The document discusses global entrepreneurship and defines it as conducting business activities across national boundaries by executing a business model in multiple countries. It notes that global entrepreneurship provides many opportunities but also challenges, as entrepreneurs must understand differences in culture, regulations, economies and more across countries. Successful global entrepreneurs take these international factors into account to manage ventures expanding into global markets.
This report examines the growth strategies, journeys, and determinants of success for early-stage companies from around the world. It analyzes data on over 380,000 companies from 10 countries, surveys 110 CEOs and CFOs, and conducts 70 executive case studies. The report identifies eight growth strategies that early-stage companies employ and discusses the opportunities and challenges related to market factors, human resources, and organizational culture that can accelerate or hinder a company's growth.
Corporate entrepreneurship refers to entrepreneurial behavior within existing organizations. It involves teams within a company developing new business ventures that are separate from the parent company but take advantage of its resources, capabilities, market position and other assets. The goal is to drive innovation and growth even within large, established organizations.
This document provides information about entrepreneurship. It defines an entrepreneur as someone who sets up a business taking on financial risks with the hope of making a profit. Entrepreneurship facilitates economic growth by contributing to GDP, increasing productivity, creating jobs, and innovating. However, there are also barriers to entrepreneurship like lack of skills/training and access to funds. Successful entrepreneurship requires characteristics like being imaginative, persistent, self-confident, and able to take risks. Developing one's potential involves learning from role models, not fearing failure, and gaining business knowledge and skills.
The document discusses the history and functions of entrepreneurship. It outlines the evolution of entrepreneurship from early periods through the 19th/20th centuries. In early periods, entrepreneurs primarily organized trade routes and took risks, partnering with financiers. Over time, the role differentiated from capital providers and managers. Key functions of entrepreneurs include innovating through new technologies, products, and markets, assuming risks of new ideas and projects, researching opportunities, and driving economic development through efficient resource use.
The document traces the evolution of entrepreneurship from ancient times to modern times. It discusses how entrepreneurship has evolved from cavemen inventing the wheel for transportation to internet entrepreneurs using social media platforms. The document also discusses how entrepreneurship can revolutionize societies by addressing social and economic problems through innovation, growth, and social transformation. Entrepreneurs are encouraged to create long term sustainable ventures that include social agendas and encourage employees to be innovative through intrapreneurship.
Unit-1-lecture-1(Introduction, Nature and Scope of International business)Dr.B.B. Tiwari
International business refers to buying and selling goods or services across national borders. There are several reasons for and forms of engaging in international business. Reasons include exploring growth opportunities, reducing costs, and accessing new technologies or capital. Major forms include exporting, licensing, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment through foreign subsidiaries. While international business provides benefits like large economies of scale, it also presents challenges such as differing cultures, currencies, laws and regulations between countries.
Sony Corporation is a multinational technology company headquartered in Tokyo, Japan. It was founded in 1946 by Masaru Ibuka and Akio Morita as Tokyo Tsushin Kogyo K.K., originally producing Japan's first tape recorder. In the 1950s, Sony began expanding internationally and established offices in New York, Hong Kong, and Zurich. Today, Sony is a leading manufacturer of electronics, video games, and information technology. The company emphasizes innovation, individual creativity, and maintaining Japanese culture and national status. Sony's work culture focuses on concepts like lifetime employment, consensus-based decision making, job rotation, and a seniority-based promotion system.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
This report examines the growth strategies, journeys, and determinants of success for early-stage companies from around the world. It analyzes data on over 380,000 companies from 10 countries, surveys 110 CEOs and CFOs, and conducts 70 executive case studies. The report identifies eight growth strategies that early-stage companies employ and discusses the opportunities and challenges related to market factors, human resources, and organizational culture that can accelerate or hinder a company's growth.
Corporate entrepreneurship refers to entrepreneurial behavior within existing organizations. It involves teams within a company developing new business ventures that are separate from the parent company but take advantage of its resources, capabilities, market position and other assets. The goal is to drive innovation and growth even within large, established organizations.
This document provides information about entrepreneurship. It defines an entrepreneur as someone who sets up a business taking on financial risks with the hope of making a profit. Entrepreneurship facilitates economic growth by contributing to GDP, increasing productivity, creating jobs, and innovating. However, there are also barriers to entrepreneurship like lack of skills/training and access to funds. Successful entrepreneurship requires characteristics like being imaginative, persistent, self-confident, and able to take risks. Developing one's potential involves learning from role models, not fearing failure, and gaining business knowledge and skills.
The document discusses the history and functions of entrepreneurship. It outlines the evolution of entrepreneurship from early periods through the 19th/20th centuries. In early periods, entrepreneurs primarily organized trade routes and took risks, partnering with financiers. Over time, the role differentiated from capital providers and managers. Key functions of entrepreneurs include innovating through new technologies, products, and markets, assuming risks of new ideas and projects, researching opportunities, and driving economic development through efficient resource use.
The document traces the evolution of entrepreneurship from ancient times to modern times. It discusses how entrepreneurship has evolved from cavemen inventing the wheel for transportation to internet entrepreneurs using social media platforms. The document also discusses how entrepreneurship can revolutionize societies by addressing social and economic problems through innovation, growth, and social transformation. Entrepreneurs are encouraged to create long term sustainable ventures that include social agendas and encourage employees to be innovative through intrapreneurship.
Unit-1-lecture-1(Introduction, Nature and Scope of International business)Dr.B.B. Tiwari
International business refers to buying and selling goods or services across national borders. There are several reasons for and forms of engaging in international business. Reasons include exploring growth opportunities, reducing costs, and accessing new technologies or capital. Major forms include exporting, licensing, franchising, contract manufacturing, joint ventures, strategic alliances, and foreign direct investment through foreign subsidiaries. While international business provides benefits like large economies of scale, it also presents challenges such as differing cultures, currencies, laws and regulations between countries.
Sony Corporation is a multinational technology company headquartered in Tokyo, Japan. It was founded in 1946 by Masaru Ibuka and Akio Morita as Tokyo Tsushin Kogyo K.K., originally producing Japan's first tape recorder. In the 1950s, Sony began expanding internationally and established offices in New York, Hong Kong, and Zurich. Today, Sony is a leading manufacturer of electronics, video games, and information technology. The company emphasizes innovation, individual creativity, and maintaining Japanese culture and national status. Sony's work culture focuses on concepts like lifetime employment, consensus-based decision making, job rotation, and a seniority-based promotion system.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
The document discusses entrepreneurs in India and provides information on various topics related to entrepreneurship. It begins by mentioning the founders of Flipkart, an Indian e-commerce company. It then defines what an entrepreneur is and provides examples of famous entrepreneurs such as Bill Gates, Steve Jobs, and Mark Zuckerberg. The document also discusses the characteristics of successful entrepreneurs, compares entrepreneurs and businessmen, and outlines the entrepreneurial process. It explores factors that affect entrepreneurial growth and development programs aimed at fostering entrepreneurship.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
The document defines an entrepreneur as someone who organizes and manages an independent business venture that involves risk in order to earn a profit. It then lists 10 key characteristics of successful entrepreneurs: they have an inner drive to succeed, are innovative, competitive, highly motivated and energetic, open to change, time conscious, risk takers, passionate, curious, and open minded. The document provides examples of famous Filipino entrepreneurs who demonstrate these traits, such as Henry Sy, Lucio Tan, Socorro Ramos, and John Gokongwei.
