INTERNATIONAL MERGER ACQUISITION FAILURE2Bruna Sper.docx

INTERNATIONAL MERGER ACQUISITION FAILURE2
Bruna Spera Martins
Southern States University
BU536 – Global Strategy and Management
Instructor: Dr. Javier Wedekind-Flores
Running head: INTERNATIONAL MERGER ACQUISITION
FAILURE1
International Merger Acquisition Failure
The general expectation in mergers and acquisitions is that the
firm’s shareholder value post mergers or acquisitions would be
greater compared to the total shareholder value of the parent
companies before the process is completed. Similarly, the
parent companies, especially the smaller and weaker one, would
tremendously benefit due to an enhanced market share,
competitiveness, and cost-efficiencies. Some of the most ideal
situation when mergers and acquisitions are appropriate
includes when companies wish to introduce new products, avail
some administrative benefits, and enter a new market. Although
there are many business and companies such as Time Warner,
Google, Microsoft, eBay, BMW, etc. who have been successful

in mergers and acquisitions, some have never been so lucky
because their process have often ended in failure.
The acquisition of Motorola by Google in 2012 is amongst the
worst in the history of merger and acquisition. Google obtained
Motorola for $12.5 billion with the aim of using the brand to
build top-quality mobile devices because Google’s Android OS
had already started off with a massive market share (Epstein,
2014). Motorola however broke the promise by releasing a
variety of low-quality mobile devices. They even failed to
upgrade the old phones to the latest Android OS for the
consumers. To further worsen the matter, Google continued to
release mobile devices called Nexus, which, were produced
under the partnership with LG, Asus, and Samsung. The
implication for such a partnership is that it led to the wearing
away of the Motorola acquisition’s value even further. Then, the
shocker came when Google had to offload its $12.5 billion
purchase for about $2.9 billion to Lenovo two years after the
acquisition.
The offload was necessary although Motorola’s Moto X had at
one point shown positive performance in the market. The sale
covered Motorola’s deferred tax assets, handset division, cash
on hand, home business, amongst other things (Epstein, 2014).
However, Google still retained Motorola’s patent portfolio after
the sale. The biggest mistake that Google made, regardless of
the fact that it was faced with a critical dilemma, was to buy
Motorola in order to save Google’s Android OS. The move was
unprecedented because it is very few companies that trade in
software which [have ever successfully] shifted to hardware.
Secondly, the new acquisition meant that Google had to
compete with its software clients such as HTC and Samsung
which are also known to offer top-notch Android-based tablets
and mobile phones.
Third, Android software are not primarily meant to generate
much money. Hence, by investing in the new merger, Google
had only dreamt of holding onto the search revenue from
Google OS as more people move to cloud-based devices from

their personal computing devices. However, Motorola was a bad
choice because it only had a 9% competition share in the mobile
phone’s marketplace, and hence, the last finisher (Hartung,
2011). Thus, Google was supposed to think through the
products’ ramification and its business model before
introducing it to the market. The reason is that [the Google’s]
Android software was never created as a profitable growth
opportunity but as a way to defend its search engine business.
References
Epstein, Z. (2014, February 13). Google Bought Motorola for
$12.5B, Sold it for $2.9B, andCalled the Deal ‘A Success’.
Retrieved May 7, 2020, from
BGR:https://bgr.com/2014/02/13/google-motorola-sale-
interview-lenovo/
Hartung, A. (2011, August 18). Google's Big Mistake - Buying
Motorola to Save Android.Retrieved May 7, 2020, from
Forbes:https://www.forbes.com/sites/adamhartung/2011/08/18/g
oogles-big-mistake-buying-motorola-to-save-
android/#7b33fb2c5f26
Date: 2020-05-10
PLAGIARISM SCAN REPORT
Exclude Url : None

