Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
Presentation on toyota motors. INTRODUCTION Production system Hybrid 4 Fuel C...Muhammad Waleed
Toyota Motor Corporation is a Japanese automotive manufacturer headquartered in Aichi, Japan. It was founded in 1937 and is the world's 14th largest company by revenue. Toyota is known for its Toyota Production System which focuses on just-in-time inventory management and the prevention of defects. Toyota produces a range of vehicles and also focuses on developing advanced robotics and fuel cell and electric vehicle technology to further its mission of building more sustainable and environmentally friendly cars.
The document discusses different expansion strategies that businesses can pursue. It describes concentration strategy, which involves broadening market share and increasing profits through improving existing products and introducing new products. Concentration focuses on deepening expertise within the current business and provides predictability but risks organizational inertia if overused. Other strategies mentioned include integration, diversification, internationalization, and cooperation.
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
Product life cycle management case study of nissanKhaira Al Hafi
This document provides an overview of product lifecycle management (PLM) practices at Nissan Motor Company. It begins with introducing PLM and its benefits. It then provides a company profile of Nissan, describing its history, vision, product strategy of focusing on environmental, safety, performance and customer technologies. It discusses Nissan's product families under its main brand and other brands. It also covers Nissan's use of product platforms and modular components. The document analyzes how Nissan's alliance with Renault helped turn the company around and discusses Nissan's PLM strategies. It concludes that Nissan is now in a mature phase and is well-positioned to enter new technology waves with electric vehicles like the Nissan Leaf.
6. International Marketing, Market Selection, Modes of Entry in International...Charu Rastogi
This presentation defines international marketing, international marketing decisions, challenges of international marketing, and driving and restraining forces of international marketing. It goes on to discuss the process of market selection, firm related, market related and other factors effecting market selection. It also reflects on various modes of entry into foreign markets such as exporting (commercial strategy, commercial mode), foreign direct investment (industrial strategy, integrated modes) and associated or contractual modes (contractual strategy, competitive alliances). The presentation closes with a case study on the experience of Proctor and Gamble (P&G) in various international markets like Japan, China and India.
The document discusses various types of integration strategies including vertical, horizontal, and diversification strategies. It provides details on forward, backward, and balanced integration. Vertical integration allows a firm to gain control over suppliers, distributors, or competitors. Forward integration involves gaining control over distributors while backward integration controls suppliers. The document analyzes when different integration strategies may be suitable and provides examples of companies that have implemented various integration strategies including Amazon, Starbucks, Microsoft and Apple.
Operationalizing strategy refers to the process of allocating resources to implement an organization's chosen strategy. This involves various management activities such as setting short-term objectives, developing functional tactics, establishing policies to guide decisions, allocating resources, managing conflicts, and empowering employees. Functional tactics translate broad strategies into specific actions for individual business functions. They require greater specificity and have a shorter time horizon than business strategies. Policies standardize routine decisions to clarify discretion and empower employees while ensuring consistency with strategy. Resource allocation, conflict management, training, and decentralized decision-making can empower employees to implement tactics, while peer-based control and performance tracking exercise control over empowered employees.
Intensive & integration strategies....mineFarhan Ahmad
Unilever Pakistan uses various intensive and integration strategies for its brands. For brands like Clear, Badam, Vim, Walls, and Lifebouy, Unilever uses a market penetration strategy focusing on greater marketing efforts. For Vaseline and Sunsilk, Unilever uses a market development strategy to enter new markets. Domex and Fair & Lovely Men were introduced using a product development strategy. Horizontally, Unilever acquired Polka Ice Cream, Knorr, and Glaxose-D brands. Unilever does not engage in forward or backward integration strategies.
Presentation on toyota motors. INTRODUCTION Production system Hybrid 4 Fuel C...Muhammad Waleed
Toyota Motor Corporation is a Japanese automotive manufacturer headquartered in Aichi, Japan. It was founded in 1937 and is the world's 14th largest company by revenue. Toyota is known for its Toyota Production System which focuses on just-in-time inventory management and the prevention of defects. Toyota produces a range of vehicles and also focuses on developing advanced robotics and fuel cell and electric vehicle technology to further its mission of building more sustainable and environmentally friendly cars.