Introduction to entrepreneurship.
A mandatory course for second year student at the department of business administration and entrepreneurship development, institute of public administration and management, University of Sierra Leone. This is an excerpt of the full course...
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
This document discusses different types of entrepreneurship. It begins by defining entrepreneurship as starting and running a new business. It then discusses startups, including the typical requirements for starting a business. It outlines the main reasons people become entrepreneurs and considerations for what type of business to start. The document describes characteristics of entrepreneurs and four types of entrepreneurship: small business, scalable startups, large companies, and social entrepreneurship.
The document discusses entrepreneurship and intrapreneurship. It defines entrepreneurship as seeking opportunities to create new things and exploiting those opportunities to start new businesses. Intrapreneurship refers to behaving entrepreneurially within an existing company. The document outlines key activities of entrepreneurs like identifying opportunities and exploiting them. It provides examples of successful entrepreneurs like Tony Tan Caktiong of Jollibee and Bill Gates of Microsoft. It also discusses how companies can foster intrapreneurship through policies like allocating resources and time for innovative projects. Overall, the document compares entrepreneurs and intrapreneurs while outlining strategies for organizations to promote entrepreneurial behavior.
International business involves the exchange of products and services across national borders. Companies pursue international expansion to increase profits, take advantage of product life cycles, and achieve economies of scale, or to respond to competitive pressures and saturated domestic markets. When considering international expansion, companies must gauge demand abroad, adapt products to foreign customer needs, and determine their entry strategy into foreign markets such as exporting, licensing, franchising, foreign direct investment, or establishing a foreign subsidiary. Barriers to international business include cultural, legal, political, and economic barriers like tariffs and trade restrictions.
Examine the concepts of the social entrepreneur and the social business
Explore the mind-set of social entrepreneurs
Introduce the concept of ecopreneurship
Define the term ethics and the implications for entrepreneurs
Examine environmental crime and its temptations for entrepreneurs
Examine cross-cultural concepts of ethics and corruption
Examine the ethics of criminal entrepreneurs and their similarities to other entrepreneurs
Focus on the challenges that face disadvantaged entrepreneurs
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
The document discusses different types of business entities and structures in the Philippines. It describes sole proprietorships, partnerships, and corporations as the main types of business entities. It also discusses different forms of corporations like stock corporations and non-stock corporations. The document then provides details on franchising, cooperatives, and various legal issues related to entrepreneurship like patents, trademarks, and copyrights. It concludes by discussing internal and external sources of funding for businesses and factors to consider when choosing a business location.
Entrepreneurial Management / Entrepreneurship Development NotesBilal's Academy
Entrepreneurial Management / Entrepreneurship Development Complete Notes
Contents
1. Introduction to Entrepreneurship
2. Small Scale Industries
3. Starting a Small Industry
4. Preparing the Business Plan
5. Implementation of a project and Industrial Sickness
This document provides an overview of entrepreneurship, defining entrepreneurs as risk-takers who start new businesses. It discusses the mindset of entrepreneurs, including traits like seizing opportunities and always improving. The document also outlines the different forms entrepreneurship can take and reasons why entrepreneurs are important, such as creating most new jobs and solving problems through innovation.
Entrepreneurship has evolved over time from merchants taking risks to trade goods, to innovators creating new products and services. Today, entrepreneurship is defined as taking initiative to organize resources and accept risks to create value and rewards. Throughout history, entrepreneurs have driven innovation through activities like Marco Polo establishing trade routes, Thomas Edison developing inventions, and modern innovators creating new technologies. Entrepreneurship is important as it leads to innovation, job creation, economic growth, and societal progress.
The document discusses different types of entrepreneurial ventures and the entrepreneurs suited for each. It categorizes ventures as revolutionary, niche, propagators of new technology, hustle/speculative deals ventures. For each type it provides the characteristics, examples, competencies and skills required of entrepreneurs pursuing each type of venture. It also provides sample exam questions related to understanding different types of entrepreneurs and competencies needed.
The document defines entrepreneurship as starting a new business and discusses the characteristics of successful entrepreneurs, including traits like courage, creativity, and determination as well as business skills. While entrepreneurs have the potential to be their own boss and create wealth, they also take on significant risk if their business fails and may have to work long hours initially. Overall, the document explores what it means to be an entrepreneur and encourages learning about entrepreneurship to help identify career interests and build skills for potential business ownership.
The document discusses Global Entrepreneurs (GE), a program that connects students with internship opportunities at startups. It notes that GE has not grown significantly in the last 5 years and its products have not evolved with the current business economy. It provides tips on how to position GE to students, focusing on professional development opportunities, and to startups, highlighting the international talent and leadership experience they can offer interns. The document also gives a 9-step plan for making GE programs grow exponentially, including setting goals, finding university partners, and engaging alumni.
The document discusses innovation and its importance for entrepreneurship. It defines innovation as creating new combinations of nature, labor, and capital to exploit opportunities through new or improved products, services, processes, techniques, or ideas. Successful innovation requires purposefully searching for sources of change and applying principles to develop, produce, and promote innovations to customers. Entrepreneurs can innovate in many ways within an organization or through new ventures.
The document discusses entrepreneurs in India and provides information on various topics related to entrepreneurship. It begins by mentioning the founders of Flipkart, an Indian e-commerce company. It then defines what an entrepreneur is and provides examples of famous entrepreneurs such as Bill Gates, Steve Jobs, and Mark Zuckerberg. The document also discusses the characteristics of successful entrepreneurs, compares entrepreneurs and businessmen, and outlines the entrepreneurial process. It explores factors that affect entrepreneurial growth and development programs aimed at fostering entrepreneurship.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
A brief introduction to the Entrepreneurial Mindset and how it is different from the traditional mindset taught to students of traditional business or management programs. I deliver regular courses based on these concepts, and regularly help aspiring and experienced entrepreneurs to put these principles to use in the process of creating new ventures.
The document defines an entrepreneur as someone who organizes and manages an independent business venture that involves risk in order to earn a profit. It then lists 10 key characteristics of successful entrepreneurs: they have an inner drive to succeed, are innovative, competitive, highly motivated and energetic, open to change, time conscious, risk takers, passionate, curious, and open minded. The document provides examples of famous Filipino entrepreneurs who demonstrate these traits, such as Henry Sy, Lucio Tan, Socorro Ramos, and John Gokongwei.
Introduction to entrepreneurship.
A mandatory course for second year student at the department of business administration and entrepreneurship development, institute of public administration and management, University of Sierra Leone. This is an excerpt of the full course...
Corporate level strategies are basically about the choice of direction that a firm adopts in order to achieve its objectives.
Corporate strategy is essentially a blueprint for the growth of the firm.
The corporate strategy sets the overall direction for the organization to follow.
It also spells out the extent, pace and timing of the firm’s growth.
This document discusses different types of entrepreneurship. It begins by defining entrepreneurship as starting and running a new business. It then discusses startups, including the typical requirements for starting a business. It outlines the main reasons people become entrepreneurs and considerations for what type of business to start. The document describes characteristics of entrepreneurs and four types of entrepreneurship: small business, scalable startups, large companies, and social entrepreneurship.