Content Checked For Plagiarism
International Merger Acquisition Failure The general
expectation in mergers and acquisitions is that the firm’s
shareholder value post
mergers or acquisitions would be greater compared to the total
shareholder value of the parent companies before the process is
completed.
Similarly, the parent companies, especially the smaller and
weaker one, would tremendously benefit due to an enhanced
market share,
includes when
companies wish to introduce new products, avail some
administrative benefits, and enter a new market. Although there
are many business
and companies such as Time Warner, Google, Microsoft, eBay,
BMW, etc. who have been successful in mergers and
acquisitions, some
have never been so lucky because their process have often
ended in failure. The acquisition of Motorola by Google in 2012
is amongst the
build top-quality
mobile devices because Google’s Android OS had already

started off with a massive market share (Epstein, 2014).
Motorola however
broke the promise by releasing a variety of low-quality mobile
devices. They even failed to upgrade the old phones to the latest
Android OS
for the consumers. To further worsen the matter, Google
continued to release mobile devices called Nexus, which, were
produced under
the partnership with LG, Asus, and Samsung. The implication
for such a partnership is that it led to the wearing away of the
Motorola
acquisition’s value even further. Then, the shocker came when
Google had to offload its $12.5 billion purchase for about $2.9
billion to
Lenovo two years after the acquisition. The offload was
necessary although Motorola’s Moto X had at one point shown
positive
performance in the market. The sale covered Motorola’s
deferred tax assets, handset division, cash on hand, home
business, amongst
other things (Epstein, 2014). However, Google still retained
Motorola’s patent portfolio after the sale. The biggest mistake
that Google
made, regardless of the fact that it was faced with a critical
dilemma, was to buy Motorola in order to save Google’s
Android OS. The move
was unprecedented because it is very few companies that trade

in software which [have ever successfully] shifted to hardware.
Secondly,
the new acquisition meant that Google had to compete with its
software clients such as HTC and Samsung which are also
known to offer
top-notch Android-based tablets and mobile phones. Third,
Android software are not primarily meant to generate much
money. Hence, by
investing in the new merger, Google had only dreamt of holding
onto the search revenue from Google OS as more people move
to cloud-
based devices from their personal computing devices. However,
Motorola was a bad choice because it only had a 9%
competition share in
the mobile phone’s marketplace, and hence, the last finisher
(Hartung, 2011). Thus, Google was supposed to think through
the products’
ramification and its business model before introducing it to the
market. The reason is that [the Google’s] Android software was
never
created as a profitable growth opportunity but as a way to
defend its search engine business.
0%
Plagiarised
100%
Unique

522
Words
3346
Characters
Date: 2020-05-10
Exclude Url : None
International Merger Acquisition Failure The general
expectation in mergers and acquisitions is that the firm’s
shareholder value post
mergers or acquisitions would be greater compared to the total
shareholder value of the parent companies before the process is
completed.
Similarly, the parent companies, especially the smaller and
weaker one, would tremendously benefit due to an enhanced
market share,
includes when
companies wish to introduce new products, avail some
administrative benefits, and enter a new market. Although there
are many business
and companies such as Time Warner, Google, Microsoft, eBay,
BMW, etc. who have been successful in mergers and
acquisitions, some
have never been so lucky because their process have often
ended in failure. The acquisition of Motorola by Google in 2012
is amongst the
build top-quality
mobile devices because Google’s Android OS had already
started off with a massive market share (Epstein, 2014).

Motorola however
broke the promise by releasing a variety of low-quality mobile
devices. They even failed to upgrade the old phones to the latest
Android OS
for the consumers. To further worsen the matter, Google
continued to release mobile devices called Nexus, which, were
produced under
the partnership with LG, Asus, and Samsung. The implication
for such a partnership is that it led to the wearing away of the
Motorola
acquisition’s value even further. Then, the shocker came when
Google had to offload its $12.5 billion purchase for about $2.9
billion to
Lenovo two years after the acquisition. The offload was
necessary although Motorola’s Moto X had at one point shown
positive
performance in the market. The sale covered Motorola’s
deferred tax assets, handset division, cash on hand, home
business, amongst
other things (Epstein, 2014). However, Google still retained
Motorola’s patent portfolio after the sale. The biggest mistake
that Google
made, regardless of the fact that it was faced with a critical
dilemma, was to buy Motorola in order to save Google’s
Android OS. The move
was unprecedented because it is very few companies that trade
in software which [have ever successfully] shifted to hardware.
Secondly,
the new acquisition meant that Google had to compete with its
software clients such as HTC and Samsung which are also
known to offer
top-notch Android-based tablets and mobile phones. Third,
Android software are not primarily meant to generate much
money. Hence, by
investing in the new merger, Google had only dreamt of holding
onto the search revenue from Google OS as more people move

