The document discusses various forms of international business. It begins by explaining that the Olympics exemplify international business as they involve intense global cooperation and competition between countries. It then defines international business as transactions between parties from different countries. The key forms of international business activity discussed are exporting, importing, foreign direct investment, licensing and franchising, and management contracts.
This document outlines Thomas Nastas' presentation on new business formation strategies at the 2nd Rusnano International Conference in Moscow, Russia on October 7, 2009.
The presentation focuses on how leading American universities organize new business formation departments within their technology transfer offices. Typical technology transfer units have 7-20 individuals
Presentation at Tourism Industry and Education Symposium
March 5-7, 2009 in Jyväskylä, Finland
Innovative and Sustainable Products in the Tourism and Hospitality Business
http://www.jamk.fi/english/research/internationalevents/tie2009/mainpage
- MeadWestvaco reported earnings results for the first quarter of 2009, with lower operating results reflecting weaker demand due to the challenging global economic environment.
- The company is executing strategies to significantly improve its business model and expects to achieve $125 million in savings for 2009 through actions like job cuts and manufacturing closures.
- Actions are helping maximize performance and maintain financial strength during this difficult period, as evidenced by a doubling of cash from operations to $90 million in Q1 2009.
This document discusses measuring the return on investment of library resources through various techniques. It provides examples of studies that have calculated the economic impact and value of libraries in the UK, US, and Australia. The studies found libraries provide benefits far exceeding their costs to taxpayers. The document also examines how libraries can evaluate the value of their collections and respond to changing user needs through realignment and engagement.
Liaison Faculty09 - Research for NHS Clinicians [Workshop]Alex J Mitchell
This is a workshop from 19-Mar-09 presented at the Royal College of Psychiatrists Liaison Faculty AGM in Prague. It is aimed at helping NHS clinicians getting published and understanding the pitfalls in publishing. Includes an analysis of productivity by medical colleagues in liaison psychiatry annoymised in this version)
The Lehman Wave
Investigating what is happening in the Financial Crisis
By Robert Peels
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Transcom is a leading global BPO provider with over 20,000 employees serving clients from 75 sites across 29 countries. It provides a range of customer interaction solutions including customer care, sales, support, credit management, and additional business services. Since being founded in 1995, Transcom has experienced strong growth through expanding its global footprint and making acquisitions, with its network now spanning Europe, North and South America, and Asia. It aims to continue growing strategically through further geographic and service line expansion.
This document outlines Thomas Nastas' presentation on new business formation strategies at the 2nd Rusnano International Conference in Moscow, Russia on October 7, 2009.
The presentation focuses on how leading American universities organize new business formation departments within their technology transfer offices. Typical technology transfer units have 7-20 individuals
Presentation at Tourism Industry and Education Symposium
March 5-7, 2009 in Jyväskylä, Finland
Innovative and Sustainable Products in the Tourism and Hospitality Business
http://www.jamk.fi/english/research/internationalevents/tie2009/mainpage
- MeadWestvaco reported earnings results for the first quarter of 2009, with lower operating results reflecting weaker demand due to the challenging global economic environment.
- The company is executing strategies to significantly improve its business model and expects to achieve $125 million in savings for 2009 through actions like job cuts and manufacturing closures.
- Actions are helping maximize performance and maintain financial strength during this difficult period, as evidenced by a doubling of cash from operations to $90 million in Q1 2009.
This document discusses measuring the return on investment of library resources through various techniques. It provides examples of studies that have calculated the economic impact and value of libraries in the UK, US, and Australia. The studies found libraries provide benefits far exceeding their costs to taxpayers. The document also examines how libraries can evaluate the value of their collections and respond to changing user needs through realignment and engagement.
