoundly impacts management styles and business systems. It contrasts relationship-oriented cultures like Japan that are consensus-based versus information-oriented cultures like the US that are more individualistic. Successful international business requires understanding different management styles and adapting to cultural differences.
The document discusses key aspects of culture that are important for international marketers to understand, including the origins and elements of culture, the impact of cultural values on areas like consumption, and Hofstede's cultural dimensions that help assess differences between cultures like individualism vs collectivism, power distance, and uncertainty avoidance. It provides examples of how these cultural factors influence marketing implications and must be considered when taking products and services into international markets.
This document discusses multinational enterprises (MNEs). It defines an MNE as a company headquartered in one country but operating in other countries. MNE affiliates must respond to various environmental forces and draw from common resources. The document then outlines the internationalization process that companies typically go through, beginning with exporting and licensing before establishing wholly owned subsidiaries. Finally, it discusses strategic management of MNEs, including analyzing internal/external environments and formulating objectives and plans to implement across affiliates.
Chapter 02 lecture on ethics and social responsibilityNur Khalida
This chapter discusses business ethics and social responsibility. It defines business ethics and identifies common ethical issues that arise. It also examines factors that influence ethical behavior in organizations and ways to encourage ethical decision making. The chapter outlines the evolution of views on social responsibility and discusses arguments for and against increased social responsibility. It also addresses issues related to consumers, the environment, and implementing social responsibility programs.
The document discusses various entry strategies and strategic alliances for firms expanding into foreign markets, including exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries. It provides advantages and disadvantages of each entry mode and notes that firms must consider factors like their core competencies, level of control desired, and willingness to assume costs and risks when selecting an entry strategy.
IAF605 week 10 chapter 13 export and import strategiesIAF605
This document provides an overview of export and import strategies discussed in Chapter 13. It defines exporting and importing, outlines the strategic advantages of both, and identifies elements to consider when designing an export or import strategy. It also discusses direct and indirect selling approaches, key documentation requirements, and the use of countertrade arrangements. The document concludes with a reminder of homework assignments.
The document discusses the changing global business environment and increasing internationalization of American companies. It covers key topics in international marketing including adapting to different cultural and environmental contexts, avoiding ethnocentrism, and developing global awareness. Companies progress through different stages of involvement in international markets from no direct foreign marketing to global marketing orientation.
Culture, Management Style, and Business SystemsSavaş Şakar
The document discusses how culture profoundly impacts management styles and business systems. It contrasts relationship-oriented cultures like Japan that are consensus-based versus information-oriented cultures like the US that are more individualistic. Successful international business requires understanding different management styles and adapting to cultural differences.
The document discusses key aspects of culture that are important for international marketers to understand, including the origins and elements of culture, the impact of cultural values on areas like consumption, and Hofstede's cultural dimensions that help assess differences between cultures like individualism vs collectivism, power distance, and uncertainty avoidance. It provides examples of how these cultural factors influence marketing implications and must be considered when taking products and services into international markets.
This document discusses multinational enterprises (MNEs). It defines an MNE as a company headquartered in one country but operating in other countries. MNE affiliates must respond to various environmental forces and draw from common resources. The document then outlines the internationalization process that companies typically go through, beginning with exporting and licensing before establishing wholly owned subsidiaries. Finally, it discusses strategic management of MNEs, including analyzing internal/external environments and formulating objectives and plans to implement across affiliates.
Chapter 02 lecture on ethics and social responsibilityNur Khalida
This chapter discusses business ethics and social responsibility. It defines business ethics and identifies common ethical issues that arise. It also examines factors that influence ethical behavior in organizations and ways to encourage ethical decision making. The chapter outlines the evolution of views on social responsibility and discusses arguments for and against increased social responsibility. It also addresses issues related to consumers, the environment, and implementing social responsibility programs.
The document discusses various entry strategies and strategic alliances for firms expanding into foreign markets, including exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries. It provides advantages and disadvantages of each entry mode and notes that firms must consider factors like their core competencies, level of control desired, and willingness to assume costs and risks when selecting an entry strategy.
IAF605 week 10 chapter 13 export and import strategiesIAF605
This document provides an overview of export and import strategies discussed in Chapter 13. It defines exporting and importing, outlines the strategic advantages of both, and identifies elements to consider when designing an export or import strategy. It also discusses direct and indirect selling approaches, key documentation requirements, and the use of countertrade arrangements. The document concludes with a reminder of homework assignments.