The document discusses different expansion strategies that businesses can pursue. It describes concentration strategy, which involves broadening market share and increasing profits through improving existing products and introducing new products. Concentration focuses on deepening expertise within the current business and provides predictability but risks organizational inertia if overused. Other strategies mentioned include integration, diversification, internationalization, and cooperation.
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
Product life cycle management case study of nissanKhaira Al Hafi
This document provides an overview of product lifecycle management (PLM) practices at Nissan Motor Company. It begins with introducing PLM and its benefits. It then provides a company profile of Nissan, describing its history, vision, product strategy of focusing on environmental, safety, performance and customer technologies. It discusses Nissan's product families under its main brand and other brands. It also covers Nissan's use of product platforms and modular components. The document analyzes how Nissan's alliance with Renault helped turn the company around and discusses Nissan's PLM strategies. It concludes that Nissan is now in a mature phase and is well-positioned to enter new technology waves with electric vehicles like the Nissan Leaf.
6. International Marketing, Market Selection, Modes of Entry in International...Charu Rastogi
This presentation defines international marketing, international marketing decisions, challenges of international marketing, and driving and restraining forces of international marketing. It goes on to discuss the process of market selection, firm related, market related and other factors effecting market selection. It also reflects on various modes of entry into foreign markets such as exporting (commercial strategy, commercial mode), foreign direct investment (industrial strategy, integrated modes) and associated or contractual modes (contractual strategy, competitive alliances). The presentation closes with a case study on the experience of Proctor and Gamble (P&G) in various international markets like Japan, China and India.
The document discusses various types of integration strategies including vertical, horizontal, and diversification strategies. It provides details on forward, backward, and balanced integration. Vertical integration allows a firm to gain control over suppliers, distributors, or competitors. Forward integration involves gaining control over distributors while backward integration controls suppliers. The document analyzes when different integration strategies may be suitable and provides examples of companies that have implemented various integration strategies including Amazon, Starbucks, Microsoft and Apple.
Operationalizing strategy refers to the process of allocating resources to implement an organization's chosen strategy. This involves various management activities such as setting short-term objectives, developing functional tactics, establishing policies to guide decisions, allocating resources, managing conflicts, and empowering employees. Functional tactics translate broad strategies into specific actions for individual business functions. They require greater specificity and have a shorter time horizon than business strategies. Policies standardize routine decisions to clarify discretion and empower employees while ensuring consistency with strategy. Resource allocation, conflict management, training, and decentralized decision-making can empower employees to implement tactics, while peer-based control and performance tracking exercise control over empowered employees.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
The document provides an overview of international marketing. It defines international marketing as business activities that direct the flow of goods and services to consumers in more than one country. Key points made include:
- International marketing operations are more complex than domestic operations due to dealing with multiple countries and cultures.
- International marketing involves both controllable factors like product and price as well as uncontrollable factors like cultural and economic forces.
- Companies enter international markets through various modes including franchising, licensing, direct manufacturing, management contracts, and exporting.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
This document discusses strategic alliances between organizations. It defines a strategic alliance as an agreement between two or more independent organizations to pursue mutually beneficial objectives. Strategic alliances allow partners to share resources like products, distribution channels, manufacturing capabilities, and intellectual property. The document then examines the benefits of strategic alliances, types of alliances, factors in alliance formation and analysis, and provides two case studies of strategic alliances between airlines and companies.
Research and Development is the most important and functional part of the whole business organization which helps in deciding the considerable objectives, finding ways to accomplish them and taking future decisions for overall business growth.
In 2017, Global Research and Development investment has been maximum in the field of electronics and computing. The present foremost requirement of developing business is innovation and Research and Development is contributing a lot towards it.