The document discusses entrepreneurship and intrapreneurship. It defines entrepreneurship as seeking opportunities to create new things and exploiting those opportunities to start new businesses. Intrapreneurship refers to behaving entrepreneurially within an existing company. The document outlines key activities of entrepreneurs like identifying opportunities and exploiting them. It provides examples of successful entrepreneurs like Tony Tan Caktiong of Jollibee and Bill Gates of Microsoft. It also discusses how companies can foster intrapreneurship through policies like allocating resources and time for innovative projects. Overall, the document compares entrepreneurs and intrapreneurs while outlining strategies for organizations to promote entrepreneurial behavior.
International business involves the exchange of products and services across national borders. Companies pursue international expansion to increase profits, take advantage of product life cycles, and achieve economies of scale, or to respond to competitive pressures and saturated domestic markets. When considering international expansion, companies must gauge demand abroad, adapt products to foreign customer needs, and determine their entry strategy into foreign markets such as exporting, licensing, franchising, foreign direct investment, or establishing a foreign subsidiary. Barriers to international business include cultural, legal, political, and economic barriers like tariffs and trade restrictions.
Examine the concepts of the social entrepreneur and the social business
Explore the mind-set of social entrepreneurs
Introduce the concept of ecopreneurship
Define the term ethics and the implications for entrepreneurs
Examine environmental crime and its temptations for entrepreneurs
Examine cross-cultural concepts of ethics and corruption
Examine the ethics of criminal entrepreneurs and their similarities to other entrepreneurs
Focus on the challenges that face disadvantaged entrepreneurs
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
The document discusses different types of business entities and structures in the Philippines. It describes sole proprietorships, partnerships, and corporations as the main types of business entities. It also discusses different forms of corporations like stock corporations and non-stock corporations. The document then provides details on franchising, cooperatives, and various legal issues related to entrepreneurship like patents, trademarks, and copyrights. It concludes by discussing internal and external sources of funding for businesses and factors to consider when choosing a business location.
Entrepreneurial Management / Entrepreneurship Development NotesBilal's Academy
Entrepreneurial Management / Entrepreneurship Development Complete Notes
Contents
1. Introduction to Entrepreneurship
2. Small Scale Industries
3. Starting a Small Industry
4. Preparing the Business Plan
5. Implementation of a project and Industrial Sickness
This document provides an overview of entrepreneurship, defining entrepreneurs as risk-takers who start new businesses. It discusses the mindset of entrepreneurs, including traits like seizing opportunities and always improving. The document also outlines the different forms entrepreneurship can take and reasons why entrepreneurs are important, such as creating most new jobs and solving problems through innovation.
Entrepreneurship has evolved over time from merchants taking risks to trade goods, to innovators creating new products and services. Today, entrepreneurship is defined as taking initiative to organize resources and accept risks to create value and rewards. Throughout history, entrepreneurs have driven innovation through activities like Marco Polo establishing trade routes, Thomas Edison developing inventions, and modern innovators creating new technologies. Entrepreneurship is important as it leads to innovation, job creation, economic growth, and societal progress.
The document discusses different types of entrepreneurial ventures and the entrepreneurs suited for each. It categorizes ventures as revolutionary, niche, propagators of new technology, hustle/speculative deals ventures. For each type it provides the characteristics, examples, competencies and skills required of entrepreneurs pursuing each type of venture. It also provides sample exam questions related to understanding different types of entrepreneurs and competencies needed.
The document defines entrepreneurship as starting a new business and discusses the characteristics of successful entrepreneurs, including traits like courage, creativity, and determination as well as business skills. While entrepreneurs have the potential to be their own boss and create wealth, they also take on significant risk if their business fails and may have to work long hours initially. Overall, the document explores what it means to be an entrepreneur and encourages learning about entrepreneurship to help identify career interests and build skills for potential business ownership.
The document discusses Global Entrepreneurs (GE), a program that connects students with internship opportunities at startups. It notes that GE has not grown significantly in the last 5 years and its products have not evolved with the current business economy. It provides tips on how to position GE to students, focusing on professional development opportunities, and to startups, highlighting the international talent and leadership experience they can offer interns. The document also gives a 9-step plan for making GE programs grow exponentially, including setting goals, finding university partners, and engaging alumni.
Based on the analysis so far:
- John Smith would likely find some differences in how power and hierarchy are viewed in Brazil compared to what he is used to in the US. In Brazil there tends to be higher power distance, meaning inequality and hierarchy are more accepted and status/position are more important.
- He may need to adjust his expectations around challenging superiors, decision making processes involving lower levels, and views on equality between people in roles. Being aware of these differences could help him avoid potential conflicts or misunderstandings.
- Continuing the analysis of other cultural dimensions could provide more insights into other areas John may need to adapt to be successful in Brazil. Understanding cultural differences is key for global entrepreneurs.
The document discusses various strategies for entrepreneurs to go global, including creating a web presence, relying on trade intermediaries, forming joint ventures, engaging in foreign licensing, considering international franchising, using countertrading and bartering, exporting, establishing international locations, and importing and outsourcing. It also covers barriers to international trade such as tariffs, quotas, and cultural differences. Guidelines are provided for small businesses to succeed in international markets.
Global Entrepreneurship
The document discusses developing a global mindset for entrepreneurs. It defines a global mindset as thinking globally and acting globally by paying attention to global opportunities and trends, and taking action such as launching globally-focused companies, products, and services. Developing a global mindset involves increasing one's international IQ, traveling internationally, reading international news sources, networking with foreigners, and seeing one's local area through the eyes of foreigners.
This document outlines various aspects of international entrepreneurship, including:
1. Definitions of international entrepreneurship as conducting business across borders or discovering opportunities outside a firm's domestic market.
2. Traditional motivations for international business like accessing new sales markets or lower costs.
3. Key considerations for international vs domestic entrepreneurship including differing economic, political, legal, cultural, and technological environments.
4. Common modes of entering international business such as exporting, non-equity arrangements, direct foreign investment, mergers, and partnering to overcome barriers.
This document provides a syllabus for an Entrepreneurial Development course. It outlines 4 units that will be covered: (1) entrepreneur traits and types, (2) competing theories of entrepreneurship and entrepreneur development programs, (3) entrepreneur motivation and behavior, and (4) searching for business ideas and preparing feasibility reports. The syllabus also includes sample questions that will be asked to assess students, focusing on defining key terms and explaining concepts covered in the various units.
The document discusses entrepreneurship and introduces key concepts:
1) Entrepreneurship is creating something new of value by devoting time and effort while accepting risks and potential rewards.
2) An entrepreneur actively starts and leads their own business to grow and prosper by recognizing opportunities and managing resources.
3) Entrepreneurship can lead to innovation, job creation, and economic growth through organizing resources and creating new products/services.
This powerpoint presentation defines entrepreneurship and discusses its history and modern applications. It begins by defining an entrepreneur as someone who organizes and manages a business while taking on financial risk. It notes that agricultural students have been involved in entrepreneurship since the early 20th century through programs like raising livestock and growing crops. Today, agricultural entrepreneurship can involve many diverse activities beyond farming like custom harvesting or operating a small engine repair service. The presentation concludes by discussing characteristics of successful entrepreneurs and different types like social and lifestyle entrepreneurs.
International entrepreneurship & Going GlobalKacung Abdullah
This document discusses international entrepreneurship and considerations for going global. It defines international entrepreneurship as business across national boundaries. Entrepreneurs must consider how managing internationally differs from domestic operations. Key strategic issues include options for engaging in international business and properly assessing decisions to enter foreign markets. Success depends on political/legal environments, economics, distribution channels, culture, communication, and adapting to change. Motivations to go global include profits, competition, unique opportunities, capacity, and scale. Common entry strategies involve exporting, contracts, licensing, franchising, joint ventures, and wholly owned subsidiaries.