to cloud-
based devices from their personal computing devices. However,
Motorola was a bad choice because it only had a 9%
competition share in
the mobile phone’s marketplace, and hence, the last finisher
(Hartung, 2011). Thus, Google was supposed to think through
the products’
ramification and its business model before introducing it to the
market. The reason is that [the Google’s] Android software was
never
created as a profitable growth opportunity but as a way to
defend its search engine business.
0%
Plagiarised
100%
Unique
522
Words
3346
Characters
Memoir Review
Hornbacher, Mayra. Wasted: A Memoir of Bulimia and
Anorexia Nervosa. New York: Harper Perennial, 1999.
Read a memoir by a disabled person or about disability and
write a 2-3-page paper (double-spaced, 12-point font). Your
review should do the following:
1. Present a concise summary and overview of the memoir.
· What is it about?
· Who wrote it?
· What is the author’s overall perspective, argument, or
purpose?
2. Offer a critical assessment of the memoir. Articulate your
reactions to the work in relation to course material/class

discussions:
· What strikes you as noteworthy, effective or persuasive?
· What extent has it enhanced your understanding of disability?
3. Describe your own personal reaction to the book.
· Did you like it?
· What did you learn about disabilities in the present and the
past?
· Would you recommend it to others?
Sample Memoir Review:
Book Review: Don’t Worry, He Won’t Get Far on Foot
John Callahan’s book, Don’t Worry, He Won’t Get Far on Foot,
tells the story of a man whose life is gripped by alcoholism. Not
only an alcoholic, he is also a quadriplegic after a car accident
in which both him and his friend was under the influence. The
accident severed his spine and left him in a wheelchair at the
age of 21. He used alcohol as a way to medicate for his injury,
as he had done throughout his life. His alcohol abuse started at
age 14, as a way to deal with his mother abandoning him. Since
then, he pushed women in his life away which created a
worsening drinking problem. Although, as tragic as his life
seemed throughout the book, he wrote it to show he does not
need to be pitied or patronized because his life did not end the
night he became a quadriplegic. Although he passed away on
July 24th, 2010 due to complications from his injury, he would
want people to see that his life wasn’t horrible. His book offers
hope for people who have suffered a tragedy in their life, and an
understanding of disability to those who do not have a
disability.
The common themes throughout the book was society’s view of
the disabled, the welfare system, and the use of black humor.
The use of black humor is incredibly important. Black humor is

morbid humor that makes light of a typically taboo subject, such
as jokes about disability, religion, race etc. The importance of
black humor in Callahan’s book is it makes understanding the
disability more comfortable. Black humor allows to maintain
the seriousness of the subject matter, but also brings a little
humor to a subject that normally makes many people
uncomfortable. Even Callahan himself was uncomfortable
around those with disabilities. He constantly referred to a
mental hospital he worked at as the “Nuthouse” and mentioned
in his book about not wanting to meet someone who was
disabled as a result of his small town experience with people
that had disabilities. Another example of his black humor is
when the accident had just happened, and he couldn’t get use to
the lack of feeling. All he could feel was his head and his
shoulder blades and said he “felt like a floating head” (Callahan
60). His black humor allows for us to laugh with him about
subject matters that normally are considered terrible to laugh at,
which brings people together. Rather than making it
uncomfortable, it makes it easier to talk about. This shows that
people with disabilities aren’t all that different from everyone
else, and they too are still people who can make light of their
disability. By using black humor, it makes it easier for people
without disabilities to understand those who have them.
Callahan focuses on the welfare system, and while it has helped
him, he points out a few flaws within the system. One of these
flaws being as the stereotype that people on welfare are seen as
bums and lazy. Not only does society have this view, but he
also refers to the staff and administrators of the welfare system
who share this common misconception. Those with disabilities
who use welfare are seen as individuals who bleed the system,
and choose to be on it. The misconception here is welfare
actually is designed to keep individuals with disabilities to stay
poor. What keeps these individuals on welfare is if someone
makes too much money, they lose the benefits of Medicaid.
Callahan states he will “need hospitalization from time to time”
(176), and thus he needs Medicaid. Many people that have a