Liaison Faculty09 - Research for NHS Clinicians [Workshop]Alex J Mitchell
This is a workshop from 19-Mar-09 presented at the Royal College of Psychiatrists Liaison Faculty AGM in Prague. It is aimed at helping NHS clinicians getting published and understanding the pitfalls in publishing. Includes an analysis of productivity by medical colleagues in liaison psychiatry annoymised in this version)
The Lehman Wave
Investigating what is happening in the Financial Crisis
By Robert Peels
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Transcom is a leading global BPO provider with over 20,000 employees serving clients from 75 sites across 29 countries. It provides a range of customer interaction solutions including customer care, sales, support, credit management, and additional business services. Since being founded in 1995, Transcom has experienced strong growth through expanding its global footprint and making acquisitions, with its network now spanning Europe, North and South America, and Asia. It aims to continue growing strategically through further geographic and service line expansion.
Janet miller - Leveraging The Music City BrandNAMA
This document discusses leveraging Nashville's "Music City" brand for economic development purposes. It provides context on Nashville's economic development strategies, including business recruitment, expansion, entrepreneurship, and product improvement. Specific marketing methods are outlined, including targeting key industries, consultants, media outlets, and leveraging Nashville's reputation through events and as a creative, musical city. Emphasis is placed on peer-to-peer marketing and leveraging Nashville's authentic "Music City" identity to attract businesses and talent.
The document discusses implementing lean principles within the services division of a major insurance company. It provides context on the company, noting it has over £1.2 billion in total turnover worldwide. The UK and Ireland division accounts for £145 million and aims to grow to £200 million by 2006. The document outlines current issues like flat sales growth and over-reliance on brokers. It then discusses applying lean tools and principles to strategic areas like order fulfillment and sales acquisition processes to drive efficiency, reduce waste, and support the strategic goal of growing sales. Implementing lean is intended to help the UK division become a leading performer within the parent company.
The Global Fund is a public-private partnership that provides funding to fight AIDS, tuberculosis, and malaria. It has provided over $16 billion in grants to 142 countries, accounting for 23% of global HIV funding, 60% of TB funding, and 75% of malaria funding. This has accelerated scale-up of treatments for diseases, with ARVs increasing from 3.5 million in 2004 to over 4 million in 2008 and ITN distribution growing from 25 million to over 40 million in the same period. The Global Fund uses a pull mechanism to finance disease programs globally through grants to countries, and supports affordable medicine programs to expand access to drugs.
The document discusses representing, guiding, and sharing learning designs. It describes the Open University's Learning Design Initiative which uses tools like CompendiumLD to visually represent pedagogical designs and learning activities. These representations can guide curriculum design and help educators compare and evaluate courses. The tools also allow designs to be shared on platforms like Cloudworks to encourage collaboration and reuse of open educational resources.
XConnect is a global leader in IP Federations, providing ENUM registries and SIP-based peering services to enable seamless routing between IP networks. It operates the world's largest number of federations across segments including global, national, UC enterprise, and video. XConnect's patented technology addresses challenges of IP interconnect through configurable policy control and support for voice, video, and other multimedia services. With ongoing growth of IP communications including VoIP, video, and UC, XConnect is well positioned for continued expansion through its global multi-federation strategy and ability to enable new services.
This document discusses Ford's partnership with Sensation to promote the Ford Fiesta. Key points:
- Ford produced a limited edition Ford Fiesta Sensation model to reach young urban professionals attending Sensation events.
- They ran advertising campaigns through various media promoting the partnership. Ticket buyers saw Ford banners and the car was featured in Sensation's newsletter.
- At events, Ford hosted a welcome area near the venue with drinks and photos taken exclusively for Ford customers.
- Post-event research found Ford increased in attractiveness among the Sensation target group compared to other brands.
Which are the possible business models for Open projects like Open Design and Open Hardware? And what about running a Fab Lab or a similar place? Which strategies can we adopt in order to have successful DIY
Craft projects? People that want to organize collaborative spaces or companies need to think about how to run their business in a sustainable way, but even single or groups of Open Designers could get more insights for their project if they discover the possible business models. Let's have a look at the existing markets, the common business models and the possible future scenarios.