Thanks for Reading
Team MakeWebBetter
This document provides a case study of Kellogg's efforts to revitalize its Nutri-Grain cereal brand, which was facing declining sales. Kellogg's implemented a market-oriented approach that included rebranding Nutri-Grain, redefining its marketing strategy to address changing consumer perceptions, reinvesting in top-selling products, discontinuing underperforming products, redesigning packaging, and focusing on the marketing mix. As a result, Nutri-Grain's sales transitioned from decline to sustained growth. The document also discusses Kellogg's overall strategies for maintaining market leadership over decades through brand strength, product quality, social responsibility, and developing extension strategies to adapt to shifting trends and
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
1. The document discusses various cooperative strategies that companies can pursue including mergers, takeovers, joint ventures, and strategic alliances.
2. It outlines the types, benefits, and challenges of each strategy. For example, it describes how joint ventures allow companies to share risks and resources while maintaining independence.
3. Strategic alliances are defined as cooperative arrangements where companies pool investments to gain mutual benefits like entering new markets, while maintaining independent ownership.
SWOT analysis of tata motors in business environmentswidan 1455
Tata Motors is India's second largest carmaker with a 14% market share. It has a broad global reach through its brands like Jaguar and Land Rover. However, it faces threats from strong competition and supply chain issues impacting its electric vehicle production and sales. Opportunities for growth include expanding in electric vehicles, commercial natural gas vehicles, and luxury and emerging international markets.
The Indian auto-component industry has grown at 20% annually since 2000 and is projected to maintain 15-20% growth until 2015. The industry's growth was driven by the liberalization policy of the 1990s that attracted foreign auto majors and forced localization of supply chains. Today the domestic industry supplies 87% of the needs of automobile manufacturers in India. However, the industry faces weaknesses like low productivity, high costs, and low investment in R&D. To compete globally, Indian component makers will need to focus on areas of strength like small cars and leverage India's competitive manufacturing costs and proximity to export markets.
This document discusses key concepts in international marketing. It begins by outlining learning objectives and definitions. It then discusses the scope of international marketing tasks and cultural obstacles like self-reference criterion and ethnocentrism. The document outlines stages of international marketing involvement from infrequent to global marketing. It also differentiates orientations like viewing international markets as ancillary versus a global orientation.
Technological revolutions in the area of transport and communication have reduced the drawbacks of natural barriers such as distance and cost. The main objective of a supply chain is to deliver products to market with variety, responsiveness, timeliness and efficiency. Internet has opened up new facilities for creating a relationship with global customers, potential customers, suppliers and channel members.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Walmart was founded in 1962 by Sam Walton. It has grown to be the largest retailer in the world, with over $400 billion in annual revenue and 2.1 million employees. However, in the early 2000s, Walmart faced challenges as competitors like Target attracted higher-income customers with better store aesthetics and product selections. In response, Walmart updated its strategy to target higher-income customers as well, including initiatives to improve stores and broaden its product offerings.
The document is a project report on the role of third-party logistics in Haier's warehouse in Hyderabad. It discusses Haier's supply chain operations and distribution network. It analyzes reports from 2012-2014 to understand transportation costs and determine the operations of the warehouse, including inbound and outbound operations. Site visits were conducted to gather information from the logistics manager and third-party transporters. Key findings include issues like limited warehouse space, high inter-branch transfers, lack of coordination causing excess stock, and high truck halting times increasing costs. The report aims to evaluate how third-party logistics helps control costs in Haier's supply chain.
The document discusses various tools and methods for analyzing industries, including qualitative and quantitative approaches. Qualitative approaches include analyzing the strengths, weaknesses, opportunities, and threats (SWOT) of an industry and its competitive landscape over the industry life cycle. Quantitative approaches include analyzing employment data, emolument (pay) data, and input-output relationships to understand industry performance and risk over time. The goal of industry analysis is to identify investment opportunities and understand how industries will perform in the future economic environment.