disability are able to work and earn their own money; however,
if they keep this money they will lose Medicaid. The price of
Medicaid outweighs the money these individuals make, so they
are forced to give their money up or lie about it. In Callahan’s
case, he gives it up as he recognizes his life is full of him lying
and deceiving others. This was a big character-building moment
for Callahan. As a result, he has to stay on welfare and he gives
up his money he earned early on in his cartooning career. The
lack of understanding of people on welfare and people with
disabilities stems from the negative stereotypes that revolve
around welfare recipients. The problem isn’t as a result of these
individuals, but of a system that makes it very difficult to
sustain oneself without its benefits. It shows that the problem
doesn’t lie with individuals such as Callahan and provides an
understanding on how these stereotypes are false about those
with disabilities on welfare.
Society’s view of disability in the book primarily focuses on the
medical and moral models. With regards to the medical model,
Callahan spends time in a hospital and rehabilitation facilities,
dealing with medical professions. At the beginning, they hope
for the ability to cure him of his paralysis, but they soon come
to find out he will be paralyzed for life. Then they become sad
for him, saying there isn’t anything they can do for him and he
feels like they are saying “the man clearly felt nothing could be
done for me” (Callahan 57), and the man begins to cry for
Callahan, stating what a shame it is for a 21-year-old is going to
be paralyzed for the rest of his life. The problem with the
medical model here is as it focuses on curing the disability,
once it is found nothing can be done there is a sense of
hopelessness about the medical professional. They view as the
patient and their life is essentially over because of this
disability. This causes individuals to fear disabilities, as they
are seen with the negative image of hopelessness and the end of
a quality life. Not only was Callahan’s life not over, but it had
barely begun. He later became a cartoonist, dated several
different people and had many friends. His disability didn’t end

his life, it was just another characteristic. The moral model
comes up throughout the entire book, as his disability is a result
of God and people are morally responsible for their actions.
People harbor this view of people with disability as a result of
poor life choices that have angered God, or because the
individual hasn’t let God into their life. One individual in the
book asked Callahan if he could cure him and told him “Jesus
will let me cure you if you have enough faith” (Callahan 59),
which places the blame of the disability on the individual. It
creates stigmas around disability, labeling the individual as a
bad or flawed person who angered God. As a result, people
don’t see those people with disabilities as good people, which
flaws their understanding of both the individual and the
disability.
My own personal reaction to the book is I thought it was
amazing. I loved the book as it is very informative, inspiring,
and hilarious. John Callahan has a very crude and dark sense of
humor in which he puts into his cartoons. He talked about on
multiple occasions how people were calling for his head in
reaction to some of his cartoons which focus on people with
disabilities. How vulgar Callahan can be would put the crudest
sailor to shame, as his writing is littered with obscenities.
However, rather than it is coming across as immature, it brings
a little bit of light to the dark situation. His accident happened
in 1972, right when those with disabilities were getting traction
in legislation for equality. In 1973, the Rehabilitation Act was
passed, which ensured the rights of those with disabilities. Also,
in his book Callahan talked about the troubles he had with
earning his own money while being on welfare. In class welfare
was mentioned a few times, as it is a slightly flawed system that
inhibits for someone with a disability to earn their own wage. In
Callahan’s case, he was beginning to write cartoons and began
selling them to magazines. His began to see moderate success,
but it also came with a little fame. The problem was welfare
noticed and threatened to take away his benefits if he didn’t
hand over his money he had made through his first two years.

Even though he believed he could afford his $1,475 a month for
bills that are as a result of his injury, not to mention other bills,
he would lose Medicaid which is vital to someone with ongoing
health needs. In his situation, there was no private health
insurer that would sell a health insurance policy to a
quadriplegic. I didn’t realize this was a problem decade ago. I
only focused on the present, rather than both the present and the
past. Even with all the progress made, it seems disheartening
after decades this problem still has not been resolved. If you
like crude and black humor, you will love this book. Even if
you do not, I still recommend this book to anybody because of
how inspiring and the new light he shines on the subject of
disability. It is a lighthearted and easy to read way to learn
directly from someone who has experience in the world of
disability.
Work Cited
Callahan, John. Don't Worry, He Won't Get Far on Foot. New
York: Vintage, 1990. Print
Running head: EXPATRIATES 2
EXPATRIATES7