The document discusses the changing global business environment and increasing internationalization of American companies. It covers key topics in international marketing including adapting to different cultural and environmental contexts, avoiding ethnocentrism, and developing global awareness. Companies progress through different stages of involvement in international markets from no direct foreign marketing to global marketing orientation.
This document discusses factors that firms consider when expanding globally, including which markets to enter, when to enter, and which entry mode to use. It describes the main entry modes as exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries. For each entry mode, it outlines advantages and disadvantages in terms of costs, control, and ability to realize economies of scale and experience curves. Core competencies, cost pressures, and whether to pursue greenfield or acquisition strategies also influence the optimal entry mode choice. There is no single right approach, as decisions involve different risk-reward tradeoffs depending on the situation.
This document discusses entry strategies and strategic alliances for international business. It covers the basic entry decisions of which markets to enter, when to enter, and the scale of entry. Common entry modes discussed include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries. Factors that influence the optimal entry mode choice include a firm's core competencies, pressures for cost reductions, and whether to use a greenfield venture or acquisition to establish a new subsidiary. Strategic alliances are also examined, including their advantages and disadvantages as well as keys to making alliances successful such as partner selection, alliance structure, and management.
The document discusses various modes of entry for international firms looking to enter foreign markets, including the pros and cons of early vs late entry. It then outlines several specific modes of entry: exporting, licensing, franchising, turnkey projects, joint ventures, wholly owned subsidiaries, and strategic alliances. For each mode, it provides details on when a firm may choose to use that option versus not, and diagrams depicting the relationships between the home country firm and local partner or subsidiary.
Factors associated with Entry Mode
Timing of an Entry
FIRST MOVER ADVANTAGE
Scale of Entry & Strategic Commitments
ENTRY MODES
Explain exporting, turnkey projects and licensing entry modes with their advantages and disadvantages.
Explain franchising, joint venture and wholly owned subsidiaries with its advantages and disadvantages.
SELECTING ENTRY MODE
PROS & CONS OF ACQUISITION
PROS &CONS OF GREENFIELD VENTURES
What is strategic alliance?
What are the advantage and disadvantages of strategic alliance?
What are the factors contributing to the success of an alliance?
This document discusses various strategies for international market entry. It covers the basic decisions of which markets to enter, when to enter, and the scale of entry. It then discusses the main modes of entry including exporting, contractual agreements like licensing and franchising, turnkey projects, contract manufacturing, and management contracting. For each mode it provides the advantages and disadvantages in terms of control, investment required, and risks. Strategic alliances are also briefly mentioned as a cooperative agreement between firms.
This presentation describes modes of entry in International Market for businesses. Various types of modes has been explained from International business expansion point of view.
The document discusses various non-equity and equity-based modes for foreign manufacturing strategies without direct investment. Non-equity options include indirect exporting, direct exporting, turnkey projects, licensing, franchising, management contracts, and contract manufacturing. Equity-based options are wholly owned subsidiaries, joint ventures, and strategic alliances. Each option is described along with associated costs, control levels, and other considerations for using the different entry strategies without full foreign direct investment.
This document discusses international market selection and entry strategies for companies. It outlines four main strategies for competing globally: international, multinational, global, and transnational. It also discusses factors that influence market selection like pressures for cost reduction and local responsiveness. The key entry decisions are which foreign markets to enter, timing of entry, and scale of entry. Common entry modes include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with advantages and disadvantages. Strategic competitiveness outcomes depend on effective implementation and management of international operations.
This document outlines the learning objectives and content of a lesson on international business, exportation, and importation. The objectives are to understand why companies may need different export modes to operate effectively internationally, comprehend why companies make foreign direct investments, understand motives for international collaboration, define types of collaborative arrangements, describe considerations for international agreements, understand why collaborations succeed or fail, and see how companies can manage diverse collaborations. The content then covers these topics, explaining different operating modes, investment strategies, collaborative arrangement types, management challenges, and success factors.
modes of foreign enrty international businesssachita25
1. The document discusses various modes of entering foreign markets including direct exporting, indirect exporting, cooperative exporting, turnkey projects, franchising, licensing, wholly owned subsidiaries, joint ventures, contract manufacturing, foreign direct investment, and foreign portfolio investment.
2. It provides details on the advantages and disadvantages of each mode. For example, direct exporting allows companies to control distribution but requires significant resources, while indirect exporting is cheaper but reduces control.
3. The timing of market entry is also discussed, noting that early entry provides first mover advantages but also pioneering costs, while late entry has lower risk but reduced opportunities for growth.
