This document discusses various concepts related to globalization and international business. It defines key terms like globalization, multinational companies, and different modes of entering international business such as import/export trade, foreign direct investment, strategic alliances, joint ventures, franchising, and licensing. It also outlines some examples of successful strategic alliances and franchises. Finally, it discusses various global challenges faced by businesses related to politics, economics, technology, and social and cultural factors.
The document discusses the challenges that global companies face in managing their organizations effectively in today's multipolar world. It argues that companies need to rebalance their organizational structures and footprints to better reflect the growing importance of emerging markets. Companies also need to disperse decision rights while maintaining tighter controls, and take a fresh approach to leadership and developing a truly global talent pool. The key to success is establishing the right management model that enables companies to realize the full promise of operating as a true global enterprise.
This document discusses emerging markets and strategies used by emerging giants to gain success on a global scale. It defines emerging markets as economies with high GDP growth and relatively low per capita GDP. Emerging giants like Samsung, Lenovo, and Haier circumvented institutional voids in their home countries and tailored strategies to local markets better than Western multinationals. Key to their success were a focus on quality, design, branding, and adapting quickly to market trends. The document also examines emerging giants in consumption like China and India that will drive future global growth.
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
The document discusses globalization and conducting business globally. It defines globalization as the faster interconnection between countries due to advances in transportation and communication, creating a more borderless world. It also discusses various challenges and strategies related to expanding business operations globally, such as overcoming traditional mindsets, developing clear global strategies, and managing decentralized international operations.
The document discusses strategies for companies from peripheral countries to break into global markets dominated by multinationals from Europe, Japan, and the US. It outlines factors like overcoming the "liability of origin", pushing expansion from domestic success, pulling in expertise from abroad, benchmarking foreign competitors, confronting industry traditions, protecting past capabilities, and investing in new capabilities. Late movers can learn from global players entering their home markets and copy or innovate business models.
This document provides an analysis of the business models of international food chains operating in India. It begins with objectives and scope, defining key terms like international marketing and fast food. It then examines reasons for foreign chains entering the Indian market and common entry strategies like strategic alliances, joint ventures, and standalone entries. Case studies of McDonald's and Domino's entry into India via joint venture and franchising respectively are described in detail. Challenges faced by foreign food chains in India are also outlined. The document concludes with limitations coming from sole use of secondary data sources.
Firms seeking to internationalize should consider three key factors: type of foreign market, timing of entry, and scale of entry. They should not merely adopt competitors' strategies. When deciding on markets, firms should consider issues like attractiveness. For timing, they should enter attractive markets once identified. For scale, they should consider entering at an appropriate size. Starbucks provides an example of successful international expansion. It began globally after growing to over 700 US stores. Pursuing international markets has increased profits and diversified earnings for shareholders. Starbucks' joint venture in Japan with a local partner helped it succeed in that market.
Meet the 2014 BCG Global Challengers (2)Vivek Singh
The document discusses the 2014 BCG Global Challengers report, which profiles companies from emerging markets that have significant global ambitions and growth potential. Some key points:
- The list of challengers has grown more diverse over time, with companies now headquartered in 18 countries compared to 10 previously.
- 13 new companies joined the list in 2014 across industries like food, beverages, telecom and infrastructure. Many are targeting the growing global middle class in developing markets.
- Global challengers have significantly outpaced competitors in revenue growth and job creation in recent years.
The document discusses the challenges that global companies face in managing their organizations effectively in today's multipolar world. It argues that companies need to rebalance their organizational structures and footprints to better reflect the growing importance of emerging markets. Companies also need to disperse decision rights while maintaining tighter controls, and take a fresh approach to leadership and developing a truly global talent pool. The key to success is establishing the right management model that enables companies to realize the full promise of operating as a true global enterprise.
This document discusses emerging markets and strategies used by emerging giants to gain success on a global scale. It defines emerging markets as economies with high GDP growth and relatively low per capita GDP. Emerging giants like Samsung, Lenovo, and Haier circumvented institutional voids in their home countries and tailored strategies to local markets better than Western multinationals. Key to their success were a focus on quality, design, branding, and adapting quickly to market trends. The document also examines emerging giants in consumption like China and India that will drive future global growth.
Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
The document discusses globalization and conducting business globally. It defines globalization as the faster interconnection between countries due to advances in transportation and communication, creating a more borderless world. It also discusses various challenges and strategies related to expanding business operations globally, such as overcoming traditional mindsets, developing clear global strategies, and managing decentralized international operations.
The document discusses strategies for companies from peripheral countries to break into global markets dominated by multinationals from Europe, Japan, and the US. It outlines factors like overcoming the "liability of origin", pushing expansion from domestic success, pulling in expertise from abroad, benchmarking foreign competitors, confronting industry traditions, protecting past capabilities, and investing in new capabilities. Late movers can learn from global players entering their home markets and copy or innovate business models.
This document provides an analysis of the business models of international food chains operating in India. It begins with objectives and scope, defining key terms like international marketing and fast food. It then examines reasons for foreign chains entering the Indian market and common entry strategies like strategic alliances, joint ventures, and standalone entries. Case studies of McDonald's and Domino's entry into India via joint venture and franchising respectively are described in detail. Challenges faced by foreign food chains in India are also outlined. The document concludes with limitations coming from sole use of secondary data sources.