The sustainability of the publication printing business faces challenges from competing media. However, print continues to engage audiences, especially younger generations. Neuroscientific evidence shows print encourages emotional connection, attention, decision making, and primes the brain better than screens. Print also drives consumers to digital content and enhances multichannel campaigns by making people purchase. While print must work with other channels, it has unique benefits that complement the customer experience. The future of print remains bright if these benefits are communicated effectively.
On Open Business @ EDUfashion conference - Ljubljana 02/06/2011Massimo Menichinelli
(1) Open business models exist for open source software, open hardware, DIY crafts, and fab labs, but being open is not enough - the market must also be considered.
(2) Current open business models include services, custom manufacturing, dual-licensing, and crowdfunding. The long-tail approach seems most sustainable.
(3) As design, manufacturing, hardware, and software become commodities, future value may lie in creativity, attention, and collaboration from users. Open money and processes could support a more sustainable open, DIY, and peer-to-peer economy.
The document provides guidance on calculating social media marketing return on investment (ROI) through a goal-based approach. It discusses challenges in measuring social media ROI and outlines common social media marketing goals. It then provides a framework for measuring ROI against the goals of strengthening your brand, acquiring contacts, and generating sales through metrics like reach, engagement, sentiment, and growing your audience. Brand reach is calculated as Facebook fans + Twitter followers. Content reach includes brand reach plus shares. Engagement looks at shares, replies and comments. Sentiment examines positive versus negative mentions. Acquiring contacts is measured by growth in brand reach. Generating sales can be estimated through surveys and tracking social-specific offers and links. [END SUMMARY]
The document provides guidance on calculating social media marketing return on investment (ROI) through a goal-based approach. It discusses measuring ROI for the goals of strengthening brands, acquiring contacts, and generating sales. Metrics for brand reach, content reach, engagement, sentiment and growth in social media followers are described. Tracking surveys, social media-specific offers and analytics can help attribute sales and traffic to social media efforts. Developing brand advocates within social communities is also discussed.
Budgets among SMBs have been on the rise for the past few years, and in our recent 2H 2012 State of SMB IT report we found that they’ve reached their highest point during that time. Over the last year, budgets grew 13% worldwide and reached an average of $162,000 with EMEA clocking in at $151,000 on average.
To dig a little deeper, we spoke to over 900 IT pros to find out how they go about creating and managing their IT budget and where they plan to put their dollars in 2013. Results show that as investment in IT continues to grow, IT pros will most likely spend as follows:
• Invest close to 50% of average budget on new projects
• Regard hardware and software as a top priority for 2013 spend
• Continue to invest more in cloud-based services and mobile
This report highlights both worldwide findings as well as a breakout for Europe, Middle East and Africa (EMEA).
How to Startup Company from 1 people to 100 peopleDuong The Vinh
Pawoot started his company TARAD in 1999 with 3 friends. Over 13 years it grew to 120 employees in 3 companies providing e-commerce, digital marketing, and analytics services. In 2009, TARAD joined with Japanese company Rakuten, becoming one of the top 8 internet companies worldwide. Pawoot shared his experience growing from a small startup to a large company, emphasizing the importance of planning, execution, partnerships, and expanding locally before going global.
A study of over 22,000 leaders from BRIC (Brazil, Russia, India, China) and G7 (Canada, France, Germany, Italy, Japan, UK, US) countries found both similarities and differences in work motivations between and within the groups. Stimulating work was the top motivator for both, but advancement, pay, and development opportunities were more important to BRIC leaders. Autonomy and mission belief appealed more to G7 leaders. There was also variability within countries, such as a friendly workplace mattering most in Japan and responsibility for others in Germany/France. Understanding cultural differences in leader motivation can help organizations engage and retain key talent.