A firm expanding internationally must decide which markets to enter, when to enter them, and how to enter them. There are several options for entering foreign markets, including exporting, licensing, franchising, joint ventures, and setting up a wholly owned subsidiary. The advantages and disadvantages of each entry mode depend on factors like transportation costs, trade barriers, political risks, and the firm's strategy.
International firms must decide which foreign markets to enter, when to enter them, the scale of entry, and the entry mode. Key considerations for market selection include political/economic factors, market size/wealth, and value created. Early entry provides first-mover advantages like demand capture but pioneering costs. Small entry allows information gathering but limits market share. Entry modes include exporting, licensing, joint ventures, and new subsidiaries through acquisitions or new construction ("greenfield" projects), with different risk/control profiles.
This chapter discusses various modes of entry for international markets. It begins by comparing pioneers and fast followers, noting the advantages and disadvantages of each approach. It then outlines several nonequity entry methods like exporting, indirect exporting, direct exporting, turnkey projects, licensing, franchising, management contracts and contract manufacturing. Key equity-based entry methods are also summarized, including wholly owned subsidiaries, joint ventures and strategic alliances. The chapter concludes by discussing reasons why firms export and some of the challenges of exporting.
International companies have several options for entering foreign markets, including exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, and strategic alliances. Key decisions include selecting target markets based on indicators, choosing an entry mode based on factors like risk and regulations, and determining appropriate timing and potential exit strategies.
This chapter discusses international market entry methods including exporting, alliances, licensing, joint ventures, franchising, mergers and acquisitions, and greenfield ventures. It also covers the typical internationalization cycle of a firm starting domestically and gradually expanding operations overseas through smaller commitments before establishing foreign subsidiaries. Finally, it outlines key considerations for planning and implementing different forms of international market entry.
This document discusses different modes that companies can use to enter international business, including exporting, licensing, franchising, foreign direct investment, and strategic alliances. It describes the key features and differences between indirect exporting, direct exporting, intra-corporate transfers, licensing, franchising, contract manufacturing, management contracts, turnkey projects, greenfield investment, mergers and acquisitions, and joint ventures. It also provides the advantages and disadvantages of each entry mode.
The document discusses several modes of entry for businesses looking to enter international markets, including exporting, licensing, franchising, mergers and acquisitions, joint ventures, turnkey projects, and establishing a wholly owned subsidiary. Exporting involves selling goods and services produced domestically in foreign countries, while licensing involves leasing intellectual property rights to foreign manufacturers for a fee. Franchising allows an independent firm to do business using another company's name by paying fees or a percentage of profits. Mergers and acquisitions refer to merging with or acquiring foreign companies. Joint ventures create new business entities with shared ownership between two or more firms.
The document discusses entry strategies for international business, including which foreign markets to enter, when to enter them, and the scale of entry. It outlines several factors to consider for basic entry decisions, such as a country's political, economic, and technological environment, as well as the suitability of products and nature of competition. The timing of entry can provide first mover advantages like brand recognition or disadvantages like pioneering costs. Scale of entry involves resource commitment and flexibility. Common entry modes discussed are exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with their own advantages and disadvantages.
How to Get from "Here" to "There": Strategies for Entering Foreign MarketsLumen Learning
This document provides strategies for companies to enter foreign markets, including exporting, licensing, franchising, joint ventures, and wholly-owned subsidiaries. It discusses the benefits and risks of each strategy, as well as important considerations for choosing and implementing an entry strategy, such as cultural and linguistic differences, local business relationships, and production and supply chain logistics.
The document discusses various strategies that companies can use to enter and compete in foreign markets, including exporting, importing, licensing, franchising, foreign direct investment, strategic alliances, joint ventures, and consortia. It describes the reasons why companies expand internationally, factors that shape foreign market strategy choices, and how government policies and market conditions vary between countries.
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
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This document discusses factors that firms consider when expanding globally, including which markets to enter, when to enter, and which entry mode to use. It describes the main entry modes as exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries. For each entry mode, it outlines advantages and disadvantages in terms of costs, control, and ability to realize economies of scale and experience curves. Core competencies, cost pressures, and whether to pursue greenfield or acquisition strategies also influence the optimal entry mode choice. There is no single right approach, as decisions involve different risk-reward tradeoffs depending on the situation.
This document discusses entry strategies and strategic alliances for international business. It covers the basic entry decisions of which markets to enter, when to enter, and the scale of entry. Common entry modes discussed include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries. Factors that influence the optimal entry mode choice include a firm's core competencies, pressures for cost reductions, and whether to use a greenfield venture or acquisition to establish a new subsidiary. Strategic alliances are also examined, including their advantages and disadvantages as well as keys to making alliances successful such as partner selection, alliance structure, and management.