Firms seeking to internationalize should consider three key factors: type of foreign market, timing of entry, and scale of entry. They should not merely adopt competitors' strategies. When deciding on markets, firms should consider issues like attractiveness. For timing, they should enter attractive markets once identified. For scale, they should consider entering at an appropriate size. Starbucks provides an example of successful international expansion. It began globally after growing to over 700 US stores. Pursuing international markets has increased profits and diversified earnings for shareholders. Starbucks' joint venture in Japan with a local partner helped it succeed in that market.
Meet the 2014 BCG Global Challengers (2)Vivek Singh
The document discusses the 2014 BCG Global Challengers report, which profiles companies from emerging markets that have significant global ambitions and growth potential. Some key points:
- The list of challengers has grown more diverse over time, with companies now headquartered in 18 countries compared to 10 previously.
- 13 new companies joined the list in 2014 across industries like food, beverages, telecom and infrastructure. Many are targeting the growing global middle class in developing markets.
- Global challengers have significantly outpaced competitors in revenue growth and job creation in recent years.
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
Mergers alliance Global Report food and drink 2009josefinapersson
The document provides a summary of mergers and acquisitions activity in the global food and drink sector in 2009. Some of the key highlights from the report include:
- National champions, defined as dominant domestic food and drink companies, exist in most countries and are pursuing international acquisition strategies to drive growth.
- Global food and drink brands continue to strengthen through consolidation and entering new emerging markets. Companies like Coca-Cola and Pepsico are acquiring brands and bottling operations internationally.
- Many large food and drink companies are realigning their portfolios and reducing debt through selling non-core assets after a period of debt-fueled expansion. Private equity investors also remain active, particularly backing innovative brands
The document discusses how a strong Canadian dollar and Canada's long-term competitiveness issues pose challenges for Canadian businesses that compete globally. It notes that Canada relies heavily on international trade but faces problems with a commodity-focused export mix, low productivity, fragmentation among firms, and weak competitive intensity and innovation. The document examines how these factors threaten Canada's economic growth and outlines potential solutions for businesses and government policies around trade, taxation, education, and innovation to strengthen Canada's competitiveness over the long run.
Procter & Gamble has pursued growth through innovation, testing, and marketing. It develops new products through design innovation and rigorous research and development. Every product undergoes extensive market testing before launch. P&G uses many forms of advertising including TV commercials, celebrity endorsements, and tailored regional campaigns. It focuses marketing expenditures on its biggest brands and optimizes its spending across different media. Going forward, P&G will continue to innovate, serve new markets, and develop higher-margin global brands.
This document provides an overview of key concepts related to product decisions in marketing and international business. It discusses factors that influence whether products should be standardized globally or adapted locally, including cultural differences, usage conditions, and government regulations. Product design, production decisions, branding, packaging, and quality standards are also examined. The challenges developing countries face in competing internationally with manufactured goods are noted.
The 2018 Dividend Aristocrats List: 25+ Years of Rising DividendsSure Dividend
The Dividend Aristocrats are a group of elite dividend stocks with 25+ years of rising dividend payments. You can download an Excel document containing the financial characteristics of every Dividend Aristocrat here: https://www.suredividend.com/dividend-aristocrats-list/
The Dividend Aristocrats discussed in the presentation are listed below (sorted by sector):
Consumer Staples
Archer-Daniels-Midland (ADM)
Brown-Forman (BF-B)
Colgate-Palmolive (CL)
Clorox (CLX)
Coca-Cola (KO)
Hormel Foods (HRL)
Kimberly-Clark (KMB)
McCormick & Company (MKC)
PepsiCo (PEP)
Procter & Gamble (PG)
Sysco Corporation (SYY)
Wal-Mart (WMT)
Walgreens Boots Alliance (WBA)
Industrials
A.O. Smith (AOS)
Cintas (CTAS)
Dover (DOV)
Emerson Electric (EMR)
Illinois Tool Works (ITW)
3M (MMM)
Pentair (PNR)
Roper Technologies (ROP)
Stanley Black & Decker (SWK)
W.W. Grainger (GWW)
General Dynamics (GD)
Health Care
Abbott Laboratories (ABT)
AbbVie (ABBV)
Becton, Dickinson & Company (BDX)
Cardinal Health (CAH)
Johnson & Johnson (JNJ)
Medtronic (MDT)
Consumer Discretionary
Genuine Parts Company (GPC)
Leggett & Platt (LEG)
Lowe’s (LOW)
McDonald’s (MCD)
Target (TGT)
V.F. Corporation (VFC)
Financials
Aflac (AFL)
Cincinnati Financial (CINF)
Franklin Resources (BEN)
S&P Global (SPGI)
T. Rowe Price Group (TROW)
Materials
Air Products and Chemicals (APD)
Ecolab (ECL)
PPG Industries (PPG)
Praxair (PX)
Sherwin-Williams (SHW)
Nucor (NUE)
Energy
Chevron (CVX)
Exxon Mobil (XOM)
Information Technology
Automatic Data Processing (ADP)
Real Estate
Federal Realty Investment Trust (FRT)
Telecommunication Services
AT&T (T)
Utilities
Consolidated Edison (ED)
Wrigley has been successful in China through various marketing channels. It examines Wrigley's history since 1891 and how it has expanded globally. It discusses the confectionery market and Wrigley's strengths as the largest gum company. Opportunities exist in China and Russia for double-digit growth, while competition from Cadbury and tax threats present challenges. Marketing strategies include promoting dental benefits, new flavors, and integrating with agencies.