Session Title: Building a Cohesive Marketing / Development Partnership for your Nonprofit - [177]
Join us for a discussion on how to improve your fundraising efforts through integrated marketing. It’s important to understand the changes taking place today in both disciplines, and how these shifts are reshaping the way we approach both fundraising and marketing. In this workshop, a seasoned veteran with 15+ years experience as a nonprofit leader and business executive will outline exactly what you need to do to be successful at both.
Latest Borrell media panel from Q3 2009 reflecting panel\'s views on changing media environment and channels--bleak outlook on phone directories while mobile applications and Google continue strong.
End2 End Project Management Whizible Semsajalghosh
high end Project Management tool. It manages end-to-end process from Strategy Formulation to Project execution, closure and invoicing..web based application on SAAS model in .NET and MS SQL having two-way integration with MSP ( Microsoft Projects)
The document summarizes key topics from Chapter 8 of the book "Organizational Behavior" by Robbins & Judge, 13th Edition. The chapter discusses emotions and moods, differentiating between the two concepts. It identifies the basic emotions and moods, and explores the sources and functions of emotions and moods. The chapter also examines emotional labor, Affective Events Theory, emotional intelligence, and the implications of emotions and moods for organizational behavior issues across cultures.
This chapter discusses various ways to motivate employees through job design and rewards. It describes Hackman and Oldham's Job Characteristics Model which links job design features like skill variety and autonomy to motivation. Alternative work arrangements like telecommuting and flexible benefits are also covered. The chapter examines variable pay programs, employee involvement, and intrinsic rewards as additional methods for improving employee motivation.
Janet miller - Leveraging The Music City BrandNAMA
This document discusses leveraging Nashville's "Music City" brand for economic development purposes. It provides context on Nashville's economic development strategies, including business recruitment, expansion, entrepreneurship, and product improvement. Specific marketing methods are outlined, including targeting key industries, consultants, media outlets, and leveraging Nashville's reputation through events and as a creative, musical city. Emphasis is placed on peer-to-peer marketing and leveraging Nashville's authentic "Music City" identity to attract businesses and talent.
The document discusses implementing lean principles within the services division of a major insurance company. It provides context on the company, noting it has over £1.2 billion in total turnover worldwide. The UK and Ireland division accounts for £145 million and aims to grow to £200 million by 2006. The document outlines current issues like flat sales growth and over-reliance on brokers. It then discusses applying lean tools and principles to strategic areas like order fulfillment and sales acquisition processes to drive efficiency, reduce waste, and support the strategic goal of growing sales. Implementing lean is intended to help the UK division become a leading performer within the parent company.
The Global Fund is a public-private partnership that provides funding to fight AIDS, tuberculosis, and malaria. It has provided over $16 billion in grants to 142 countries, accounting for 23% of global HIV funding, 60% of TB funding, and 75% of malaria funding. This has accelerated scale-up of treatments for diseases, with ARVs increasing from 3.5 million in 2004 to over 4 million in 2008 and ITN distribution growing from 25 million to over 40 million in the same period. The Global Fund uses a pull mechanism to finance disease programs globally through grants to countries, and supports affordable medicine programs to expand access to drugs.
The document discusses representing, guiding, and sharing learning designs. It describes the Open University's Learning Design Initiative which uses tools like CompendiumLD to visually represent pedagogical designs and learning activities. These representations can guide curriculum design and help educators compare and evaluate courses. The tools also allow designs to be shared on platforms like Cloudworks to encourage collaboration and reuse of open educational resources.
XConnect is a global leader in IP Federations, providing ENUM registries and SIP-based peering services to enable seamless routing between IP networks. It operates the world's largest number of federations across segments including global, national, UC enterprise, and video. XConnect's patented technology addresses challenges of IP interconnect through configurable policy control and support for voice, video, and other multimedia services. With ongoing growth of IP communications including VoIP, video, and UC, XConnect is well positioned for continued expansion through its global multi-federation strategy and ability to enable new services.
This document discusses Ford's partnership with Sensation to promote the Ford Fiesta. Key points:
- Ford produced a limited edition Ford Fiesta Sensation model to reach young urban professionals attending Sensation events.