The document discusses various modes of entry for international firms looking to enter foreign markets, including the pros and cons of early vs late entry. It then outlines several specific modes of entry: exporting, licensing, franchising, turnkey projects, joint ventures, wholly owned subsidiaries, and strategic alliances. For each mode, it provides details on when a firm may choose to use that option versus not, and diagrams depicting the relationships between the home country firm and local partner or subsidiary.
Factors associated with Entry Mode
Timing of an Entry
FIRST MOVER ADVANTAGE
Scale of Entry & Strategic Commitments
ENTRY MODES
Explain exporting, turnkey projects and licensing entry modes with their advantages and disadvantages.
Explain franchising, joint venture and wholly owned subsidiaries with its advantages and disadvantages.
SELECTING ENTRY MODE
PROS & CONS OF ACQUISITION
PROS &CONS OF GREENFIELD VENTURES
What is strategic alliance?
What are the advantage and disadvantages of strategic alliance?
What are the factors contributing to the success of an alliance?
This document discusses various strategies for international market entry. It covers the basic decisions of which markets to enter, when to enter, and the scale of entry. It then discusses the main modes of entry including exporting, contractual agreements like licensing and franchising, turnkey projects, contract manufacturing, and management contracting. For each mode it provides the advantages and disadvantages in terms of control, investment required, and risks. Strategic alliances are also briefly mentioned as a cooperative agreement between firms.
This presentation describes modes of entry in International Market for businesses. Various types of modes has been explained from International business expansion point of view.
The document discusses various non-equity and equity-based modes for foreign manufacturing strategies without direct investment. Non-equity options include indirect exporting, direct exporting, turnkey projects, licensing, franchising, management contracts, and contract manufacturing. Equity-based options are wholly owned subsidiaries, joint ventures, and strategic alliances. Each option is described along with associated costs, control levels, and other considerations for using the different entry strategies without full foreign direct investment.
This document discusses international market selection and entry strategies for companies. It outlines four main strategies for competing globally: international, multinational, global, and transnational. It also discusses factors that influence market selection like pressures for cost reduction and local responsiveness. The key entry decisions are which foreign markets to enter, timing of entry, and scale of entry. Common entry modes include exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with advantages and disadvantages. Strategic competitiveness outcomes depend on effective implementation and management of international operations.
This document outlines the learning objectives and content of a lesson on international business, exportation, and importation. The objectives are to understand why companies may need different export modes to operate effectively internationally, comprehend why companies make foreign direct investments, understand motives for international collaboration, define types of collaborative arrangements, describe considerations for international agreements, understand why collaborations succeed or fail, and see how companies can manage diverse collaborations. The content then covers these topics, explaining different operating modes, investment strategies, collaborative arrangement types, management challenges, and success factors.
modes of foreign enrty international businesssachita25
1. The document discusses various modes of entering foreign markets including direct exporting, indirect exporting, cooperative exporting, turnkey projects, franchising, licensing, wholly owned subsidiaries, joint ventures, contract manufacturing, foreign direct investment, and foreign portfolio investment.
2. It provides details on the advantages and disadvantages of each mode. For example, direct exporting allows companies to control distribution but requires significant resources, while indirect exporting is cheaper but reduces control.
3. The timing of market entry is also discussed, noting that early entry provides first mover advantages but also pioneering costs, while late entry has lower risk but reduced opportunities for growth.
A firm expanding internationally must decide which markets to enter, when to enter them, and how to enter them. There are several options for entering foreign markets, including exporting, licensing, franchising, joint ventures, and setting up a wholly owned subsidiary. The advantages and disadvantages of each entry mode depend on factors like transportation costs, trade barriers, political risks, and the firm's strategy.
International firms must decide which foreign markets to enter, when to enter them, the scale of entry, and the entry mode. Key considerations for market selection include political/economic factors, market size/wealth, and value created. Early entry provides first-mover advantages like demand capture but pioneering costs. Small entry allows information gathering but limits market share. Entry modes include exporting, licensing, joint ventures, and new subsidiaries through acquisitions or new construction ("greenfield" projects), with different risk/control profiles.
This chapter discusses various modes of entry for international markets. It begins by comparing pioneers and fast followers, noting the advantages and disadvantages of each approach. It then outlines several nonequity entry methods like exporting, indirect exporting, direct exporting, turnkey projects, licensing, franchising, management contracts and contract manufacturing. Key equity-based entry methods are also summarized, including wholly owned subsidiaries, joint ventures and strategic alliances. The chapter concludes by discussing reasons why firms export and some of the challenges of exporting.