Procter & Gamble is an 8th largest corporation in the world by market capitalization, founded in 1837 and serving consumers in over 180 countries. It employs 135,000 people worldwide and owns well-known brands such as Ariel, Tide, Always, Pringles, Pampers, Olay, Bounty, Vicks, and Head & Shoulders. With a market capitalization of $180 billion, P&G has the strongest portfolio of brands in the industry including 23 brands worth over $1 billion each and 20 brands worth over $500 million each.
1) The document discusses different approaches to globalization including global industries, marketing, and market niches.
2) It examines the advantages and disadvantages of takeovers and mergers, noting they can provide growth opportunities but also cultural clashes.
3) Different models for global marketing are outlined, including adapting products to local markets versus maintaining a common global strategy. Balancing local and global approaches is ideal but also difficult.
P&G focused on building an innovation culture throughout the entire company in order to drive consistent organic growth. Some key steps they took included:
1) Establishing the concept of "the consumer is boss" to make the consumer the central focus of all innovation efforts.
2) Integrating innovation into business strategy, planning, and budgeting processes to involve employees from all functions in innovation.
3) Designing social systems like digital interactions to directly involve consumers in co-designing innovations through rapid prototyping and feedback.
Ibm 1 aarti singh (43115101717) bba 6 th sem ibm ppt1SukritiMishra13
This document provides an introduction to international business, including its scope, trends, opportunities, and challenges. It is a class paper submitted by Aarti Singh for her Bachelor of Business Administration course. The document defines international business and discusses the scope in terms of merchandise exports and imports, service exports and imports, and foreign investments. It outlines benefits to nations and firms. Trends covered include growing emerging markets, demographic shifts, and increased innovation and competition globally. The document concludes by listing some common opportunities and challenges faced in international business, such as accessing new customers but also managing long supply chains and regulatory compliance across countries.
P&G outsourced several business services functions in the early 2000s. It partnered with Jones Lang LaSalle for facilities management in 2003, IBM for human resources services in 2003, and HP for IT infrastructure services in 2003. The partnerships aimed to reduce costs, improve efficiency, and allow P&G to focus on its core competencies. Benefits included standardized processes, improved service levels, cost reductions, and access to partners' expertise in non-core functions. P&G's outsourcing evolved from shared services centers to strategic alliance management with large partners.
Procter & Gamble is a global consumer goods company known for iconic brands like Ivory soap, Crest toothpaste, and Tide detergent. The company owns over two dozen $1 billion brands worldwide. P&G pursued international expansion starting in the 1930s and acquired brands to expand into new categories like household paper products, coffee, and disposable diapers. Innovation and rigorous product testing have been crucial to P&G's success, resulting in first-to-market products like Crest toothpaste, Head & Shoulders, and Pampers diapers. Strong branding and marketing, including celebrity endorsements, sponsorships, and digital/social media campaigns, have helped build P&G's portfolio of leading
Applying Porter Diamond model on Beximco Textile Ltd.badhon11-2104
This document analyzes how Beximco Textile Ltd. applies Porter's Diamond model to establish their business in Bangladesh. Porter's Diamond model consists of factor conditions, demand conditions, related and supporting industries, firm strategy/rivalry, and government. Beximco analyzed that Bangladesh has favorable factor conditions like low-cost labor, available land, and capital. Demand for Bangladeshi exports is high in Western markets. Related industries like banking, insurance, and suppliers in India also support Beximco's operations. Beximco has a clear strategy and faces local competition but not strong threats from other textile giants. Applying Porter's model helped Beximco determine that Bangladesh's industry conditions were suitable to
International business involves transactions across national borders to satisfy needs of individuals and organizations. The primary types of transactions are export-import trade and foreign direct investment. A business engages in international business when it produces or sells in a foreign country and is associated with or controlled by an enterprise operating in other countries. Globalization refers to the rapid increase in economic activity across borders and includes how goods and services are produced, delivered, sold, and how capital moves. As companies progress from domestic to international to multinational to global, their orientation shifts from ethnocentric to polycentric to geocentric.
The document discusses various strategic management tools used for analyzing internal/external environments and formulating business strategies. It provides examples of the SWOT analysis matrix applied to Walmart and Starbucks, identifying their strengths, weaknesses, opportunities, and threats. It also explains the McKinsey matrix for evaluating industry attractiveness and competitive strength, and applies these tools to analyze the strategic position of Zara.
Coca-Cola announced in 2000 that it would shift from a global marketing approach to a more localized "multi-domestic" strategy. This raised questions about whether marketing globalization may be reaching its limits. While globalization allows for scale benefits, it can also lead to insensitivity to local needs, poor local execution, and damage to brand equity from over-standardization. Coca-Cola felt it had become too big, slow, and insensitive in its global approach. Its shift back emphasizes empowering local teams to be more responsive to local markets through customized advertising, brands, and products.
Reputation – A Critical Driver of Business Value, by Ian Wright MPRCA, Corpor...Mattcartmell
This document provides an overview of Diageo's reputation strategy and initiatives. The key points are:
1) Diageo will deliver reputation masterclasses to over 80 leaders to build capability in managing reputation across key markets and functions.
2) A global reputation tracking model will be implemented to benchmark reputation and identify material issues in 21 priority markets.
3) The goal is for reputation to be embedded across the business and for Diageo and its industry to be trusted partners in discussions around alcohol. Diageo aims to empower communities and celebrate life every day.