- They ran advertising campaigns through various media promoting the partnership. Ticket buyers saw Ford banners and the car was featured in Sensation's newsletter.
- At events, Ford hosted a welcome area near the venue with drinks and photos taken exclusively for Ford customers.
- Post-event research found Ford increased in attractiveness among the Sensation target group compared to other brands.
Which are the possible business models for Open projects like Open Design and Open Hardware? And what about running a Fab Lab or a similar place? Which strategies can we adopt in order to have successful DIY
Craft projects? People that want to organize collaborative spaces or companies need to think about how to run their business in a sustainable way, but even single or groups of Open Designers could get more insights for their project if they discover the possible business models. Let's have a look at the existing markets, the common business models and the possible future scenarios.
The sustainability of the publication printing business faces challenges from competing media. However, print continues to engage audiences, especially younger generations. Neuroscientific evidence shows print encourages emotional connection, attention, decision making, and primes the brain better than screens. Print also drives consumers to digital content and enhances multichannel campaigns by making people purchase. While print must work with other channels, it has unique benefits that complement the customer experience. The future of print remains bright if these benefits are communicated effectively.
On Open Business @ EDUfashion conference - Ljubljana 02/06/2011Massimo Menichinelli
(1) Open business models exist for open source software, open hardware, DIY crafts, and fab labs, but being open is not enough - the market must also be considered.
(2) Current open business models include services, custom manufacturing, dual-licensing, and crowdfunding. The long-tail approach seems most sustainable.
(3) As design, manufacturing, hardware, and software become commodities, future value may lie in creativity, attention, and collaboration from users. Open money and processes could support a more sustainable open, DIY, and peer-to-peer economy.
The document provides guidance on calculating social media marketing return on investment (ROI) through a goal-based approach. It discusses challenges in measuring social media ROI and outlines common social media marketing goals. It then provides a framework for measuring ROI against the goals of strengthening your brand, acquiring contacts, and generating sales through metrics like reach, engagement, sentiment, and growing your audience. Brand reach is calculated as Facebook fans + Twitter followers. Content reach includes brand reach plus shares. Engagement looks at shares, replies and comments. Sentiment examines positive versus negative mentions. Acquiring contacts is measured by growth in brand reach. Generating sales can be estimated through surveys and tracking social-specific offers and links. [END SUMMARY]
The document provides guidance on calculating social media marketing return on investment (ROI) through a goal-based approach. It discusses measuring ROI for the goals of strengthening brands, acquiring contacts, and generating sales. Metrics for brand reach, content reach, engagement, sentiment and growth in social media followers are described. Tracking surveys, social media-specific offers and analytics can help attribute sales and traffic to social media efforts. Developing brand advocates within social communities is also discussed.
Budgets among SMBs have been on the rise for the past few years, and in our recent 2H 2012 State of SMB IT report we found that they’ve reached their highest point during that time. Over the last year, budgets grew 13% worldwide and reached an average of $162,000 with EMEA clocking in at $151,000 on average.
To dig a little deeper, we spoke to over 900 IT pros to find out how they go about creating and managing their IT budget and where they plan to put their dollars in 2013. Results show that as investment in IT continues to grow, IT pros will most likely spend as follows:
• Invest close to 50% of average budget on new projects
• Regard hardware and software as a top priority for 2013 spend
• Continue to invest more in cloud-based services and mobile
This report highlights both worldwide findings as well as a breakout for Europe, Middle East and Africa (EMEA).
How to Startup Company from 1 people to 100 peopleDuong The Vinh
Pawoot started his company TARAD in 1999 with 3 friends. Over 13 years it grew to 120 employees in 3 companies providing e-commerce, digital marketing, and analytics services. In 2009, TARAD joined with Japanese company Rakuten, becoming one of the top 8 internet companies worldwide. Pawoot shared his experience growing from a small startup to a large company, emphasizing the importance of planning, execution, partnerships, and expanding locally before going global.