Bruna Spera Martins
Running Head: EXPATRIATES
1
COCA COLA MARKETING STRATEGY
2
Sending employees overseas is a good and promising idea to
gain benefits from the global market. Hiring employees from all
over the world provides an opportunity for the company to
access the best talents and minds across the globe. There are
several challenges associated with working in another country,
and a number of issues need to be considered before employees
are sent to do business abroad for them to adjust and accomplish
business goals. Going to a different country means getting new
people with different cultures, languages, skills, and policies.
Several issues should be addressed before sending people
abroad on a business mission.
It is essential for people going abroad to have an insight
into the culture and beliefs of the new country to address
culture shock. It is not possible to expect an easy and quick
adjustment to the new culture but at least has some
understanding of how the people in the new country contact
themselves and react to several issues is very important
(Lawson, 2019). A special training about the culture should be
designed to give more information considering people have
different interpretations of different situations and what the
expatriates may feel right could be interpreted to mean wrong in
the new culture.
Depending on the country people are sent, language

constraints may be a big concern in achieving the business goals
in the new country. There is a need for training on the language
used in the new place of work. Communication is important in
business operation, and without understanding, of other party's
language doing business with is as good as a failed mission.
Before people are sent to a new country, they should have at
least some knowledge of the commonly used language. It is also
important that the company in the new country is notified to
have an understanding that the person joining does not speak
their language and design program to continue training the
person.
Sending people to work abroad is a costly exercise, and
failing in assignments could lead to big losses to the company.
Before employees are assigned to work overseas, there is a need
to ensure they have relevant skills, competency, and knowledge
to carry out the assignment. Proper training on what the person
is supposed to do in the other country should be done to equip
them well and prepare the employees for success.
Expatriates should be made aware of the existing
government policies in the new country regarding the business
and the general laws regulating normal contact of the people
within the territory of that new country (Pinnington,Debrah,
Rees, & Oseghale,2018). People should be trained on the
applicable laws concerning the taxes and needed documents to
facilitate smooth operations.
Due to the impact of globalization, which is making the
world a small village where people can easily interact.
Following the introduction and advancement of communication
technology. Social media has created an avenue for people to
learn about different cultures across the world, expanding our
understanding of why particular people behave the way they do.
The increased knowledge has expanded acceptance of different
cultures across the world, making it easy to live in a foreign
country as you already know what they consider unacceptable.
Better knowledge of other people's culture has reduced
chances of conflicts as many people across the world have some

insight into what behaviors are acceptable and what is regarded
as wrong. Understanding different cultures through expatriates
training has minimized the possibility of conflict around the
globe. Cultural issues, language barriers and general awareness
should be addressed before sending people abroad.
Conclusively, sending employees to work in foreign countries
increases the hiring radius increasing chances to get the best
mind and most talented employees across the word. Going to a
new country translates to meeting people with different cultures
and beliefs. It is very important that people are trained before
going to work outside country to understand the culture,
language, and the governing polices in the new country. The
impact of globalization and improved technology
communication has increased the understanding of other
people’s way of life reducing possible conflicts between
nationals.
Reference
Lawson, S., & Shepherd, J. (2019). Utilizing the U-Curve
Model to Assess Cross-Cultural Training Programs for Low
Context Expatriates Working in a High Context Culture. Journal
of Business Diversity, 19(1).
Pinnington, A. H., Debrah, Y. A., Rees, C. J., & Oseghale, R.
O. (2018). Developing Global Leaders and Expatriates.
International Human Resource Management, 2(27), 362.