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
The document provides an overview of industry and competitor analysis. It discusses analyzing industries to understand environmental trends, business trends, and key questions to assess industry attractiveness. It also covers analyzing competitors to identify direct, indirect, and future competitors. Tools discussed include Porter's Five Forces model to evaluate competitive forces in an industry, and a competitive analysis grid to organize information about competitors. The goal of industry and competitor analysis is to help firms understand opportunities and position themselves strategically within their industry.
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Value chain analysis Model for automobile IndustryKapil Shendge
This document analyzes the value chain of the automobile industry. It describes the primary and support activities of the value chain, including inbound logistics, operations, outbound logistics, marketing and sales, service, procurement, human resource management, technology development, and infrastructure. It then provides examples of how these activities apply specifically to the automobile industry, such as purchasing raw materials globally, efficient production operations like Toyota's JIT system, extensive dealer networks, and after-sales service. Competitive advantages from value chain analysis include lower costs through efficient activities and supplier relationships, as well as differentiation through innovative practices in manufacturing, operations management, and marketing.
The document provides an overview of international marketing. It defines international marketing as business activities that direct the flow of goods and services to consumers in more than one country. Key points made include:
- International marketing operations are more complex than domestic operations due to dealing with multiple countries and cultures.
- International marketing involves both controllable factors like product and price as well as uncontrollable factors like cultural and economic forces.
- Companies enter international markets through various modes including franchising, licensing, direct manufacturing, management contracts, and exporting.
The document discusses various strategic management concepts including types of strategies, strategic planning process, TOWS matrix, and portfolio analysis. It defines vertical integration, intensive, diversification, and defensive strategies. The strategic planning process includes establishing a mission and objectives, analyzing the situation, formulating and implementing strategies, and controlling performance. The TOWS matrix involves analyzing strengths, weaknesses, opportunities, and threats. Portfolio analysis models like the BCG matrix classify business units as stars, question marks, cash cows, or dogs based on market growth and market share.
This document discusses strategic alliances between organizations. It defines a strategic alliance as an agreement between two or more independent organizations to pursue mutually beneficial objectives. Strategic alliances allow partners to share resources like products, distribution channels, manufacturing capabilities, and intellectual property. The document then examines the benefits of strategic alliances, types of alliances, factors in alliance formation and analysis, and provides two case studies of strategic alliances between airlines and companies.
Research and Development is the most important and functional part of the whole business organization which helps in deciding the considerable objectives, finding ways to accomplish them and taking future decisions for overall business growth.
In 2017, Global Research and Development investment has been maximum in the field of electronics and computing. The present foremost requirement of developing business is innovation and Research and Development is contributing a lot towards it.
Thanks for Reading
Team MakeWebBetter
This document provides a case study of Kellogg's efforts to revitalize its Nutri-Grain cereal brand, which was facing declining sales. Kellogg's implemented a market-oriented approach that included rebranding Nutri-Grain, redefining its marketing strategy to address changing consumer perceptions, reinvesting in top-selling products, discontinuing underperforming products, redesigning packaging, and focusing on the marketing mix. As a result, Nutri-Grain's sales transitioned from decline to sustained growth. The document also discusses Kellogg's overall strategies for maintaining market leadership over decades through brand strength, product quality, social responsibility, and developing extension strategies to adapt to shifting trends and
This document summarizes key points from a lecture on research and development (R&D). It discusses best practices in innovation including understanding customer needs, culture of innovation, open innovation, funding R&D, execution, creativity, and intellectual property protection. It provides definitions of R&D, describes the different types of R&D activities from basic research to development. It also discusses integrating R&D with corporate strategy, classifying R&D activities across industries, and the importance of strategic R&D planning and developing a technology portfolio.
This document provides an overview of Tata Motors, an Indian automotive manufacturing company. It was submitted by 7 students as part of a class project. It discusses Tata Motors' history, products, facilities, operations strategies, and capacity planning. Key points include that Tata Motors was founded in 1945 and manufactures commercial vehicles, passenger cars, and buses. It has major manufacturing bases in Jamshedpur, Pune, Lucknow, and Pantnagar. The document also covers topics like facility layout, inventory management, and procurement processes at Tata Motors.