Greece is facing a debt crisis as a result of large government deficits and a current account deficit that relied on foreign borrowing which has now dried up due to the global financial crisis, leaving Greece unable to finance its deficits and rolling over its debt obligations without external assistance from the IMF and Eurozone countries. Adopting the euro eliminated Greece's ability to use currency devaluation or control monetary policy to regain competitiveness.
The document summarizes Thunderbird School of Global Management, a leading global business school. It provides an overview of Thunderbird's history, campuses and programs. Thunderbird offers executive education, open enrollment programs, customized corporate learning and degrees like its full-time MBA in global management. It partners with companies around the world to help develop global leaders through education.
Here are the key points from the case study:
- Fion Lin and C.A. Lin quit well-paying jobs in VC to launch wellness cafes
- They believed wellness would be the next big trend as boomers age and Gen X focuses on health
- They did market research and feasibility studies and found demand for healthy, quick food in a comfortable setting at affordable prices
- They tested the concept in Shenzhen and Hong Kong, then expanded to multiple locations in China
- Within 2 years they had locations in Beijing, Hong Kong, and southern China
- Their goal is to become the #1 wellness lifestyle brand in China and then expand overseas
This case introduces how the entrepreneurs identified
Here are a few key benefits and challenges of global entrepreneurship discussed by the class:
Benefits:
- Access to larger markets and greater opportunities for growth and profitability. Going global allows small companies to compete on a much larger scale.
- Ability to source materials, components or labor from around the world to reduce costs and take advantage of different countries' competitive advantages. This can improve profit margins.
- Diversification of risk by not relying on only one local market. If one country experiences an economic downturn, a global business is less impacted.
Challenges:
- Increased complexity of operating in multiple legal systems, business environments, cultures and languages. This requires greater resources and coordination.
- Brian Butler teaches classes on global entrepreneurship and international finance in Europe and Miami. He has a global background, having been born in Canada, educated in the US, and now living in Brazil.
- The document discusses common sources of startup funding, including angel investors, venture capital, and private equity. It outlines typical rounds of funding from seed to Series C.
- Angel investors provide early funding and deal sizes under $1M. Venture capital funds invest larger amounts over $1M and seek high returns through firm growth or acquisition. Private equity funds invest even larger amounts.
This document discusses developing a global mindset for entrepreneurs. It provides information about an upcoming class on global entrepreneurship being taught in Recife, Brazil. The class will have 4 more sessions over the next few weeks and will cover topics like international experience and careers, international IQ, social networks and collaboration for entrepreneurs globally. Students are reminded that attendance and homework will count towards their grade. They are also advised to form groups and start working on an upcoming team project that is due at the end of the month.
The document provides an overview and schedule for a class on developing a global mindset for entrepreneurs. It discusses key topics that will be covered in the class like entrepreneurship and economic development, social networks for entrepreneurs, and using social media for global outreach. It also provides details about assignments, exams, and group projects that students will need to complete as part of the class.
Building better global managers.by carolyn feuillecfeuille
The document discusses building global managers and developing a global mindset. It outlines the key competencies needed for global leadership, including operating in complex contexts, developing a global mindset, navigating cultural realities, building relationships, and adjusting leadership styles. Best practices for global leadership development are presented, such as identifying requisite skillsets, developing a competency framework, integrating programs with talent management, and offering a variety of learning modalities. Metrics for evaluating the return on investment of global leadership development programs are also provided.
- The document provides feedback on an individual's Global Mindset profile based on an assessment they completed.
- It shows the individual scored highest in Social Capital and lowest in Intellectual Capital compared to benchmarks.
- The report is meant to help the individual identify ways to improve their ability to work with those different from themselves.
Media Innovation & Entrepreneurship Textbook DeckMichelle Ferrier
This deck provides detail on the forthcoming Media Innovation & Entrepreneurship textbook being beta tested in Fall 2017. Version 1.0 release in Spring 2018. To use in your classroom, see link at the end of the presentation to request review access.
Editors: Dr. Michelle Ferrier and Elizabeth Mays
The Rebus Community provided special project support.
China Start is a 5-day program tailored to for ambitious Start-ups and Growth companies to to learn China-specific knowledge, network with potential local partners/customers and pitch for Chinese investment. It provides opportunities for entrepreneurs to capitalise lucrative Chinese market and secure substantial funding from Chinese investors as well as develop commercial partnership with China.
China Start Program has been designed for high-potential, globally minded executives, entrepreneurs and investors, who see their team or organization’s future strategy closely aligned with the growing opportunities presented by China. This program is for individuals who have the hunger to acquire China-specific knowledge, global network and investment that will aid them in successfully delivering their China market entry strategies.
The program will be delivered through interactive class discussions, real- life case studies, group exercise, company visits (e.g. Tencent, JD.COM), cultural experiences, guest speakers and networking activities. Of course, once the participant is on board with us, we are here to help before, during and after the program.
The document describes 180 Degrees Consulting, a student-run consultancy that helps non-profits address challenges in a sustainable way. It works by establishing university branches where students consult with local non-profits, identifying issues and developing solutions. Students collaborate internationally online and gain experience working on real projects. Non-profits benefit from affordable services and fresh perspectives, while students gain skills helping organizations and exploring careers. The consultancy has expanded to several universities worldwide and works with non-profits on issues like fundraising, marketing, and poverty alleviation.
The document announces the 2nd PR International conference to be held in Nairobi, Kenya from July 7-11, 2009. The conference is organized by the International Public Relations Association along with African public relations associations and will bring together public relations practitioners from around the world. The theme of the conference is "Public Relations in Action: Using Public Relations to Leverage Organisational Development in a Recession." It will include presentations from top global PR firms and consultants on using PR in areas like corporate communications, issues management, financial PR, and more.
Communications in international developmentPaulina Ibarra
This course provides an understanding of international development and how communications can further development goals. Students will learn how media, technology, social marketing, and partnerships are used in development. Through case studies, guest speakers, and real-world applications, students will understand development communications theory and practice, and how to plan and execute communications activities in key development areas like health, environment, and economic growth. The course uses interactive methods like discussions and presentations to help students apply communications tools and tactics to current issues.
Entrepreneurs thrive and survive on Networks. The role of Organizations like TiE, NEN, BEN, JEN, CIIE and various Angel Networks, Venture Capitalists as well as Academic Institutions like Stanford, Harvard, Duke, IIM, IIT have been very pivotal in shaping and accelerating the entrepreneurial ecosystem of their respective city, state and country. In this elective course, Atul Kumar, will examine, explain current entrepreneurship networks.
CIMEL aims to understand changes in media and entertainment industries, identify challenges they face, and promote knowledge. It maintains a global perspective with a focus on Latin America and emerging markets. CIMEL is led by a Chief Executive and Academic Director and works with member companies, professors abroad, and new entrants. It conducts research through projects and publications to provide insights for both business and society. Future plans include expanding multidisciplinary research, building regional focus, and increasing collaboration and knowledge diffusion.
Penn Wharton I4A Student Initiative: Info SessionIdeas4Action
This document summarizes an information session for the Ideas for Action (I4A) student initiative. I4A is a platform that connects individuals around the world to discuss ideas related to achieving the UN's Sustainable Development Goals. The information session outlines three leadership positions for a Global Classroom project to design an online learning platform, a Project Incubator to help implement top I4A proposals, and an Outreach & Social Media role to promote I4A online. It encourages students to apply by September 8th for opportunities to gain experience in international development, networking, and career building.