This document introduces the BrandZ Top 100 Most Valuable Global Brands report for 2011. It provides an overview of the report, which ranks the 100 most valuable global brands based on quantitative consumer research and financial analysis. New sections this year include commentary on trends influencing brands and brand valuations, as well as in-depth reports on brand development in Brazil, China, and India. Brands are analyzed across 13 sectors and the rankings provide insight for business leaders making strategic decisions.
McDonald's began in 1940 as a hot dog stand owned by the McDonald brothers in California. It was franchised nationally in 1955 by Ray Kroc and has since grown to over 35,000 outlets in 119 countries, generating $25.4 billion in annual revenues. McDonald's success is attributed to consistency, innovation, emphasis on quality and value. It has established itself as the world's largest fast food chain through targeted advertising, product localization, and affordable offerings. However, McDonald's faces health-related risks as consumers increasingly demand healthier options, as well as competitive threats from rivals offering more customization. To mitigate risks, McDonald's must continue innovating menus while maintaining brand values of quality, cleanliness, and service through controlled
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
Mergers alliance Global Report food and drink 2009josefinapersson
The document provides a summary of mergers and acquisitions activity in the global food and drink sector in 2009. Some of the key highlights from the report include:
- National champions, defined as dominant domestic food and drink companies, exist in most countries and are pursuing international acquisition strategies to drive growth.
- Global food and drink brands continue to strengthen through consolidation and entering new emerging markets. Companies like Coca-Cola and Pepsico are acquiring brands and bottling operations internationally.
- Many large food and drink companies are realigning their portfolios and reducing debt through selling non-core assets after a period of debt-fueled expansion. Private equity investors also remain active, particularly backing innovative brands
The document discusses how a strong Canadian dollar and Canada's long-term competitiveness issues pose challenges for Canadian businesses that compete globally. It notes that Canada relies heavily on international trade but faces problems with a commodity-focused export mix, low productivity, fragmentation among firms, and weak competitive intensity and innovation. The document examines how these factors threaten Canada's economic growth and outlines potential solutions for businesses and government policies around trade, taxation, education, and innovation to strengthen Canada's competitiveness over the long run.
Procter & Gamble has pursued growth through innovation, testing, and marketing. It develops new products through design innovation and rigorous research and development. Every product undergoes extensive market testing before launch. P&G uses many forms of advertising including TV commercials, celebrity endorsements, and tailored regional campaigns. It focuses marketing expenditures on its biggest brands and optimizes its spending across different media. Going forward, P&G will continue to innovate, serve new markets, and develop higher-margin global brands.
This document provides an overview of key concepts related to product decisions in marketing and international business. It discusses factors that influence whether products should be standardized globally or adapted locally, including cultural differences, usage conditions, and government regulations. Product design, production decisions, branding, packaging, and quality standards are also examined. The challenges developing countries face in competing internationally with manufactured goods are noted.
The 2018 Dividend Aristocrats List: 25+ Years of Rising DividendsSure Dividend
The Dividend Aristocrats are a group of elite dividend stocks with 25+ years of rising dividend payments. You can download an Excel document containing the financial characteristics of every Dividend Aristocrat here: https://www.suredividend.com/dividend-aristocrats-list/
The Dividend Aristocrats discussed in the presentation are listed below (sorted by sector):
Consumer Staples
Archer-Daniels-Midland (ADM)
Brown-Forman (BF-B)
Colgate-Palmolive (CL)
Clorox (CLX)
Coca-Cola (KO)
Hormel Foods (HRL)
Kimberly-Clark (KMB)
McCormick & Company (MKC)
PepsiCo (PEP)
Procter & Gamble (PG)
Sysco Corporation (SYY)
Wal-Mart (WMT)
Walgreens Boots Alliance (WBA)
Industrials
A.O. Smith (AOS)
Cintas (CTAS)
Dover (DOV)
Emerson Electric (EMR)
Illinois Tool Works (ITW)
3M (MMM)
Pentair (PNR)
Roper Technologies (ROP)
Stanley Black & Decker (SWK)
W.W. Grainger (GWW)
General Dynamics (GD)
Health Care
Abbott Laboratories (ABT)
AbbVie (ABBV)
Becton, Dickinson & Company (BDX)
Cardinal Health (CAH)
Johnson & Johnson (JNJ)
Medtronic (MDT)
Consumer Discretionary
Genuine Parts Company (GPC)
Leggett & Platt (LEG)
Lowe’s (LOW)
McDonald’s (MCD)
Target (TGT)
V.F. Corporation (VFC)
Financials
Aflac (AFL)
Cincinnati Financial (CINF)
Franklin Resources (BEN)
S&P Global (SPGI)
T. Rowe Price Group (TROW)
Materials
Air Products and Chemicals (APD)
Ecolab (ECL)
PPG Industries (PPG)
Praxair (PX)
Sherwin-Williams (SHW)
Nucor (NUE)
Energy
Chevron (CVX)
Exxon Mobil (XOM)
Information Technology
Automatic Data Processing (ADP)
Real Estate
Federal Realty Investment Trust (FRT)
Telecommunication Services
AT&T (T)
Utilities
Consolidated Edison (ED)
Wrigley has been successful in China through various marketing channels. It examines Wrigley's history since 1891 and how it has expanded globally. It discusses the confectionery market and Wrigley's strengths as the largest gum company. Opportunities exist in China and Russia for double-digit growth, while competition from Cadbury and tax threats present challenges. Marketing strategies include promoting dental benefits, new flavors, and integrating with agencies.