1. The document discusses various cooperative strategies that companies can pursue including mergers, takeovers, joint ventures, and strategic alliances.
2. It outlines the types, benefits, and challenges of each strategy. For example, it describes how joint ventures allow companies to share risks and resources while maintaining independence.
3. Strategic alliances are defined as cooperative arrangements where companies pool investments to gain mutual benefits like entering new markets, while maintaining independent ownership.
SWOT analysis of tata motors in business environmentswidan 1455
Tata Motors is India's second largest carmaker with a 14% market share. It has a broad global reach through its brands like Jaguar and Land Rover. However, it faces threats from strong competition and supply chain issues impacting its electric vehicle production and sales. Opportunities for growth include expanding in electric vehicles, commercial natural gas vehicles, and luxury and emerging international markets.
The Indian auto-component industry has grown at 20% annually since 2000 and is projected to maintain 15-20% growth until 2015. The industry's growth was driven by the liberalization policy of the 1990s that attracted foreign auto majors and forced localization of supply chains. Today the domestic industry supplies 87% of the needs of automobile manufacturers in India. However, the industry faces weaknesses like low productivity, high costs, and low investment in R&D. To compete globally, Indian component makers will need to focus on areas of strength like small cars and leverage India's competitive manufacturing costs and proximity to export markets.
This document discusses key concepts in international marketing. It begins by outlining learning objectives and definitions. It then discusses the scope of international marketing tasks and cultural obstacles like self-reference criterion and ethnocentrism. The document outlines stages of international marketing involvement from infrequent to global marketing. It also differentiates orientations like viewing international markets as ancillary versus a global orientation.
Technological revolutions in the area of transport and communication have reduced the drawbacks of natural barriers such as distance and cost. The main objective of a supply chain is to deliver products to market with variety, responsiveness, timeliness and efficiency. Internet has opened up new facilities for creating a relationship with global customers, potential customers, suppliers and channel members.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/ZEcPAc
Walmart was founded in 1962 by Sam Walton. It has grown to be the largest retailer in the world, with over $400 billion in annual revenue and 2.1 million employees. However, in the early 2000s, Walmart faced challenges as competitors like Target attracted higher-income customers with better store aesthetics and product selections. In response, Walmart updated its strategy to target higher-income customers as well, including initiatives to improve stores and broaden its product offerings.
The document is a project report on the role of third-party logistics in Haier's warehouse in Hyderabad. It discusses Haier's supply chain operations and distribution network. It analyzes reports from 2012-2014 to understand transportation costs and determine the operations of the warehouse, including inbound and outbound operations. Site visits were conducted to gather information from the logistics manager and third-party transporters. Key findings include issues like limited warehouse space, high inter-branch transfers, lack of coordination causing excess stock, and high truck halting times increasing costs. The report aims to evaluate how third-party logistics helps control costs in Haier's supply chain.
The document discusses various tools and methods for analyzing industries, including qualitative and quantitative approaches. Qualitative approaches include analyzing the strengths, weaknesses, opportunities, and threats (SWOT) of an industry and its competitive landscape over the industry life cycle. Quantitative approaches include analyzing employment data, emolument (pay) data, and input-output relationships to understand industry performance and risk over time. The goal of industry analysis is to identify investment opportunities and understand how industries will perform in the future economic environment.
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
The document provides an overview of industry and competitor analysis. It discusses analyzing industries to understand environmental trends, business trends, and key questions to assess industry attractiveness. It also covers analyzing competitors to identify direct, indirect, and future competitors. Tools discussed include Porter's Five Forces model to evaluate competitive forces in an industry, and a competitive analysis grid to organize information about competitors. The goal of industry and competitor analysis is to help firms understand opportunities and position themselves strategically within their industry.
The document discusses various strategies for entering foreign markets, including exporting, licensing, franchising, joint ventures, wholly owned subsidiaries, and foreign direct investment. It also covers topics related to international marketing such as product adaptation, export pricing, terms of payment, financing export activities, and managing foreign exchange risk.