International companies have several options for entering foreign markets, including exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, and strategic alliances. Key decisions include selecting target markets based on indicators, choosing an entry mode based on factors like risk and regulations, and determining appropriate timing and potential exit strategies.
This chapter discusses international market entry methods including exporting, alliances, licensing, joint ventures, franchising, mergers and acquisitions, and greenfield ventures. It also covers the typical internationalization cycle of a firm starting domestically and gradually expanding operations overseas through smaller commitments before establishing foreign subsidiaries. Finally, it outlines key considerations for planning and implementing different forms of international market entry.
This document discusses different modes that companies can use to enter international business, including exporting, licensing, franchising, foreign direct investment, and strategic alliances. It describes the key features and differences between indirect exporting, direct exporting, intra-corporate transfers, licensing, franchising, contract manufacturing, management contracts, turnkey projects, greenfield investment, mergers and acquisitions, and joint ventures. It also provides the advantages and disadvantages of each entry mode.
The document discusses several modes of entry for businesses looking to enter international markets, including exporting, licensing, franchising, mergers and acquisitions, joint ventures, turnkey projects, and establishing a wholly owned subsidiary. Exporting involves selling goods and services produced domestically in foreign countries, while licensing involves leasing intellectual property rights to foreign manufacturers for a fee. Franchising allows an independent firm to do business using another company's name by paying fees or a percentage of profits. Mergers and acquisitions refer to merging with or acquiring foreign companies. Joint ventures create new business entities with shared ownership between two or more firms.
The document discusses entry strategies for international business, including which foreign markets to enter, when to enter them, and the scale of entry. It outlines several factors to consider for basic entry decisions, such as a country's political, economic, and technological environment, as well as the suitability of products and nature of competition. The timing of entry can provide first mover advantages like brand recognition or disadvantages like pioneering costs. Scale of entry involves resource commitment and flexibility. Common entry modes discussed are exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries, each with their own advantages and disadvantages.
How to Get from "Here" to "There": Strategies for Entering Foreign MarketsLumen Learning
This document provides strategies for companies to enter foreign markets, including exporting, licensing, franchising, joint ventures, and wholly-owned subsidiaries. It discusses the benefits and risks of each strategy, as well as important considerations for choosing and implementing an entry strategy, such as cultural and linguistic differences, local business relationships, and production and supply chain logistics.
The document discusses various strategies that companies can use to enter and compete in foreign markets, including exporting, importing, licensing, franchising, foreign direct investment, strategic alliances, joint ventures, and consortia. It describes the reasons why companies expand internationally, factors that shape foreign market strategy choices, and how government policies and market conditions vary between countries.
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
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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.