Procter & Gamble is an 8th largest corporation in the world by market capitalization, founded in 1837 and serving consumers in over 180 countries. It employs 135,000 people worldwide and owns well-known brands such as Ariel, Tide, Always, Pringles, Pampers, Olay, Bounty, Vicks, and Head & Shoulders. With a market capitalization of $180 billion, P&G has the strongest portfolio of brands in the industry including 23 brands worth over $1 billion each and 20 brands worth over $500 million each.
1) The document discusses different approaches to globalization including global industries, marketing, and market niches.
2) It examines the advantages and disadvantages of takeovers and mergers, noting they can provide growth opportunities but also cultural clashes.
3) Different models for global marketing are outlined, including adapting products to local markets versus maintaining a common global strategy. Balancing local and global approaches is ideal but also difficult.
P&G focused on building an innovation culture throughout the entire company in order to drive consistent organic growth. Some key steps they took included:
1) Establishing the concept of "the consumer is boss" to make the consumer the central focus of all innovation efforts.
2) Integrating innovation into business strategy, planning, and budgeting processes to involve employees from all functions in innovation.
3) Designing social systems like digital interactions to directly involve consumers in co-designing innovations through rapid prototyping and feedback.
Ibm 1 aarti singh (43115101717) bba 6 th sem ibm ppt1SukritiMishra13
This document provides an introduction to international business, including its scope, trends, opportunities, and challenges. It is a class paper submitted by Aarti Singh for her Bachelor of Business Administration course. The document defines international business and discusses the scope in terms of merchandise exports and imports, service exports and imports, and foreign investments. It outlines benefits to nations and firms. Trends covered include growing emerging markets, demographic shifts, and increased innovation and competition globally. The document concludes by listing some common opportunities and challenges faced in international business, such as accessing new customers but also managing long supply chains and regulatory compliance across countries.
P&G outsourced several business services functions in the early 2000s. It partnered with Jones Lang LaSalle for facilities management in 2003, IBM for human resources services in 2003, and HP for IT infrastructure services in 2003. The partnerships aimed to reduce costs, improve efficiency, and allow P&G to focus on its core competencies. Benefits included standardized processes, improved service levels, cost reductions, and access to partners' expertise in non-core functions. P&G's outsourcing evolved from shared services centers to strategic alliance management with large partners.
Procter & Gamble is a global consumer goods company known for iconic brands like Ivory soap, Crest toothpaste, and Tide detergent. The company owns over two dozen $1 billion brands worldwide. P&G pursued international expansion starting in the 1930s and acquired brands to expand into new categories like household paper products, coffee, and disposable diapers. Innovation and rigorous product testing have been crucial to P&G's success, resulting in first-to-market products like Crest toothpaste, Head & Shoulders, and Pampers diapers. Strong branding and marketing, including celebrity endorsements, sponsorships, and digital/social media campaigns, have helped build P&G's portfolio of leading
Applying Porter Diamond model on Beximco Textile Ltd.badhon11-2104
This document analyzes how Beximco Textile Ltd. applies Porter's Diamond model to establish their business in Bangladesh. Porter's Diamond model consists of factor conditions, demand conditions, related and supporting industries, firm strategy/rivalry, and government. Beximco analyzed that Bangladesh has favorable factor conditions like low-cost labor, available land, and capital. Demand for Bangladeshi exports is high in Western markets. Related industries like banking, insurance, and suppliers in India also support Beximco's operations. Beximco has a clear strategy and faces local competition but not strong threats from other textile giants. Applying Porter's model helped Beximco determine that Bangladesh's industry conditions were suitable to
International business involves transactions across national borders to satisfy needs of individuals and organizations. The primary types of transactions are export-import trade and foreign direct investment. A business engages in international business when it produces or sells in a foreign country and is associated with or controlled by an enterprise operating in other countries. Globalization refers to the rapid increase in economic activity across borders and includes how goods and services are produced, delivered, sold, and how capital moves. As companies progress from domestic to international to multinational to global, their orientation shifts from ethnocentric to polycentric to geocentric.
The document discusses various strategic management tools used for analyzing internal/external environments and formulating business strategies. It provides examples of the SWOT analysis matrix applied to Walmart and Starbucks, identifying their strengths, weaknesses, opportunities, and threats. It also explains the McKinsey matrix for evaluating industry attractiveness and competitive strength, and applies these tools to analyze the strategic position of Zara.
Coca-Cola announced in 2000 that it would shift from a global marketing approach to a more localized "multi-domestic" strategy. This raised questions about whether marketing globalization may be reaching its limits. While globalization allows for scale benefits, it can also lead to insensitivity to local needs, poor local execution, and damage to brand equity from over-standardization. Coca-Cola felt it had become too big, slow, and insensitive in its global approach. Its shift back emphasizes empowering local teams to be more responsive to local markets through customized advertising, brands, and products.
Reputation – A Critical Driver of Business Value, by Ian Wright MPRCA, Corpor...Mattcartmell
This document provides an overview of Diageo's reputation strategy and initiatives. The key points are:
1) Diageo will deliver reputation masterclasses to over 80 leaders to build capability in managing reputation across key markets and functions.
2) A global reputation tracking model will be implemented to benchmark reputation and identify material issues in 21 priority markets.
3) The goal is for reputation to be embedded across the business and for Diageo and its industry to be trusted partners in discussions around alcohol. Diageo aims to empower communities and celebrate life every day.