With increasing globalization and related advantages, most of the present firms are trying to go international. This is all due to maximizing the potential benefits available in different countries. With this, firms are trying to increase their presence throughout the world. Today, different countries have different advantages as some country is good in some specific industries, whereas some in others. Therefore, firms operating in an industry look for other nations doing well in the similar industries and have huge potential so that, they could take advantage of it.
The document summarizes key concepts from Chapter 7 on international strategy, including:
1) The importance of international expansion as a diversification strategy and understanding sources of national advantage.
2) The motivations and risks associated with international expansion, including increasing market scope and reducing costs.
3) The two opposing forces of cost reduction and adaptation to local markets that firms face internationally.
4) The advantages and limitations of global, multidomestic, and transnational strategies, and the four basic entry strategies of exporting, licensing, strategic alliances, and wholly owned subsidiaries.
The document outlines the syllabus for an International Business course, covering topics such as the meaning and nature of international business, drivers of internationalization, theories of international trade, international institutions, and foreign market entry strategies. Major players in international business discussed include multinational corporations, which operate in multiple countries and maintain headquarters in a home country to coordinate global operations. Benefits and challenges of internationalization for both host and home countries are also examined.
The document discusses Michael Porter's theory of national competitive advantage known as the "Diamond of National Advantage". The theory proposes that four attributes influence competitive advantage: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. It argues that a nation's competitiveness depends on how these attributes interact and reinforce each other in a system. Specialized factors, sophisticated buyers, related industries, and domestic rivalry are especially important for sustaining competitive advantage over time.
Dole Foods is considering international expansion and must make several strategic decisions. It must determine which foreign markets to enter, when to enter them, how much resources to commit initially, and how to enter through options like exporting, licensing, joint ventures, or wholly owned subsidiaries. Key factors in these decisions include advantages and risks of early vs late entry, pressures for low costs vs local responsiveness, and whether to make or buy component parts through strategic alliances.
Dole Foods is considering international expansion and must make several strategic decisions. It must determine which foreign markets to enter, when to enter them, how much resources to commit initially, and how to enter through options like exporting, licensing, joint ventures, or wholly owned subsidiaries. Key factors in these decisions include advantages and risks of early vs late entry, pressures for low costs vs local responsiveness, and whether to make or buy component parts through strategic alliances.
This document discusses screening potential international markets and selecting entry modes. It describes a four step process for screening markets: 1) identify basic appeal, 2) access the national business environment, 3) measure market or site potential, and 4) select the market or site. Factors to consider when measuring potential in industrialized versus emerging markets are provided. The document also outlines different entry modes including exporting, contractual agreements, and investment options.
Lecture 8 - Analyzing International Opportunities and Selecting Entry ModesChormvirak Moulsem
This document discusses screening potential international markets and selecting entry modes. It recommends identifying basic appeal and national business environment factors, then measuring market or site potential. For industrialized markets, factors like competitors and distribution are analyzed. For emerging markets, variables like market size, growth, and infrastructure are considered. The document also discusses difficulties conducting international research and primary/secondary data sources. Finally, it outlines exporting, contractual arrangements like licensing, and investment entry modes like wholly owned subsidiaries and joint ventures.
This document discusses international marketing and various strategies for entering foreign markets. It begins with quotes highlighting the global nature of business today. It then covers topics like the growth in international trade, differences between domestic and international marketing, factors driving firms to go global, objectives of international marketing, and common market entry strategies like exporting, licensing, joint ventures, and direct investment. Key strategies discussed in more depth include exporting, alliances, and different modes of foreign market entry.
This document provides an overview and introduction to international business. It defines international business as transactions between parties from different countries, including sourcing, manufacturing, selling, and developing. It notes that conducting international business presents unique risks, challenges and opportunities. The key objectives of studying international business are to understand the global business environment, select international business modes, analyze different cultures, research global markets, understand how policy shapes business, and comprehend the EU's role in markets.