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
2. BASIC ENTRY DECISIONS
Firms expanding internationally must decide
1.Which markets to enter
2.When to enter them and on what scale
3.Which entry mode to use
– exporting
– licensing or franchising to a company in the host nation
– establishing a joint venture with a local company
– establishing a new wholly owned subsidiary
– acquiring an established enterprise
14-2
3. Which Foreign Markets ?
• The choice of foreign markets will depend on their long run
profit potential
• Favorable markets
– are politically stable
– have free market systems
– have relatively low inflation rates
– have low private sector debt
• Less desirable markets
– are politically unstable
– have mixed or command economies
– have excessive levels of borrowing
• Markets are also more attractive when the product in
question is not widely available and satisfies an unmet need
14-3
4. When Should A Firm Enter?
• Once attractive markets are identified, the
firm must consider the timing of entry
1. Entry is early when the firm enters a foreign
market before other foreign firms
2. Entry is late when the firm enters the market
after firms have already established
themselves in the market
14-4
5. Why Enter A Foreign Market Early?
• First mover advantages include
– the ability to pre-empt rivals by establishing a
strong brand name
– the ability to build up sales volume and ride
down the experience curve ahead of rivals and
gain a cost advantage over later entrants
– the ability to create switching costs that tie
customers into products or services making it
difficult for later entrants to win business
14-5
6. Why Enter A Foreign Market Late?
• First mover disadvantages include
– pioneering costs - arise when the foreign
business system is so different from that in a
firm’s home market that the firm must devote
considerable time, effort and expense to
learning the rules of the game
• the costs of business failure if the firm, due to
its ignorance of the foreign environment,
makes some major mistakes
• the costs of promoting and establishing a
product offering, including the cost of
educating customers
14-6
7. Scale of entry and strategic
commitment
• After choosing which market to enter and the timing
of entry, firms need to decide on the scale of market
entry
– entering a foreign market on a significant scale is a major
strategic commitment that changes the competitive
playing field
• Firms that enter a market on a significant scale make
a strategic commitment to the market - the decision
has a long term impact and is difficult to reverse
– small-scale entry has the advantage of allowing a firm to
learn about a foreign market while simultaneously limiting
the firm’s exposure to that market
14-7
8. Is There A “Right” Way To Enter Foreign Markets?
• No, there are no “right” decisions when
deciding which markets to enter, and the
timing and scale of entry - just decisions that
are associated with different levels of risk and
reward
14-8
9. ENTRY MODES
• These are six different ways to enter a foreign market
1. Exporting - common first step for many manufacturing firms
– later, firms may switch to another mode
1. Turnkey projects - the contractor handles every detail of the
project for a foreign client, including the training of
operating personnel
– at completion of the contract, the foreign client is handed the "key" to a
plant that is ready for full operation
1. Licensing - a licensor grants the rights to intangible property
to the licensee for a specified time period, and in return,
receives a royalty fee from the licensee
– patents, inventions, formulas, processes, designs, copyrights, trademarks
14-9
10. 4. Franchising - a specialized form of licensing in which the
franchisor not only sells intangible property to the
franchisee, but also insists that the franchisee agree to
abide by strict rules as to how it does business
– used primarily by service firms
4. Joint ventures with a host country firm - a firm that is
jointly owned by two or more otherwise independent firms
– most joint ventures are 50:50 partnerships
4. Wholly owned subsidiary - the firm owns 100 percent of
the stock
– set up a new operation
– acquire an established firm
14-10
11. What Influences
The Choice Of Entry Mode?
• Several factors affect the choice of entry mode
including
– transport costs
– trade barriers
– political risks
– economic risks
– costs
– firm strategy
• The optimal mode varies by situation – what makes
sense for one company might not make sense for
another
14-11
12. Why Choose Exporting?
• Exporting is attractive because
– it avoids the costs of establishing local manufacturing
operations
– it helps the firm achieve experience curve and location
economies
• Exporting is unattractive because
– there may be lower-cost manufacturing locations
– high transport costs and tariffs can make it uneconomical
– agents in a foreign country may not act in exporter’s best
interest
14-12
13. Why Choose A
Turnkey Arrangement?
• Turnkey projects are attractive because
– they are a way of earning economic returns from the
know-how required to assemble and run a technologically
complex process
– they can be less risky than conventional FDI
• Turnkey projects are unattractive because
– the firm has no long-term interest in the foreign country
– the firm may create a competitor
– if the firm's process technology is a source of competitive
advantage, then selling this technology through a turnkey
project is also selling competitive advantage to potential
and/or actual competitors
14-13
14. Why Choose Licensing?
• Licensing is attractive because
– the firm avoids development costs and risks associated
with opening a foreign market
– the firm avoids barriers to investment
– the firm can capitalize on market opportunities without
developing those applications itself
• Licensing is unattractive because
– the firm doesn’t have the tight control required for
realizing experience curve and location economies
– the firm’s ability to coordinate strategic moves across
countries is limited
– proprietary (or intangible) assets could be lost
• to reduce this risk, firms can use cross-licensing agreements
14-14
15. Why Choose Franchising?
• Franchising is attractive because
– it avoids the costs and risks of opening up a foreign market
– firms can quickly build a global presence
• Franchising is unattractive because
– it inhibits the firm's ability to take profits out of one
country to support competitive attacks in another
– the geographic distance of the firm from franchisees can
make it difficult to detect poor quality
14-15
16. Why Choose Joint Ventures?
• Joint ventures are attractive because
– firms benefit from a local partner's knowledge of local conditions,
culture, language, political systems, and business systems
– the costs and risks of opening a foreign market are shared
– they satisfy political considerations for market entry
• Joint ventures are unattractive because
– the firm risks giving control of its technology to its partner
– the firm may not have the tight control to realize experience curve or
location economies
– shared ownership can lead to conflicts and battles for control if goals
and objectives differ or change over time
14-16
17. Why Choose A
Wholly Owned Subsidiary?
• Wholly owned subsidiaries are attractive because
– they reduce the risk of losing control over core
competencies
– they give a firm the tight control over operations in
different countries that is necessary for engaging in global
strategic coordination
– they may be required in order to realize location and
experience curve economies
• Wholly owned subsidiaries are unattractive because
– the firm bears the full cost and risk of setting up overseas
operations
14-17
18. Which Entry Mode Is Best?
Advantages and Disadvantages of Entry Modes
14-18
Editor's Notes
Chapter 14: Entry Strategy and Strategic Alliances
You’ve been asked to explore the potential for your company’s product in foreign markets.