This document introduces the BrandZ Top 100 Most Valuable Global Brands report for 2011. It provides an overview of the report, which ranks the 100 most valuable global brands based on quantitative consumer research and financial analysis. New sections this year include commentary on trends influencing brands and brand valuations, as well as in-depth reports on brand development in Brazil, China, and India. Brands are analyzed across 13 sectors and the rankings provide insight for business leaders making strategic decisions.
McDonald's began in 1940 as a hot dog stand owned by the McDonald brothers in California. It was franchised nationally in 1955 by Ray Kroc and has since grown to over 35,000 outlets in 119 countries, generating $25.4 billion in annual revenues. McDonald's success is attributed to consistency, innovation, emphasis on quality and value. It has established itself as the world's largest fast food chain through targeted advertising, product localization, and affordable offerings. However, McDonald's faces health-related risks as consumers increasingly demand healthier options, as well as competitive threats from rivals offering more customization. To mitigate risks, McDonald's must continue innovating menus while maintaining brand values of quality, cleanliness, and service through controlled
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, and integration.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The process of setting strategic objectives including making them specific, measurable, achievable, realistic, and time-bound. Examples of strategic and financial objectives are provided.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
This project report discusses multinational corporations. It defines a multinational corporation as a company that does business in multiple countries by operating facilities and sales offices worldwide. The report provides a brief history of early multinational corporations from the 1600s and 1700s. It then outlines key characteristics of modern multinationals, including their large scale of assets and operations, centralized control, use of advanced technology, professional management, and aggressive marketing. The report also lists objectives and advantages of multinational corporations for both host and home countries. It concludes that multinationals must balance business and ethics by considering cultural, regulatory and ethical frameworks in all countries where they operate.
The document discusses the rise of global corporations and their strategies and operations. It provides background on globalization and how it has led companies to formulate global strategies. It then discusses three key aspects of global corporations: 1) their operational decisions around procurement, production, and delivery; 2) the strategies they use around location of facilities, production characteristics, and goods vs services; 3) the major concerns of global managers around these operational areas.
This document provides an overview of Lidl's global strategy and expansion into new markets. It discusses Lidl's origins in Germany and its expansion across Europe and into the UK by 2000. Reasons for Lidl's international expansion include accessing new consumer bases and talent pools. Pakistan is identified as a potential target market due to its large population and growing retail industry. The document analyzes Pakistan using PESTLE factors and recommends Lidl pursue a multidomestic strategy and direct exporting approach to enter the Pakistani grocery market. Potential organizational challenges for Lidl subsidiaries include talent acquisition, employee management, and partner selection.
This document provides information about several major multinational corporations operating in India. It discusses Wipro, Aditya Birla Group, Reliance Group, Tata, and Infosys. For each company, it gives a brief overview of their founding date, headquarters, industries involved in, revenues, employees and websites. The document aims to provide key details about some of the largest and most prominent multinational corporations based in or operating within India.
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 of business environment and globalization. It defines business and discusses their characteristics. It also explains the importance of studying business environment and discusses tools for analyzing environment like PESTLE analysis. The document discusses the stages of globalization and various strategies companies use for globalization like exporting, licensing, mergers and acquisitions. It also discusses benefits and drawbacks of globalization. Finally, it provides an overview of World Trade Organization and their objectives, functions and major agreements.
Business environment 1 st module mba Management Babasab Patil
This document provides an overview of business environment. It discusses the nature of modern business including factors like large size, oligopolistic character, diversification, global reach, technological orientation, and government control. It also covers internal factors like goals, management structure, and resources as well as external factors including the economic, political, legal, and socio-cultural environment. Environmental scanning is introduced as the process of monitoring changes in the external environment to facilitate decision making.
Business environment PPT INTERNATIONAL BUSINESS MANAGEMENT MBABabasab Patil
This document provides an overview of business environment. It discusses the meaning of business and its contributions to the economy. It describes the nature of modern business as large in size, oligopolistic, diversified with global reach, and technologically oriented. It also discusses factors like change, government control, and environmental scanning as important aspects of business environment. The internal factors of a business like its value system, goals, management structure, and resources are also outlined.
This document discusses various aspects of international marketing, including differences from domestic marketing. It covers reasons for firms to engage in international business, such as market saturation or trade deficits domestically. Multinational corporations play a key role through foreign direct investment and operations in other countries. Common entry strategies include exporting, contractual agreements, joint ventures, and manufacturing subsidiaries abroad.
This document discusses various aspects of international marketing, including reasons for companies to engage in international business, differences between domestic and international marketing, and strategies for entering foreign markets. It notes that as more economies and competitors become global, US firms are increasingly engaging in international marketing through methods like foreign manufacturing, joint ventures, licensing, and imports. Competing globally allows companies to tap new markets and enhance long-term profits, but also adds complexity from dealing with different cultures, governments, and economic conditions.
A multinational corporation (MNC) is defined as a company that controls production facilities in more than one country through foreign direct investment. MNCs are defined based on their size, structure, behavior, and performance. There are currently 889,416 MNCs worldwide, with the top 100 MNCs having combined sales of nearly $8.5 trillion. MNCs must respect national sovereignty and human rights, adhere to host country laws, and not engage in corrupt practices.