Learning Activity 1In the readings for this week we learned about .docxjesseniasaddler
Learning Activity 1
In the readings for this week we learned about the Demand Model that was introduced by Professor Michael Porter. According to the model, the ability of the firms in an industry whose origin is in a particular company to be successful in the international arena is shaped by four factors (1) their home country’s demand conditions, (1) their home country’s factor conditions, (3) related and supporting industries within their home country, and (4) strategy, structure, and rivalry among domestic competitors.
Learning Activity
Respond to the following questions:
(1)
Which of the four elements of the diamond model do you believe has the strongest influence on a firm’s fate when it competes in international markets?
(2)
Provide an example of a company that demonstrates this ability to compete internationally and how this company demonstrates this ability.
(3)
Which of the three types of International Strategies that were discussed in our readings does this company demonstrate? Provide a justification for your strategy choice.
Learning Activity 2
Multinational Organizations
1. International firms or multinational corporations are organizations that conduct business operations across national borders.
2. The strategic-management process is conceptually the same for multinational firms as for purely domestic firms, although the process is more complex for international firms due to more variables and relationships.
3. More time and effort are required to identify and evaluate external trends and events in multinational organizations than in domestic corporations.
4. Multinational corporations face unique and diverse risks, such as expropriation of assets, currency losses through exchange rate fluctuations, unfavorable foreign court interpretations of contracts and agreements, social/political disturbances, import/export restrictions, tariffs, and trade barriers.
5. Before entering international markets, firms should scan relevant journals and patent reports, seek the advice of academic and research organizations, participate in international trade fairs, form partnerships, and conduct extensive research to broaden their contacts and diminish the risk of doing business in new markets.
The Global Challenge
1. Few companies can afford to ignore the presence of international competition. Firms that seem insulated and comfortable today may be vulnerable tomorrow.
a. How to gain and maintain exports to other nations
b. How to defend domestic markets against imported goods.
2. America's economy is becoming much less American, as a world economy and monetary system are emerging. More and more countries around the world are welcoming foreign investment and capital. As a result, labor markets have steadily become more international.
3. Many countries became more protectionist during the recent global economic recession. Protectionism refers to countries imposing tariffs, taxes, and regulations on firms outside the country to favor.
Learning Activity 1In the readings for this week we learned abou.docxSHIVA101531
Learning Activity 1
In the readings for this week we learned about the Demand Model that was introduced by Professor Michael Porter. According to the model, the ability of the firms in an industry whose origin is in a particular company to be successful in the international arena is shaped by four factors (1) their home country’s demand conditions, (1) their home country’s factor conditions, (3) related and supporting industries within their home country, and (4) strategy, structure, and rivalry among domestic competitors.
Learning Activity
Respond to the following questions:
(1) Which of the four elements of the diamond model do you believe has the strongest influence on a firm’s fate when it competes in international markets?
(2) Provide an example of a company that demonstrates this ability to compete internationally and how this company demonstrates this ability.
(3) Which of the three types of International Strategies that were discussed in our readings does this company demonstrate? Provide a justification for your strategy choice.
Learning Activity 2
Multinational Organizations
1. International firms or multinational corporations are organizations that conduct business operations across national borders.
2. The strategic-management process is conceptually the same for multinational firms as for purely domestic firms, although the process is more complex for international firms due to more variables and relationships.
3. More time and effort are required to identify and evaluate external trends and events in multinational organizations than in domestic corporations.
4. Multinational corporations face unique and diverse risks, such as expropriation of assets, currency losses through exchange rate fluctuations, unfavorable foreign court interpretations of contracts and agreements, social/political disturbances, import/export restrictions, tariffs, and trade barriers.
5. Before entering international markets, firms should scan relevant journals and patent reports, seek the advice of academic and research organizations, participate in international trade fairs, form partnerships, and conduct extensive research to broaden their contacts and diminish the risk of doing business in new markets.