Date: 2020-04-27
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Date: 2020-04-27
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over the
world provides an opportunity for the company to access the
best talents and minds across the globe. There are several
challenges
associated with working in another country, and a number of
issues need to be considered before employees are sent to do
business
abroad for them to adjust and accomplish business goals. Going
to a different country means getting new people with different
cultures,
languages, skills, and policies. Several issues should be
addressed before sending people abroad on a business mission.
It is essential for
people going abroad to have an insight into the culture and
beliefs of the new country to address culture shock. It is not
possible to expect
an easy and quick adjustment to the new culture but at least has
some understanding of how the people in the new country
contact
designed to give
more information considering people have different
interpretations of different situations and what the expatriates
may feel right could be
interpreted to mean wrong in the new culture. Depending on the
country people are sent, language constraints may be a big
concern in
achieving the business goals in the new country. There is a need
for training on the language used in the new place of work.
Communication is important in business operation, and without
understanding, of other party's language doing business with is
as good as

a failed mission. Before people are sent to a new country, they
should have at least some knowledge of the commonly used
language. It is
also important that the company in the new country is notified
to have an understanding that the person joining does not speak
their
language and design program to continue training the person.
Sending people to work abroad is a costly exercise, and failing
in
assignments could lead to big losses to the company. Before
employees are assigned to work overseas, there is a need to
ensure they
have relevant skills, competency, and knowledge to carry out
the assignment. Proper training on what the person is supposed
to do in the
other country should be done to equip them well and prepare the
employees for success. Expatriates should be made aware of the
existing
within the
territory of that new country (Pinnington,Debrah, Rees, &
Oseghale,2018). People should be trained on the applicable laws
concerning the
taxes and needed documents to facilitate smooth operations.
Due to the impact of globalization, which is making the world a
small village
where people can easily interact. Following the introduction and
advancement of communication technology. Social media has
created an
avenue for people to learn about different cultures across the
world, expanding our understanding of why particular people
behave the way
they do. The increased knowledge has expanded acceptance of
different cultures across the world, making it easy to live in a
foreign

Better knowledge of other people's culture has reduced chances
of conflicts
as many people across the world have some insight into what
behaviors are acceptable and what is regarded as wrong.
Understanding
different cultures through expatriates training has minimized the
possibility of conflict around the globe. Cultural issues,
language barriers
and general awareness should be addressed before sending
people abroad. Conclusively, sending employees to work in
foreign countries
new country
translates to meeting people with different cultures and beliefs.
It is very important that people are trained before going to work
outside
country to understand the culture, language, and the governing
polices in the new country. The impact of globalization and
improved
technology communication has increased the understanding of
other people’s way of life reducing possible conflicts between
nationals.
Reference Lawson, S., & Shepherd, J. (2019). Utilizing the U-
Curve Model to Assess Cross-Cultural Training Programs for
Low Context
Expatriates Working in a High Context Culture. Journal of
Business Diversity, 19(1). Pinnington, A. H., Debrah, Y. A.,
Rees, C. J., &
Oseghale, R. O. (2018). Developing Global Leaders and
Expatriates. International Human Resource Management, 2(27),
362.
3% Plagiarised

this study investigated the adequacy of cross-cultural programs
to prepare expatriates to work in high context culture. lysgaard
(1955)
u- curve adjustment theory was used as a logical theoretical
platform for discussing the cross-cultural adjustment process for
the
expatriates in the...
https://www.articlegateway.com/index.php/JBD/article/view/13
52
over the
world provides an opportunity for the company to access the
best talents and minds across the globe. There are several
challenges
associated with working in another country, and a number of
issues need to be considered before employees are sent to do
business
abroad for them to adjust and accomplish business goals. Going
to a different country means getting new people with different
cultures,
languages, skills, and policies. Several issues should be
addressed before sending people abroad on a business mission.
It is essential for
people going abroad to have an insight into the culture and
beliefs of the new country to address culture shock. It is not
possible to expect
an easy and quick adjustment to the new culture but at least has
some understanding of how the people in the new country
contact
designed to give

more information considering people have different
interpretations of different situations and what the expatriates
may feel right could be
interpreted to mean wrong in the new culture. Depending on the
country people are sent, language constraints may be a big
concern in
achieving the business goals in the new country. There is a need
for training on the language used in the new place of work.
Communication is important in business operation, and without
understanding, of other party's language doing business with is
as good as
a failed mission. Before people are sent to a new country, they
should have at least some knowledge of the commonly used
language. It is
also important that the company in the new country is notified
to have an understanding that the person joining does not speak
their
language and design program to continue training the person.
Sending people to work abroad is a costly exercise, and failing
in
assignments could lead to big losses to the company. Before
employees are assigned to work overseas, there is a need to
ensure they
have relevant skills, competency, and knowledge to carry out
the assignment. Proper training on what the person is supposed
to do in the
other country should be done to equip them well and prepare the
employees for success. Expatriates should be made aware of the
existing
within the
territory of that new country (Pinnington,Debrah, Rees, &
Oseghale,2018). People should be trained on the applicable laws
concerning the
taxes and needed documents to facilitate smooth operations.