The document describes 180 Degrees Consulting, a student-run consultancy that provides pro-bono consulting services to non-profits. It was founded to address the problems that most student groups only enable fundraising or awareness activities, while non-profits lack access to affordable consulting help. 180 Degrees has branches at universities worldwide where students work on projects matched to their skills to help non-profits with challenges like strategy, marketing, and sustainability. Both non-profits and students benefit, with testimonials praising students' impact and skills gained. The organization has grown rapidly since starting and aims to support 500 projects annually by 2015 through continued expansion.
The document describes 180 Degrees Consulting, a student-run consultancy that provides pro-bono consulting services to non-profit organizations. It notes that while students have creative ideas, most can only help through fundraising or awareness, and non-profits lack access to affordable consulting. 180 Degrees addresses this by matching students' skills with non-profits' needs to develop sustainable solutions. It has established branches worldwide that work with organizations on challenges like marketing, fundraising, and sustainability. Both non-profits and students benefit from the experience and impact.
Creativity and The Business Idea (Part 1).pptxDila685753
This document provides information about a training program on creativity and business ideas. It includes the objectives of the program, which are to demonstrate knowledge of entrepreneurship, determine the key characteristics of entrepreneurs, and understand the advantages and disadvantages of entrepreneurship. The document then covers various topics through a series of slides, including defining entrepreneur and entrepreneurship, discussing qualities of entrepreneurs, considering different views on entrepreneurs, and outlining the characteristics needed to be a successful entrepreneur.
This project aims to address youth unemployment in Romania by developing a community and online platform to provide tourism-related training, information, and advice to unemployed students and graduates. The platform will also facilitate networking between students and entrepreneurs in the tourism sector. Over the course of one year, the project will conduct research on consumer behavior, launch the online platform, and promote it to engage 500 unemployed young people. The end goal is to open a tourism resort fully managed by the target group.
This presentation is designed to appeal to sponsors interested in partnering with us as we launch a global campaign to launch 75 communities in 75 cities in 45 countries, while making a documentary.
YoPro's CEO plans to personally lead the team as they develop 75 communities for young professionals to get together right out of college and support each other in a community, lending a global voice to their personal and professional situations while advancing themselves.
The document discusses the origins and nature of entrepreneurship. It traces entrepreneurship back to medieval Europe and defines it as undertaking or creating new economic organizations. The document then explores various definitions of entrepreneurship provided by scholars as creating value under conditions of risk and uncertainty. It differentiates between forms of entrepreneurship such as social, business, and tech entrepreneurship. The document also examines the importance of entrepreneurs for job creation and economic growth. Finally, it discusses the characteristics and competencies needed in an entrepreneur such as opportunity seeking, risk-taking, and leadership.
This document provides information on the "Doing Business in China" module, including:
1) An overview of the module contents which will examine factors impacting foreign business in China and how to manage associated risks and challenges.
2) Details on assessments, which will include a class participation component and an individual assignment analyzing China market entry strategies.
3) Descriptions of teaching methods like lectures, seminars with guest speakers from industry, and potential collaboration with a Chinese university partner.
YoPro Global is an invite-only social network for young professionals aged 21-40 that aims to help them transition successfully from college to career. It provides online peer networking matched by interests and expertise, robust profiles, and in-person events. Unlike Facebook and LinkedIn, which cater to broader audiences, YoPro specifically targets recent graduates and young professionals. It connects them based on shared interests and provides events and expert content to facilitate networking, mentorship, career discovery and advancement. YoPro has developed a business plan to launch in key cities and grow a global user base of over 1.4 million in 3 years, becoming profitable by generating revenue through services like recruitment, coaching, advertising and event sponsorships.
This document provides an overview of Cardiff University's International Internship Programme. It discusses the strategy and goals of increasing student mobility through offering internships abroad. Examples are provided of the types of internships available in various countries. Outcomes of an initial pilot programme are shared, including exceeding the target number of students placed and positive student feedback. Challenges of managing an international internship programme are also acknowledged, such as working across time zones and ensuring health and safety. The overall intention is to develop globally minded graduates and increase student employability through providing meaningful international work experiences.
2018 china start brochure-CKGSB China Start programLiping Wan
China Start provides an elite standard of
China venture ecosystem knowledge that
will help participants to understand China
and industry specific knowledge that is
essential for successful integration into
China. CKGSB’s influential Chinese alumni
base will develop participant’s networks
and partnerships with Chinese industry
leaders, helping your business to meet
the most relevant players. The program
features investment pitching sessions with
Chinese angels, VC and PE investors that
can offer participants the possibility to
acquire a substantial investment. Setting up
a business in China has never been so easy
with China Start!”
Similar to part 1: Global entrepreneurship class (20)
The document proposes rethinking online courses by breaking them into smaller "chunks" of content like articles, videos, and podcasts that can be explained and shared independently. It envisions a collaborative marketplace where anyone can create and explain chunks to build reputation as online educators. The website CourseChunks.com allows users to make, share, import, and recommend multimedia chunks to curate collections for teaching and learning.
This document summarizes Brian Butler's presentation on challenges and opportunities in higher education and edtech. Butler has over 10 years of experience in international education and has founded companies like CourseChunks and Summit Global Education. The presentation discusses issues like rising costs and student debt burden in US higher education. It also notes opportunities to innovate through new models and technologies that can address skills gaps. Potential areas discussed include lifelong learning platforms, virtual/augmented reality tools, and focusing more resources on vocational training alternatives to traditional 4-year degrees. The document provides an overview of recent edtech investing trends and the large potential market size. It encourages attendees to think ambitiously about problems in higher education and how new businesses could create meaningful impact
The International Education Challenge (#theIEChallenge)Brian David Butler
The document announces an idea competition asking participants how "Going Global Begins at Home" could be possible. Entrants are asked to submit a text, video, or photo showing how this might work by April 12th, 2015. The winners will be announced on April 15th.
Cross Cultural Communications - Global Summit Brazil 2015Brian David Butler
Brian David Butler is an experienced global educator and business professional who has lived and worked in several countries. He has a diverse educational background and career experience, including working as a director of marketing and admissions for a study abroad program in Europe and South Africa. Butler also has experience as an analyst and has taught courses in finance, economics, and global trade at the graduate level.
Cross Cultural Communication and Management - Summit Brazil ESPM 01-2014 part01Brian David Butler
This document contains biographical information about Brian David Butler. It is presented in three sections:
The first section provides basic contact information for Brian David Butler and notes that he has a global background, having been born in Canada, raised in Switzerland, educated in the US, worked for a Japanese company, lived in New York, and married a Brazilian.
The second section details Brian's previous work experience as the Director of Marketing and Admissions for an academic study abroad program in Europe and South Africa. It notes he taught international finance and European Union courses.
The third section states that Brian previously worked as an analyst for Columbia University and holds an MBA from Thunderbird School of Global Management. It also outlines
This document provides travel advice for visiting Interlaken, Switzerland. It recommends places to visit like Grindlewald, Wengen, Lauterbrunnen, and hiking destinations like First Mountain and Schilthorn. It notes trains and cable cars can take visitors to these locations and suggests hiking paths and waterfalls to see, like in Lauterbrunnen. Tips are provided for etiquette like greetings. Rules mention being quiet and using crosswalks. The document welcomes readers to Interlaken and provides an introduction and information about Professor Brian Butler who will be teaching about the European Union.