A study of over 22,000 leaders from BRIC (Brazil, Russia, India, China) and G7 (Canada, France, Germany, Italy, Japan, UK, US) countries found both similarities and differences in work motivations between and within the groups. Stimulating work was the top motivator for both, but advancement, pay, and development opportunities were more important to BRIC leaders. Autonomy and mission belief appealed more to G7 leaders. There was also variability within countries, such as a friendly workplace mattering most in Japan and responsibility for others in Germany/France. Understanding cultural differences in leader motivation can help organizations engage and retain key talent.
Session Title: Building a Cohesive Marketing / Development Partnership for your Nonprofit - [177]
Join us for a discussion on how to improve your fundraising efforts through integrated marketing. It’s important to understand the changes taking place today in both disciplines, and how these shifts are reshaping the way we approach both fundraising and marketing. In this workshop, a seasoned veteran with 15+ years experience as a nonprofit leader and business executive will outline exactly what you need to do to be successful at both.
Latest Borrell media panel from Q3 2009 reflecting panel\'s views on changing media environment and channels--bleak outlook on phone directories while mobile applications and Google continue strong.
End2 End Project Management Whizible Semsajalghosh
high end Project Management tool. It manages end-to-end process from Strategy Formulation to Project execution, closure and invoicing..web based application on SAAS model in .NET and MS SQL having two-way integration with MSP ( Microsoft Projects)
The document summarizes key topics from Chapter 8 of the book "Organizational Behavior" by Robbins & Judge, 13th Edition. The chapter discusses emotions and moods, differentiating between the two concepts. It identifies the basic emotions and moods, and explores the sources and functions of emotions and moods. The chapter also examines emotional labor, Affective Events Theory, emotional intelligence, and the implications of emotions and moods for organizational behavior issues across cultures.
This chapter discusses various ways to motivate employees through job design and rewards. It describes Hackman and Oldham's Job Characteristics Model which links job design features like skill variety and autonomy to motivation. Alternative work arrangements like telecommuting and flexible benefits are also covered. The chapter examines variable pay programs, employee involvement, and intrinsic rewards as additional methods for improving employee motivation.
This chapter discusses attitudes and job satisfaction. It defines attitudes as having three components - affective, cognitive, and behavioral. While attitudes often predict behaviors, the relationship is complex. Job satisfaction is defined as a positive feeling about one's job and is one of the major job attitudes measured, along with job involvement, organizational commitment, and perceived organizational support. The chapter examines causes and outcomes of job satisfaction and notes that satisfied employees are more productive, less likely to quit their jobs, and engage in fewer counterproductive behaviors. However, managers often overestimate satisfaction levels. Job satisfaction appears to be a relevant concept globally but Western workers report higher levels than Eastern workers.
This chapter discusses power and politics in organizations. It defines power as the ability to influence others, and contrasts power with leadership. There are five bases of power: formal power from one's position, and personal power from expertise, relationships, or personal traits. Effectiveness depends on others' dependence on one's resources. The chapter also examines influence tactics, sexual harassment as an abuse of power, the causes and consequences of political behavior, and impression management techniques.
This chapter discusses contemporary issues in leadership, including framing, charismatic leadership, transformational leadership, authentic leadership, trust, mentoring, self-leadership, and virtual leadership. It contrasts transactional and transformational leadership styles and examines their effectiveness. The chapter also addresses challenges to traditional views of leadership and how to identify and develop effective leaders.
This chapter discusses the legal, technological, accounting, and political environments international businesses must consider. It covers major legal systems, how domestic laws affect international business, and ways to resolve disputes. The chapter also addresses how a host country's technological, accounting practices, and political stability can impact business operations. Firms must understand these various external factors in different countries to effectively manage risks when operating internationally.