Globalization refers to the increasing integration and interaction of economies, markets, technologies and cultures around the world. There are several key aspects of globalization, including the integration of economies and financial markets, opportunities for businesses and labor to operate internationally, and the growth of multinational corporations. While globalization can generate economic opportunities, its benefits are often unevenly distributed and can increase inequality between rich and poor. Major players in globalization include multinational firms, organizations like the WTO that negotiate trade agreements, and the World Bank and IMF that provide loans to governments. For firms to operate globally, they must consider factors like market regulations, infrastructure, government support, resources and competitors in foreign markets when deciding how to enter new countries
Running head STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY.docxjeanettehully
Running head: STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY
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STRATEGIG MANAGEMENT AND COMPETITIVENESS STRATEGY
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Strategic Management and Competitiveness Strategy
The world of business is constantly changing. New trends are emerging every day, and it is up to a director to consider the company's influence on these trends and how they would maintain productivity. The implementation of technology by so many business activities and globalization are two of the biggest adjustments that took place in the 21st century (Coca-Cola, 2012). In an attempt to improve their overall efficiency and effectiveness, many businesses have proceeded to embrace technology. In order to increase their client base and productivity, companies have globalized their activities. Therefore, it is wise for every director to place his / her organization strategically to maintain a competitive edge. This paper analyzes how market trends have influenced Coca-Cola's activities, such as globalization and technological shifts.
Globalization
Coca-Cola is perhaps the world's best-known brand. Coca-Cola had a much more global perspective of its activities since its creation. The creators sought to serve the world's most distant customers. Globalization attempts started in the 1920s, and then by 1970, the organization worked under its title in more than 100 nations with more than 20 labels. The organization boosted its revenues by globalizing its activities. The portfolio of the firm has also greatly increased as it has obtained other manufacturing companies of bottling and fountain sodas in the nations where it conducts business. Globalization has, on the downside, expanded the number of Coca-Cola rivals. Therefore, it is the duty of the organization to develop a strategic plan about how to deal with each and every competitor (Coca-Cola, 2012). Globalization has indeed entrusted Coca-Cola with social responsibility and guaranteeing that the social welfare of the communities where it works worldwide is enhanced.
Technology
Technology has also enhanced the productivity of most Coca Cola businesses, particularly in the manufacturing and distribution fields. The company continues to explore opportunities to supplement its human capital in more strategic ways. However, the automation of its manufacturing lines was encountered with much criticism because it resulted in the loss of several jobs.
With the growth of larger and faster non-trucks, container ships, commercial aircraft, and railways, brand transport became more effective and expense-effective. Coca-Cola was capable of producing and deliver stuff faster and further to segments of the market that were unattainable prior to these advancements in transportation (Coca-Cola, 2012). Additionally, technological advances became the main driver underneath the speed and efficiency with which information was available. Suppliers and warehouses have been able to monitor inventory levels and complete order deliveries more efficien ...
3. Globalization is the growing integration
of the world’s economy.
It is suggested that economic decision
taken in one part of the world will
affect other parts of the worlds
Business need decision-making on
what is happening in the world market
rather than the national market.
What Is
Globalization?
6. What is a multinational
company?
A multinational company is an
organization which owns or controls
production or services facilities
outside the country in which it is
based. This means that they do not
just export their products abroad, but
actually produce their products in
7. What is a multinational
company?
It is commonly understood that a
company is called a multinational
company provided it operates in more
than four countries.
Examples of multinational companies
are :
1. Coca Cola,
2. Toyota
3. Honda
8. What is International
Business?
International business consists of
transactions that are devised and
carried out across national borders to
satisfy the objectives of individuals,
companies, and organizations.
10. Need for International
Business?
–The flow of ideas, services, and
capital across the world
–Offers consumers new choices
–Permits the acquisition of a wider
variety of products
11. Need for International
Business?
–Facilitates the mobility of labor,
capital, and technology
–Provides challenging employment
opportunities
–Reallocates resources and shifts
activities to a global level
15. Export Trade
When the businessman/Govt. of one
country sells commodities to foreign
market.
Textile Products (Faisalabad)
Fruits/Vegetables/Rice/Wheat
(Sindh,Punjab)
Sea Food/Dry Food.
Surgical/Cutlery .(Wazirabad, Gujraat,
Gujranwala)
Sports Items (Sailkot).
16. Enter port Trade
When the businessman/Govt. of one
country import some goods from
another country, and export the same
goods to third one.Importing Goods
ExportingGoods
17. Strategic Alliance
Partnership between different
organizations to pool the resources,
information and expertise to develop
new product or production facilities.
Common reason for entering into a
strategic alliance is to obtain the
advantage of another company's
innovations without having to invest
in new research and development.
19. Strategic Alliance
(Revenue)
S
t
a
r
b
u
c
k
s
Starbucks is the leading brand of Coffee .
In 1993 with Baranes and Nobel Bookstores for In-house
Coffee Shops.
In 1996 with PEPSI to distribute and sell the coffee based
drink “Frappacino” in bottles
In 1998 with United Airlines to Sell coffee on flights with logo
on the cups.
In 2000 with Kraft Foods to sell and marketed coffee beans in
grocery stores.
In 2006 with NAACP to achieve the and social and economic
goals.
20. Strategic Alliance (R&D)
E
L
I
-
L
I
L
L
Y
Lilly, world‘s pharmaceutical giant believe power in
partnership and .
Belgium based Company Galapagos to develop treatment for
Osteoporosis.
Canada Base Company BioMS to develop treatment for
multiple Sclerosis.