This document provides travel advice and tips for visiting Paris, France. It lists areas near the hotel to visit like the Marais neighborhood, Montmartre, and Rue Mouffetard. Museums like the Louvre and Pompidou are mentioned. The document recommends taking the bus instead of the subway and provides food and drink suggestions. Tips are given to avoid popular tourist areas, say hello/goodbye, and apologize for not speaking French. Overall the summary highlights key tourist sites, transportation, and cultural etiquette tips for visiting Paris.
The document provides an introduction and travel advice for Barcelona, Catalonia, Spain. It discusses several highlights for visitors including La Pedrera by Antoni Gaudi, La Sagrada Familia church, and Casa Batllo, also designed by Gaudi. The document recommends seeing these sites, especially La Pedrera at night and from the roof, and emphasizes eating tapas in Barcelona. It encourages visiting within one afternoon the sites near the Forum-Nexus hotel.
The document provides an introduction to a class on the European Union taught by Professor Brian Butler in Barcelona, Catalonia, Spain. It includes information about the professor's background and qualifications, as well as expectations and rules for the class. The class will cover topics like nationalism in Europe, differences between EU and US views on equality, the history and crisis issues facing Spain, and the regions of Catalonia, Basque Country, and Andalusia. Students will discuss their observations of Spain and review material from previous lectures.
1) The document introduces Professor Brian Butler and provides details about his background and qualifications to teach about the European Union.
2) It outlines the course structure, including required readings, exam material, group projects, and expectations for attendance and participation.
3) The group project involves analyzing questions related to the Eurozone debt crisis and fiscal integration in the EU in teams of 3-4 students.
Brian Butler is a professor who teaches about the European Union. He was born in Canada, educated in the US, and has lived in several countries including Switzerland, Brazil, and currently lives in Recife, Brazil. The course will cover current political and economic issues facing the EU, with a focus on the ongoing crisis. Students will complete a team project and individual interviews with Europeans to understand local perspectives on the EU. The class will not focus on memorizing details, but rather discussing major issues and changes facing the EU.
Part 6 switzerland - forum nexus finance class summer 2011Brian David Butler
This document provides an introduction and expectations for a course on global finance and entrepreneurship taught by Brian Butler. It introduces Butler's background and qualifications, lists required readings and textbooks, and outlines expectations for the course including attending lectures, completing assignments, and participating in discussions and group work. The document also includes sample discussion questions on currencies and currency exchange rates related to countries like the US, UK, Eurozone, Switzerland, and others.
This document provides information about a guest lecturer, Brian David Butler, who teaches international finance courses. It outlines Butler's background and qualifications, including his work experience at various universities. It then provides expectations and requirements for the course, including assigned readings from two textbooks. Finally, it describes a group project that students will complete in three parts on topics related to the Eurozone crisis, fixed vs. floating exchange rates, and global reserve currencies.
The document provides an overview of Brian Butler's guest lecture on international finance and global entrepreneurship. It introduces Brian and his background, then outlines the class expectations and schedule, including assignments, guest speakers, and topics to be covered like hedging foreign currency risk and tools for avoiding risk. Students will discuss recent economic events in Spain, a professional banking visit, and work in small groups on currency exchange problems. The goal is for students to understand risks in international finance and learn hedging techniques to protect against those risks.
The document introduces Brian Butler, a professor of international finance and global entrepreneurship, who will be giving a guest lecture. It provides biographical details on Brian Butler, including his educational and professional background working in finance in various countries. It then outlines the course objectives and topics to be covered in the lecture, including an analysis of the global financial crisis and its impact on European economies and financial markets. Readings and assignments are also listed.
Part 7 switzerland - forum nexus finance class summer 2011Brian David Butler
The document discusses international finance concepts including the "pyramid of promises", fixed vs. flexible exchange rates, and the size of the global financial system. It notes that the modern financial system represents a pyramid of promises totaling $140 trillion in 2005, with the US holding $52 trillion in promises. It describes how exchange rate systems have historically shifted between fixed and flexible regimes and explains some of the tradeoffs between the two approaches.
Brian Butler is a professor who teaches about international finance and European studies. He was born in Canada, educated in the US, and has lived and worked in several countries including Switzerland, Ohio, New York, and currently Brazil. The document includes Butler's lecture schedule traveling through several European cities teaching classes. It also provides examples of lecture content and exam details.
The document provides an overview of the European Union (EU) in 3 paragraphs:
1) It describes the EU's population of 500 million across 27 member countries and candidate countries. It also mentions the vision of its founders to promote peace and prosperity through cooperation.
2) It discusses the history of the EU from its origins after World War 2 to the recent enlargements of 2004 and 2007 that brought in many eastern European countries.
3) It outlines the EU's goals to be more efficient, democratic, transparent and united, as well as secure, through policies addressing climate change, energy, the economy, and more.
This document provides recommendations for sights to see and things to do during a free afternoon in Barcelona. It recommends visiting La Pedrera designed by architect Antoni Gaudi, as well as Casa Batllo and Sagrada Familia, both also designed by Gaudi. Additionally, it recommends checking out the National Art Museum of Catalonia located in Montjuic Hill, Plaza Catalunya, the Gothic Neighborhood, and the port and beaches. The document emphasizes exploring Barcelona's architecture and sights designed by modernist architect Antoni Gaudi.
The document provides travel tips and recommendations for visiting Paris, France. It lists popular tourist attractions near the author's hotel such as the Louvre museum and Notre Dame cathedral. It recommends visiting the Montmartre neighborhood and Latin Quarter walking streets. The document also provides dining recommendations, advising visitors to look for cafes in local neighborhoods frequented by Parisians rather than tourist areas. It concludes with tips for interacting with locals, such as greeting people when entering establishments and apologizing for not speaking French.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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
2. Brian David Butler
Teaching:
Brian Butler is currently a professor with Forum-Nexus,
which is co-sponsored by the IQS Business School of the
Ramon Llull University in Barcelona, and the
Catholic University of Milan. He teaches classes on
International Finance and Global Entrepreneurship in
brian.butler@forum-nexus.com Europe every July and January.
briandbutler@gmail.com
LinkedIn/briandbutler
Skype: briandbutler In Miami, Brian has taught Finance, Economics and Global
Trade at Thunderbird’s Global MBA program in Miami.
He previously worked as a research analyst at the
Columbia University Business School in New York
City.
3. Brian David Butler
International:
A global citizen, Brian was born in Canada, raised in
Switzerland (where he attended international British
school), educated through university in the U.S., started his
career with a Japanese company, moved to New York to
work as an analyst, married a Brazilian, and has traveled
brian.butler@forum-nexus.com extensively in Latin America, Asia, Europe and North
briandbutler@gmail.com
LinkedIn/briandbutler America.
Skype: briandbutler
Brian currently lives in Recife, Brazil where he is teaching
classes on “Global Entrepreneurship” at the university
“Faculdade Boa Viagem”.
13. Introductions: All students introduce
themselves:
• Level interest in Entrepreneurship?
▫ Ever opened a company before? Why not? (fear of
failure? Waiting for “right idea”?
▫ How strong is your interest in opening a
company? (1-10)
1 – not sure
10 – sure will, already know idea, have $$
14. Introductions: All students introduce
themselves:
• Level of international exposure?
▫ Experience traveling abroad? At what age?
Frequency? Duration?