This document outlines a study that will explore: (1) Syrian labor migration to Lebanon, (2) whether Syrian migrant workers are part of the primary labor market or a "reserve army of labor", and (3) the relationship of these workers to the overall working class. It will examine relevant Marxist and labor market theories and literature on guest workers. The research will focus on Syrian construction workers in Lebanon and canvass opinions of Lebanese union officials, government officials, construction companies, and workers. It seeks to determine if Syrian migrants constitute an exploitable reserve labor force and how they fit into Lebanon's labor market structure.
1. International Business, 6th Edition
chapter 1
An Overview
of
International
Business
Griffin & Pustay
1-1 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
2. Chapter Objectives
• Discuss the meaning of international
business
• Explain the importance of understanding
international business
• Identify and describe the basic forms of
international business activities
• Discuss the causes of globalization
• Comprehend the growing role of
emerging markets in the global economy
1-2 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
3. The Business of the Olympics
1-3 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
4. The Business of the Olympics
(continued)
• Intense reflection of international
business
• Government of games by IOC
• Competition for hosting
• Revenue sources for the Olympics
– Broadcast rights
– Corporate sponsorships
1-4 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
5. What Is International
Business?
• Business transactions between
parties from more than one country
• Parties may include:
– Private individuals
– Individual companies
– Groups of companies
– Governmental agencies
1-5 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
6. How Does International Business
Differ from Domestic?
• Currency conversion
• Legal systems
• Culture
• Availability of resources
Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
1-6
7. Why Study International
Business?
• Large organizations
• Foreign-owned subsidiaries
• Small businesses
• Competitors
• Business techniques and tools
• Cultural literacy
1-7 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
8. International
Business Activities
• Exporting and Importing
• International Investments
• Licensing, Franchising, and
Management Contracts
1-8 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
9. Exporting and Importing
• Exporting: selling of products made
in one’s own country for use or
resale in other countries
• Importing: buying of products made
in other countries for use or resale
in one’s own country
1-9 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
10. Visible and Invisible Trade
• Trade in Goods
– Merchandise exports and imports
– Visible trade
• Trade in Services
– Service exports and imports
– Invisible trade
1-10 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
11. International Investments
• Capital supplied by residents of one
country to residents of another
• Two categories:
– Foreign direct investments
– Portfolio investments
1-11 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
12. Figure 1.1 Exports as a % of GDP
90
82.9
75
80
70
Percentage of GDP
60
50
44.1
39.7 35.7
40
31.8
28.8 27.1
30
21.4
17.8 14.5
20
10.8
10
0
m
d
s
l
ds
y
o
a
a
n
da
ce
i
ate
an
an
az
ic
di
in
do
pa
lan
an
na
ex
Ch
In
ail
Br
m
St
ng
Ja
Fr
Ca
er
er
M
Th
d
Ki
eth
G
te
ni
d
N
te
U
ni
U
1-12 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
13. Other Forms of
International Business Activity
Management
contracts
Licensing Franchising
1-13 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
14. Variations of Organizations
Multinational Corporation
Multinational Enterprise
Multinational Organization
1-14 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
15. Multinational Corporations
(MNCs)
• Engage in foreign direct investment
• Own and control foreign assets
• Buy resources in multiple countries
• Create goods and services in multiple
countries
• Sell goods and services in multiple
countries
1-15 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
16. Table 1.1 The World’s Largest
MNCs
• Wal-Mart • Chevron
• Exxon Mobil • ING Group
• Royal Dutch Shell • Total
• BP • General Motors
• Toyota Motor • ConocoPhillips
1-16 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
17. The Era of Globalization
Globalization: the inexorable integration
of markets, nation-states, and
technologies…in a way that is enabling
individuals, corporations and nation-
states to reach around the world farther,
faster, deeper, and cheaper than ever
before
1-17 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
18. Figure 1.2 World Exports
as a % of World GDP
1-18 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
19. Figure 1.3 Foreign Direct
Investment Relative to World GDP
1-19 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
20. Contemporary Causes of
Globalization
Strategic Imperatives
• To leverage core competencies
• To acquire resources and supplies
• To seek new markets
• To better compete with rivals
1-20 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
21. Environmental Change and
Globalization
Changes in
Technological
Political
Changes
Environments
1-21 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
22. Globalization and
Emerging Markets
BRIC
• Brazil / Argentina
• Russia
• India
• China
1-22 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
23. Globalization and
Emerging Markets (continued)
Big Ten
Argentina Brazil China
South Korea Indonesia Mexico
Poland Turkey India
South Africa
1-23 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
24. Framework of Book
• The World’s Marketplaces
• International Environment
• Managing International Business
• Managing International Business
Operations
1-24 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall
The website of the International Olympics Committee explains the sources of revenue generated by the Olympics. More information on the business of the Olympics is on the next slide.