Which markets should you consider?
How should your company enter the markets?
How much commitment should your company make?
These are all questions that most companies have when they consider global expansion. When Tesco, the British grocer, initially entered the U.S. market for example, it decided to commit only to a smaller level operation. You can learn more about Tesco in the Management Focus in your text.
Recall from previous chapters that there are several methods of expanding into foreign markets including exporting, licensing or franchising to host country firms, establishing a joint venture with a local firm, and setting up a wholly owned subsidiary in the host market.
But which method is better?
Which market should we enter?
Given that there are more than 200 countries in the world, firms need some guidelines when they’re deciding which markets to enter, and a system to narrow down the choices.
Ultimately, the firm wants to enter the markets with the greatest long term potential.
The more favorable markets are usually those that are politically stable with free market systems, and where there is a stable rate of inflation and private sector debt.
Politically unstable countries with mixed or command economies, or countries where speculative financial bubbles have led to excessive borrowing are usually less desirable.
Companies should also consider the competition.
They’re more likely to be successful in markets where the product is not widely available and where it satisfies an unmet need.
So, countries like China or India would be considered attractive because of their size, but less attractive because of their level of economic development.
Another decision a firm needs to make involves the timing of entry.
We say a firm is early if it enters a market before other foreign firms, and late if it enters the market after foreign firms are already established.
A firm that gets to market early can capitalize on first mover advantages like establishing a strong brand name before other firms get there, but also incurs first mover disadvantages like the costs and risks involved in learning the rules of the game that other firms can avoid.
Let’s look at this more closely.
The advantages associated with entering a market early are called first mover advantages and include the ability to pre-empt rivals and capture market share by establishing a strong brand, the ability to build up sales volume in the foreign market and ride down the experience curve ahead of rivals and by doing so, gain cost advantages over later entrants, and the ability to create switching costs that tie customers to their products or services making it difficult for later entrants to break into the market.
But keep in mind that being first to market is always a good thing!
The disadvantages associated with entering a foreign market before other companies are called first mover disadvantages and include pioneering costs or the costs that an early entrant has to bear that a later entrant can avoid.
Studies have shown that the probability of failure is lower if a company enters a market after several other firms have already successfully entered the market.
What makes these pioneering costs so critical?
Well, pioneering costs arise when a business system in a foreign market is so different from that in a firm’s home country that the company has to devote lots of resources like time, and capital to learning the rules of the game.
The costs include business failure costs if the firm makes major mistakes, and the costs of promoting and establishing a product offering, as well as the costs of educating consumers about the product.
On what scale should a firm enter a market?
Should the company devote the resources necessary to enter the market in a big way, or should it expand more slowly?
To answer these questions, the firm has to look at the strategic commitments involved in entering the market, or the decisions that have long term consequences and are difficult to reverse.
You probably already know that entering a market on a significant scale involves a major strategic commitment that can affect the competitive playing field, while small scale entry lets the firm learn about the market before it’s exposed to significant levels of risk.
Remember, there aren’t any right or wrong answers when making these decisions -- firms just have to decide on the trade-offs involved with the different levels of risks and rewards.
For example, Jollibee, a fast food company from the Philippines, managed to become a global player in the industry by differentiating its product and learning from existing companies even though it was a late entrant with limited resources.
You can follow Jollibee’s success story in the Management Focus in your text.
How should a firm enter a market?
Recall, that once a company has made the decision to expand internationally, it has to decide how to enter the market.
Should it export or establish a wholly owned subsidiary for example?
As we said earlier, sometimes companies don’t have much choice in the matter, but other times, they have more flexibility.
There are six different ways to enter a market, exporting, turnkey projects, licensing, franchising, joint ventures, and wholly owned subsidiaries.
Most companies begin their global expansion with exporting, and then later switch to other methods.
In some cases, turnkey projects make sense. In a turnkey project, the contractor agrees to handle all the details of the foreign project for the firm, even down to training employees.
At the end of the project, the client is handed the key to the plant that is ready to operate.
This type of arrangement is common in the chemical, pharmaceutical, petroleum refining, and metal refining industries.
Licensing is another way that companies can enter foreign markets.
When a firm enters a licensing agreement it gives the licensee the rights to intangible property for a specified period of time in exchange for royalties.
What is intangible property?
It includes things like patents, inventions, formulas, processes, designs, copyrights, and trademarks.