▫ Ever lived abroad? Any interest in living abroad?
Where? Why? Study Abroad?
▫ How often do you read international newspapers?
Watch international news? Blogs? Other?
15. Introductions: All students introduce
themselves:
• Level of comfort with social media - technology
▫ Tech phobic? – or – tech geek?
▫ Experience with blogs, twitter, facebook, other
social media?
▫ Web designer? Programmers?
17. Course Description
• This course presents a systematic overview of
the opportunities for global entrepreneurship.
• There will be an integrated progression of topics
ranging from understanding the political,
economic, cultural and economic influences on
international trade and investment flows, to the
analysis of the strategic and operational
alternatives when conducting international
business.
18. Course Description
• This course introduces a way of thinking called
“global mindset for entrepreneurs”. Through
practical case-studies, team projects and meet-
ups with local entrepreneurs and organizations,
the students will be exposed to the actual
implementation of the topics covered in class on
real-life companies.
19. Course Description
• Course Objectives
• Global Entrepreneur class has four specific goals:
1. To help students learn how to systematically analyze
opportunities for global entrepreneurship
2. To familiarize students with the issues and
challenges facing global entrepreneurs.
3. To provide students with an intensive experience
studying "global" startups.
4. To familiarize students with the power of informal
networks and the importance of leveraging networks
while working globally.
20. Course Description
• Upon successful completion of this course students will
be able to:
1. Develop a solid understanding of the foundations of
international entrepreneurship and the cultural context
for creating companies in diverse international
environments
2. Become familiarized with the causes and consequences of
the process of accelerated globalization
3. Examine the strategies and structures that young firms
adopt in order to compete effectively in the international
business arena
4. Examine the policies and practices of entrepreneurs
regarding ethics, social responsibility and the
environment
5. Understand changes in technologies and the numerous
opportunities they offer for international
entrepreneurship
21. Class Schedule: Topics to cover:
Introduction, definitions
▫ Define learning objectives. Learn about student’s
international and entrepreneurial experience and
aspirations.
▫ Global entrepreneurship – what does it mean to be a
“global entrepreneur”?
▫ What are the benefits of global entrepreneurship?
What are the challenges?
▫ What are some “global industries”? –ex:
pharmaceuticals, banking, internet, technology,
media, film, music, travel
▫ Understanding the difference between Global
strategies, International strategies, Multinational
strategies, and transnational ones.
22. Class Schedule: Topics to cover:
The “Three Questions” framework
• The “three questions” framework
▫ “what is the problem, and what are you going to
do about it?”;
▫ “What is the trend, and how are you going to
get in front of it?”,
▫ “what is great here / somewhere else, and how
are you going to localize it?”
23. Class Schedule: Topics to cover:
The “Three Questions” framework
• Seeking Opportunities by solving problems:
• Analyzing trends to find opportunities: ie.
▫ Awareness of global trends, global business models
▫ Global Trends, changes, risks and opportunities
▫ Global changes in technology, communications, capital markets,
regulations, consumer tastes, credit availability, technology and
more; and how they create opportunities for entrepreneurs
• Localization and replication locally:
▫ International IQ: global awareness, and the opportunities for
global entrepreneurs
▫ Mass-Localization vs Globalization: What are “localizing”
strategies?
▫ Localization of foreign business models and technology
▫ A systematic approach to analyzing the risks and opportunities;
looking at cultural differences, regulatory differences, consumer
behavior, tastes, income levels, and more…in the process of
evaluating localizing strategies
▫ Benchmarking, and best practices – international inspiration
24. Class Schedule: Topics to cover:
Developing the global mindset for
entrepreneurs
• Globalizing: Learning to “think global, act
global”: Going-global strategies for local
entrepreneurs
• The challenges of thinking globally for small
companies
25. Class Schedule: Topics to cover:
Enabling global entrepreneurs with
technology
• Using technology for global collaboration,
international team-building and cross cultural
entrepreneurship: analyzing the challenges for
entrepreneurs
• Collaborating: the global Value Chain and
entrepreneurship
• Open source strategy (technology, business
models)
26. Class Schedule: Topics to cover:
Cultural aspects of entrepreneurship and
innovation:
• Benefits of an open society: Immigration and
innovation
• The importance of Critical Thinking for
innovation
• “Fail fast” and “global learning”
• Communicating across borders and across
cultures: challenges for entrepreneurs
27. Class Schedule: Topics to cover:
Entering Foreign markets
• Market entry strategy – international marketing
– licensing, franchising, JV’s, FDI -
• OLI theory of FDI
• Foreign Direct Investment
• Corporate innovation
Competing against global giants
• M&A as strategy for building global empires
• How entrepreneurs compete vs global
competitors
28. Class Schedule: Topics to cover:
Role of global finance for entrepreneurship
• International finance – Euroloans, Foreign currency, interest rates –
risks, hedging
• Venture Capital, seed funding, bootstrap funding
Geographical Clusters + Economic Development
• Centers / Clusters: What makes Silicon Valley work?
• Is India the next emerging competitor to Silicon Valley?
• VC and innovation clusters – Silicon Valley, Boston, Israel. What’s
missing in Europe? Latin America?
• Innovation Eco-systems: ranking cities for innovative potential
• Strategy: Building national Champions
• Understanding global differences: Unique Brazilian brand of
Capitalism
• The Chinese model, why it works, what are the risks
• Economic development through innovation and entrepreneurship
• Do developing nations need technological innovation? Or tech-
transfers?
• Benefits of an open society: Immigration and innovation
29. Class Schedule: Topics to cover:
Social Entrepreneurship – international focus
• Development & Entrepreneurism: Social
entrepreneurship, credit to the poor, bottom of the
pyramid marketing, making technology affordable
Management challenges
• Leadership skills, time, money
• Developing international leadership skills
• Managing across borders – challenges for small
companies
• Building international teams
• Selling in unfamiliar cultures, languages
30. Course Description
• Course Requirements
• The course requires active student participation.
Students are expected to read the assigned
textbook chapters, cases and articles before
every class. Punctual attendance is required.
There will be a midterm exam, a midterm2
exam, case studies, and a team project.
31. Course Description
• Teaching Procedures and Methodology
• Teaching methods used in this course include lectures,
case discussions, team assignments, and professional
visits. Learning in this course requires the student’s
constructive participation and active involvement in both
class discussions and small group discussions. Small
group discussions, in particular, are a key mechanism for
facilitating learning from other team members. Thus, it
is essential to attend all group activities inside and
outside classes. The corporate visits will expose the
participants to different aspects of the class and will
highlight the practical relevance of the concepts learned.
The visits will be accompanied by individual or group
assignments.
32. Course Description
• Language Requirements:
• Professor Brian will conduct classes in English, but can answer any
questions / doubts in Portuguese.
• Students must be able to understand spoken English, and will be asked to
submit assignments in English. This is not, however, and English-language
course, and the purpose of the class is not to test the students English
language skills. Off-Class discussion among students may be conducted in
either English or in Portuguese.
• The reason that English is important for this class: in order for students to
be able to take advantage of global entrepreneurship opportunities, it
should be stressed the importance of being aware of technological, scientific
and global business trends, many of which are available first online in
English-language formats . For this reason, globally minded entrepreneurs
should have the basic ability to read and understand English.