Japan Based Company Kyowa Hakko Kogayo for Cancer
Treatment.
Working with certain Asian Companies
21. Strategic Alliance
(Miscellaneous)
1. In 2012, LG Electronics (LG) and Intel
entered into a strategic alliance to adopt
and jointly promote Intel Wireless Display
(WiDi) technology. Intel WiDi will be
embedded into next year’s LG Cinema 3D
Smart TVs, making them the first in the TV
industry to feature Intel WiDi technology.
2. Some airlines within these alliances have
gone further and combine flight
operations while dividing marketing and
so on.
22. Joint Venture
Joint ventures are business
agreements in which parties agree to
develop a new entity and new assets
by contributing equity for a finite
time.
23. Entrepreneurial Joint Venture
(Google)
While graduate students at Stanford University, Larry
Page and Sergey Brin came up with a novel idea for a
search engine. They quit graduate school and founded
Google in 1998. Their entrepreneurial venture paid off
big time—
24. Joint Venture
Mitsubishi Group
(Engineering & Manufacturing)
Caterpillars
(Tractor Manufacturers)
Brog-Warner
(Land Mover & Industrial
Refrigeration Marketing Co.)
Heavy
Industries thus
benefited from
its partners'
expertise in
marketing and
after-sales
service
Now Mitsubishi having been formed into a separate com
But Before……
25. Franchising
Franchises offer the opportunity to own
a small business without reinventing
the wheel.
Small-business owners pay companies
for the rights to use their trademarks,
services and products in return for
support and company guidelines on
26. Franchising
McDonalds Corporation
Dick and Mac two brothers opened
McDonald, a chain of their restaurants
in 1955.
Currently international quick-service
restaurant company.
Symbol of quick-service hamburgers,
fries, chicken, breakfast items, salads
28. Franchising
Year U.S. Canadian International Company
Owned
2013 12,628 1,135 14,344 6,627
2012 12,605 1,152 14,125 6,598
2011 12,546 1,125 13,407 6,439
2010 12,477 1,097 12,764 6,399
2009 12,221 1,070 12,510 6,357
McDonalds
Franchise Units
29. Franchising
Startup Costs, Ongoing Fees
and Financing
Franchise Fee: $45,000 (PKR 4770,000)
Term of Franchise Agreement: 20 years,
renewable
Financial Requirements
Liquid Cash Available: $750,000 (PKR
79600,000)
30. Franchising
This Franchise Supports
FranchiseesTraining: Available at headquarters: 1 week. At local
McDonald's restaurant : 12-24 months.
Ongoing Support: Newsletter, Meetings, Toll-free phone
line, Grand opening, Internet, Security/safety procedures,
Field operations/evaluations, Purchasing cooperatives,
Lease Negotiation
Marketing Support: Co-op advertising, National media,
Regional advertising,
Other marketing support: Restaurant-specific support
31. Franchising
• Pizza Hut Inc.
College students Wichita, Kansas, Frank
and Dan Carney were approached by a
family friend with the idea of opening a
pizza parlor.
First Pizza Hut opened its doors in 1958.
Pizza Hut has locations throughout the
world serving its specialty pizzas.
36. Foreign Direct
Investment (FDI)
Direct investment in foreign country by
setting up a separate and production
facility.
Malaysia and China largely contribute
in this regard.
38. Global Challenges
Global Business forces cerate
challenges which influence the
business strategy are following:-
• Political Competition
• Social Finance
• Technology HR
The
Multinational
Corp.
Home Country
Stakeholder
Pressures
Host Country
Stakeholder
Pressures
39. Political Challenges
• Political Change – regime change through coup,
violence, etc. Change in government through
democratic election can influence future business
strategy.
– e.g. the opportunities that are now available in
Russia and Eastern Europe following the
collapse of communism
• Political Uncertainty – in countries like Zimbabwe,
Sudan, Venezuela. Political uncertainty can lead
to a fall in investment by businesses and
influence decisions on expansion and business
ventures
• War/Terrorism – create uncertainty
40. Political Challenges
• Politically sensitive products include those that:
1. effect on the environment,
2. exchange rates
3. national and economic security
4. affect public health, e.g., genetically modified
(GM) foods
41. Economic Challenges
• All these factors need to be considered in any global
business :
– Tax Systems
– Investment Considerations and Allowances
– Sophistication of Financial Markets – ease with which
capital can be moved and raised
– Commodity Prices – oil, energy, metals
– Monetary and Fiscal Policies – interest rates, tax
regimes, government aid
– Internal Regulation and Bureaucracy
– Exchange Rates
– Interest rat
– Business cycle phase
– Inflation / Deflation Rat
– Transportation and Communication System
– HR
– Capital/Labour Intensive Technique
43. Social Challenges
• Religious
Considerations –
appropriateness of
some business ventures
– e.g. selling condoms
in staunchly Catholic
countries
• Impact on local
communities of
business development –
availability of jobs,
training, environmental
impact for these
communities
• Impact on the
The impact on the local environment not
only affects human communities but can
also inflict widespread ecological
damage. This imposes social costs on
the environment but also can cost the
business large sums in legal costs and
compensation.
44. Technological Challenges
• Availability and developments in technology can
have a powerful influence on global business
strategy:
• e.g.
– Access to bandwidth
– PC ownership
– Technology and sales – processing payments
and sales
– Compatibility of technologies in Business
Management – accounting systems, language
differences, etc.
– System security & Maintenance.
– Availability 24/7.