The chapter opens with a discussion of the business behind the Olympic Games. Cities worldwide compete to host the games. The decision is made by the International Olympic Committee (IOC). The cities want to host the games because of the economic growth that can be generated. The Olympics generates revenue from television coverage and corporate sponsors. The highest level of corporate sponsorship for the Olympics costs $60-80 million. Companies are willing to pay these high fees for the opportunity to market their products to consumers worldwide.
Domestic business involves transactions occurring within the boundaries of a single country, while international business transactions cross national boundaries. In addition, the countries may use different currencies, forcing at least one party to convert its currency for another. The legal systems may vary or even be incompatible. The cultures may differ and the resources may vary. For example, one country may be rich in natural resources, but poor in skilled labor. Still, the basic skills and knowledge needed to be successful are generally similar whether one is doing business domestically or internationally.
Large organizations are likely to have international operations or at least be affected by the global economy. Student may work for a company that is owned by a foreign subsidiary. Small businesses are growing their businesses by selling in foreign markets, using foreign-made materials, and competing with foreign firms. Studying international business helps students to compete with students from other countries. It is also important for staying abreast of the latest business techniques and tools, such as JIT systems. Lastly, studying international business helps students to become culturally literate, meaning that they can better understand and appreciate the similarities and differences of the world’s people.
These three international business activities will be presented on the following slides.
International business activity historically first took the form of exporting and importing.
Exporting and importing activities are often divided into two groups: trade in goods and trade in services. The British call trade in goods visible trade. It is trade in tangible products such as clothing. Trade in services is known as invisible trade and it includes intangible products like banking and travel.
The second major form of international business activity is international investments. Foreign direct investments (FDI) are investments made for the purpose of actively controlling property, assets, or companies located in host countries. For example, Ford’s investment in Sweden’s Volvo Corporation is a foreign direct investment. Portfolio investments are purchases of foreign financial assets (stocks, bonds, cds) for a purpose other than control. For example, a Danish pension fund purchased 1,000 shares of Sony common stock.
In addition to exporting, importing, and investments, there are also other forms of international business activity. These include management contracts, licensing, and franchising. Licensing is a contractual arrangement in which a firm in one country licenses the use of its intellectual property to a firm in another country in exchange for a royalty payment. Franchising is a specialized form of licensing which occurs when a firm in one country authorizes a firm in another to utilize its operating systems as well as its brand names, trademarks, and logos for a royalty payment. A management contract is an arrangement wherein a firm in one country agrees to operate facilities or provide other management services to a firm in another country for an agreed-upon fee. Examples include Marriott and Hilton which do not own all of the hotels that bear their brand names.
There are different types of international organizations. The term multinational corporation (MNC) is used to identify firms that have extensive involvement in international business. MNCs typically own and control foreign assets, buy resources in a variety of countries, create goods or services, and then sell those goods and services in a variety of countries. Some international organizations are not true MNCs and they may be termed multinational enterprises (MNEs). The term multinational organization (MNO) may be used to describe any international organization, whether for-profit or not-for-profit.
This slide describes the characteristics of MNCs.
This table includes the world’s largest MNCs as of July 2006.