33. TEAM PROJECT
• This team project is designed to provide you
with a sound understanding of how
entrepreneurs that engage in international
business apply the concepts discussed in class to
make real-life business decisions. Your team
assumes the role of consultants that will advise
the chosen company on some critical issues
related to expanding into a new market. Teams
will be made up of 3-4 students each.
• Students will be asked to market a good or
service from one country to another country.
The project must include the following sections:
34. TEAM PROJECT
I. Product and Company Selection
• Select a product or service that at least one members of
the team has a specific knowledge about and is currently
marketed in a foreign country. Describe the product, the
manufacturer, and the international business orientation
of the firm.
II. Market Analysis
• Research the possibility of bringing that product/ service
to another country (localizing the foreign business).
Elaborate a market analysis in which you examine the
competitive, economical and political environment that
will impact the future success of your product and
company there. Focus on the aspects of these
environments that are most relevant to your company
and product.
35. TEAM PROJECT
III. Market Entry Strategy
• After selecting a product and analyzing the target market,
evaluate the different market entry strategies available.
Assume that the company does not merely want to export its
product to the given market, but has plans to develop a more
strategic approach to entering this market.
IV. Location
• As part of your analysis in part III, make sure to suggest one
or more particular cities or regions that will play a role in your
proposed strategy. Describe the advantages of the proposed
locations in terms of operations and distribution among
others.
• The project report should be between 6 and 8 pages long
(Font: Arial, 12; Line Spacing: 1.5).
36. Grading
• Components of Final Grade
• Exam a- 20%
• Exam b- 30%
• Team project 25%
• Assignments 15%
• Class participation 10%
39. Global entrepreneurship
• Entrepreneurship in the 21st century is evolving.
• Because of global changes in technology,
communications, and capital markets….
…… today's innovative startups are building
successful companies in countries around the
globe, in many instances with investors,
vendors, customers, and employees located
thousands of miles away.
40. Global entrepreneurship
• The challenges these leading-edge companies
face, particularly in emerging markets, are some
of the most sophisticated issues both for
businesses and governments alike.
• Many entrepreneurs find it difficult to expand
and manage their ventures expanding into the
global marketplace.
41. Opportunities for Global Entrepreneurs:
• Never before have there been so many
interesting and exciting international business
opportunities.
▫ The movement of the once more controlled
economies of the former Eastern and Central
Europe, the former USSR, and the People’s
Republic of China to market orientation, the
expansion of the Pacific Rim and South America,
and the awakening of countries in the African
continent …..provide a myriad of possibilities for
entrepreneurs wanting to launch businesses in a
global market as well as for businesses of existing
entrepreneurs to expand globally.
42. What is “global” entrepreneurship?
• Simply defined, the global entrepreneur is one who
conducts business activities across national
boundaries (executing his or her business model in
more than one country).
• The successful global entrepreneur understands how
international business differs from domestic
business and is able to respond accordingly.
• Successful global entrepreneurship needs to take
into account the: culture, political and legal
environment, economic system and development,
technology environment, and the overall
infrastructure.
43. Types of Entrepreneurs
1. Local for local
▫ Fill local void, local opportunity.
▫ Little education necessary. Low growth expected. Opportunity
based
2. High growth
▫ Disruptive innovation, technology driven
▫ Examples: facebook, twitter, google
3. Global
▫ Disrupt local, but not necessarily technology, nor necessarily
innovative. Often copies of service in one location,
transplanted to another. Excellent for emerging markets.
▫ Examples includes exporters, importers, as well as high growth
technology with global focus, Indian outsourcing, design firms,
and “global nomads” (expats with confidence to go global and
startup local companies).
45. Why go global?
1. When local market is too small:
▫ Example: a high-end furniture maker in Recife,
Brazil would find the local market too small for scale
production, so might look internationally at New
York, London for clients
2. When you have competitive advantage you
wish to exploit globally
▫ Example: lower cost of labor, or high skilled
workforce, or raw material exclusive to region
▫ Example: India as tech outsourcing region with high
tech workforce, English, fraction of cost
▫ Manufacturing – export,
▫ Service – sell abroad – doctors, accountants, etc.
46. Why go global?
3. Enter markets before knockoffs
▫ International clones (copies of business model)
spread quickly, so you need to launch
GLOBALLY from the start (in multiple
languages)
• Yes, you come up with a great idea in the USA, and it works
well...and then...someone in Germany copies it, but offers it in
multiple languages (which Europeans are good at doing), and next
thing you know, they are selling well all across Europe, Latin
America, Asia...and are doing better than the original.
• This is an accelerated product life cycle.
47. Why go global?
4. Network effect = global dominance
▫ Example of Facebook vs. MySpace
49. International Strategy – comparing
Facebook with MySpace – 2 years ago
• Back in 2008:
▫ “Facebook is now the largest social network in the
world.
▫ But they continue to trail MySpace by a massive
36 million users in the U.S., and at current growth
rates it will take them 18 years to overtake
them.
50. today
• Facebook is the world’s largest social network,
with over 400 million users, 130 million
unique visitors per month
• MySpace = only 50 million unique visitors per
month
• What happened?
51. International strategy = key
▫ “Most of Facebook’s growth is international,
where they’ve executed on a brilliant strategy for
quickly rolling out localized versions of sites by
getting their users to do the translation
work for them (MySpace, by contrast, expands via
a command-and-control infrastructure that puts
people on the ground in each new international
market).
52.
53. Facebook growth international
• International Growth
• More than 70 translations available on the site
• About 70% of Facebook users are outside the
United States
• Over 300,000 users helped translate the site
through the translations application
http://www.facebook.com/press/info.php?statistics
54. Facebook growth international
• International growh = key to winning vs
competition
• Massive growth in users
• Network effect = value of company… leads to
more investment…leads to better user
experience…leads to more users
55. Network effect
• In economics and business, a network
effect (also called network externality) is
the effect that one user of
a good or service has on the value of that
product to other people. When network effect
is present, the value of a product or service
increases as more people use it.
• The classic example is the telephone. The
more people who own telephones, the more
valuable the telephone is to each owner. This
creates a positive externality because a user
may purchase their phone without intending
to create value for other users, but does so in
any case.
• Online social networkswork in the same way,
with sites like MySpace and Facebook being
more useful the more users that join.
56. Opportunities – why?
• The opportunities for international business
dealings have grown dramatically as the
traditional barriers associated with distance and
cross-border transactions have been reduced
through new technology and trade negotiations.
http://www.oecd.org/dataoecd/4/17/37818332.p
58. 3-questions exercise
• Identify at least (1) major problem, (1) major trend,
and (1) transferrable idea in:
• (a) locally – Recife
• (b) locally – Brazil
• ( c) globally – some other part of world, or
worldwide
• Due next week – Maximum 1 page – word document
– submit by email to : briandbutler@gmail.com
59. Class Schedule: Topics to cover:
The “Three Questions” framework
• The “three questions” framework
1. “what is the problem,
and what are you going to do about it?”;
2. “What is the trend?
and how are you going to get in front of it?”,
3. “what is great here / somewhere else?
and where else could it work? how are you going to
localize it? Where else could you bring this idea and
find success?
62. Sagrada Família
• Sagrada Família, is a massive, privately-
funded Roman Catholic church that has been under
construction
in Barcelona, Catalonia, Spain since 1882 and is not
expected to be complete until at least 2026.
• Considered the master-work of renowned Catalan
architect Antoni Gaudí (1852–1926), the project's
vast scale and idiosyncratic design have made it one
of Barcelona's (and Spain's) top tourist attractions
for many years.