The Global Challenge
1. Few companies can afford to ignore the presence of international competition. Firms that seem insulated and comfortable today may be vulnerable tomorrow.
a. How to gain and maintain exports to other nations
b. How to defend domestic markets against imported goods.
2. America's economy is becoming much less American, as a world economy and monetary system are emerging. More and more countries around the world are welcoming foreign investment and capital. As a result, labor markets have steadily become more international.
3. Many countries became more protectionist during the recent global economic recession. Protectionism refers to countries imposing tariffs, taxes, and regulations on firms outside the country to favor th ...
The term globalization derives from the word globalize, which refers to the emergence of an international network of economic systems. Globalisation refers to rapid increase in the share of economic activity taking place across national borders. It goes beyond the international trade includes goods and services, delivered &sold & movement of capital.
Globalization or globalisation is the trend of increasing interaction between people or companies on a worldwide scale due to advances in transportation and communication technology, normally beginning with the steamship and the telegraph in the early to mid-1800s. With increased interactions between nation-states and individuals came the growth of international trade, ideas, and culture. Globalization is primarily an economic process of integration that has social and cultural aspects, but conflicts and diplomacy are also large parts of the history of globalization.
This document discusses international strategy and provides an overview of key concepts. It covers motives for international diversification, factors influencing international business strategies, and three types of international corporate strategies: multidomestic, global, and transnational. It also examines opportunities and outcomes of international strategies, including higher returns and innovation. Risks of international diversification like political and economic risks are also outlined.
The document discusses several factors that have contributed to the flattening of the world and increased globalization, according to Thomas Friedman. These include the fall of the Berlin Wall, the rise of the internet and web browsers, and the emergence of workflow software, which created online platforms for increased collaboration globally. Subsequent factors discussed are uploading, outsourcing, offshoring, supply-chaining, insourcing, and informing, which represent new forms of global collaboration enabled by technological advances. The document also discusses implications for international business and theories of internationalization.
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Global corporations operate on a global scale by having investments and operations in many countries around the world. They must balance the demands of different national markets while seeking advantages from economies of scale in production. Global corporations face pressures that single-country firms do not, such as tailoring products to local tastes versus standardization. The drivers of globalization include large global consumer markets, cost efficiencies, falling trade barriers, and competitive pressures from other global corporations. Global corporations have evolved through investment-based, trade-based, and now digital phases of globalization. Emerging global corporations from countries like China, India, Brazil, and Russia now play significant roles in various industries worldwide.
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A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
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Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
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Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
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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.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
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𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
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3. Internationalization
The international marketplace offers a
world of business opportunities for
companies seeking to sell or source
products worldwide.
Not only can you tap into a world
marketplace of 7 billion people, but
according to business.gov, companies
that do international business grow
faster and fail less often than companies
that don't.
Internationalization is a cluster of International Strategies
required / adopted by an organization to market their
products/ services beyond the domestic boundaries.
4. Why Companies Go Global ?
Active
Reasons
Additional
Resources
Expanding
Market
Leveraging
Existing
Products, Skills
Realizing Cost
Economies
Reactive
Reasons
International
Demand
International
Competition
Trade Barriers
Policy
Regulations
5. How Companies Choose International Markets ?
Porter’s
DiamondModel
National Competitive Advantage
6. 4 Blocks of Porter’s Diamond Model
Factor Conditions :Describes the
situation in a country regarding
production factors, like skilled
labour, infrastructure, etc., which
are relevant for competition in
particular industries.
Home Demand
Conditions: Describes the state of
home demand for products and
services produced in a country.
Related and Supporting
Industries: The existence or non-
existence of internationally
competitive supplying industries
and supporting industries.
Firm Strategy, Structure, and
Rivalry: The conditions in a
country that determine how
companies are established,
organized and managed, as well
as the characteristics of domestic
competition industries.
Government and
Chance: Government can
influence development when
interfering market development;
unexpected events are described
with the factor Chance.
7. 2 Major Problems while Going Global
Pressure of COST
reduction Pressure of
Local
Responsiveness
International
Strategy