If you’re thinking that licensing sounds a lot like franchising, and you’re right! Franchising is just a specialized form of licensing where the franchisor not only sells intangible property to the franchisee, but also requires the franchisee to abide by strict rules of how to do business.
Another way to enter markets is through joint ventures.
A joint venture is the establishment of a firm that is jointly owned by two or more otherwise independent firms.
While most joint ventures are 50-50 arrangements, some companies choose different equity distributions like 60-40.
Should a company establish a wholly owned subsidiary?
Recall that the firm owns 100 percent of the equity in a wholly owned subsidiary.
Firms can establish a wholly owned subsidiary either by setting up an entirely new operation, or by merging with or acquiring an existing firm.
Let’s look more closely at the advantages and disadvantages of each entry mode.
How attractive each of these entry methods are depends on several factors including transportation costs and trade barriers, political and economic risks, and the firm’s strategy.
While it might make sense for one company to export, another company might choose a different entry method.
Exporting has two main advantages.
First, exporting lets the firm avoid the costs of establishing manufacturing operations in the host country, and second, exporting can help a firm achieve experience curve and location economies.
However, by exporting, companies may be missing out on opportunities for low cost manufacturing elsewhere, they may incur significant transportation costs or tariff barriers, and they take the chance that agents in the foreign market don’t act in their best interests.
Why are turnkey projects attractive?
The advantage of a turnkey operation is that it allows firms to earn a return from the know-how involved in assembling and running technologically complex processes.
They make sense in countries where political or economic conditions make it risky to make longer term investments.
Keep in mind however, that a company that enters into turnkey deal won’t have a long-term interest in a country, and so forfeits potential profits.
In addition, because of the nature of the arrangement, the company might create a competitor, particularly if the firm’s process technology is a source of competitive advantage.
Remember, that by selling the process technology through the turnkey project, the firm is essentially selling its competitive advantage!
Why is licensing attractive?
The advantage of a licensing agreement is that the firm doesn’t have to incur the costs and risk of opening a foreign market, it avoids barriers to investment, and firms can capitalize on market opportunities that might be associated with its intangible property, that it doesn’t want to develop itself.
What are the disadvantages of licensing?
One disadvantage is that it doesn’t give the firm the tight control over manufacturing, marketing, and strategy that’s required for realizing experience curve and location economies.
Instead, each licensee sets up its own production operations.
A second disadvantage of licensing is that it limits the firm’s ability to coordinate strategic moves across countries by using profits earned in one country to support competitive attacks in another.
Licensees will want to keep their own profits.
Third, the company risks losing proprietary information.
What are the advantages of franchising?
The advantages of franchising are similar to those of licensing in that franchising allows firms to avoid many of the costs and risks of opening up a foreign market.
Companies like McDonald’s can use franchising to quickly establish a global presence without incurring significant cost or risk.
Keep in mind however, that like licensing, franchising limits a firm’s ability to take profits out of one country to support competitive attacks in another.
In addition, the physical distance between the franchisor and the franchisee can make it difficult for the franchisor to detect quality problems with the franchisee.
Why form a joint venture?
There are several reasons.
First, a joint venture allows a firm to benefit from the local partner’s knowledge of the host country’s competitive conditions, culture, political systems, and business systems.
Second, by forming a joint venture, a firm can share the costs and risks of opening the foreign market.
Finally, in some cases, joint ventures make the most sense from a political standpoint.
As you might recall from the Opening Case, General Electric has captured many of these benefits through its joint ventures with firms in foreign markets.
You might have already guessed however, that with these benefits comes the risk of giving away control over technology.
Companies have to be careful how they structure agreements to minimize this risk.
Other disadvantages include the inability to realize experience curve or location economies because firms don’t have tight control over subsidiaries.
Finally, shared ownership can lead to conflicts and battles for control if goals and objectives change over time.
What are the advantages of setting up a wholly owned subsidiary?
There are several advantages.
A wholly owned subsidiary reduces the risk of losing control over core competencies, and it gives the firms the tight control over operations in different countries that’s necessary for a global strategic coordination approach where profits from one market are used to support competitive attacks in other markets.
A wholly owned subsidiary might also be important to firms that are trying to realize location and experience curve economies.
This might be particularly important for firms following global or transnational strategies.
A big downside of a wholly owned subsidiary though, is that the firm bears the full costs and risks of setting up foreign operations.
So, which entry method should a firm choose?
The answer is that a firm has to consider the trade-offs involved with each choice.
As we’ve discussed, there are advantages and disadvantages associated with each method.