Due to the impact of globalization, which is making the world a
small village
where people can easily interact. Following the introduction and
advancement of communication technology. Social media has
created an
avenue for people to learn about different cultures across the
world, expanding our understanding of why particular people
behave the way
they do. The increased knowledge has expanded acceptance of
different cultures across the world, making it easy to live in a
foreign
Better knowledge of other people's culture has reduced chances
of conflicts
as many people across the world have some insight into what
behaviors are acceptable and what is regarded as wrong.
Understanding
different cultures through expatriates training has minimized the
possibility of conflict around the globe. Cultural issues,
language barriers
and general awareness should be addressed before sending
people abroad. Conclusively, sending employees to work in
foreign countries
new country
translates to meeting people with different cultures and beliefs.
It is very important that people are trained before going to work
outside
country to understand the culture, language, and the governing
polices in the new country. The impact of globalization and
improved
technology communication has increased the understanding of
other people’s way of life reducing possible conflicts between
nationals.
Reference Lawson, S., & Shepherd, J. (2019). Utilizing the U-

Curve Model to Assess Cross-Cultural Training Programs for
Low Context
Expatriates Working in a High Context Culture. Journal of
Business Diversity, 19(1). Pinnington, A. H., Debrah, Y. A.,
Rees, C. J., &
Oseghale, R. O. (2018). Developing Global Leaders and
Expatriates. International Human Resource Management, 2(27),
362.
3% Plagiarised
this study investigated the adequacy of cross-cultural programs
to prepare expatriates to work in high context culture. lysgaard
(1955)
u- curve adjustment theory was used as a logical theoretical
platform for discussing the cross-cultural adjustment process for
the
expatriates in the...
https://www.articlegateway.com/index.php/JBD/article/view/13
52
Running Head: EU
2
EU
4
Bruna Spera Martins
Running Head: EU
1

COCA COLA MARKETING STRATEGY
2
A business that I would like to start is a Imperfect produce
business, that majorly deals with the fruits and the vegetables
that are seen to be ugly from their physical outlook and the
producers are isolating them from the best ones and in most
cases, they go at waste, but they are nutrients just like the other
ones which are taken to the store. My business would delivery
these products directly to the consumer’s house, with a cheaper
price.
Introduction
The European Union (EU) is an international organization made
up of twenty-seven European nations. The union monitors the
common economic, security, and social policies. The union was
originally confined to Western Europe before taking a great
expansion towards Central and Eastern Europe in the early 21st
century. The UK was among the founding members of this union
but left recently in 2020. The creation of the union has created
new opportunities for the member nations. Some of these
opportunities are as discussed below.
The member countries to the EU have an opportunity of
operating as a single market. This is beneficial to these
countries as it facilitates the free movement of people, goods,
and services (Pettinger, 2016). When goods and services are
allowed to move freely across different nations plays a huge
role in increasing their productivity. For example, a trader can
freely move products from France to England without being
barred. Such an instance enables traders to supply their products
even in other nations when demand in those nations increases,
without being restricted or subject to some special kind of
regulations.
The member nations to the union have been accorded an

opportunity of accessing a larger population and target base for
trading with (Pettinger, 2016). If the union were nit formed,
countries would only be in a position of freely accessing the
people and industries within their territories. This is usually
disadvantageous, especially to those involved in the production
and manufacturing of products. This is so because
manufacturing calls for some materials to be outsourced from
other nations, and if there is no free movement of products
across the borders, it can be hard for these countries to hit their
targets.
The European Union has also offered the member nations the
opportunity of creating more jobs and higher income for their
residents (Pettinger, 2016). Due to the member nations being
allowed to carry out free trades across the borders, the trade
volume has increased. An increase in trades translates into a
rise in demand, which in turn means that industries end up
being pushed to employ more people for then to meet the high
demand. As more jobs are created, and trade continues to
expand, these nations end up having their GDP expand.
Importance of these opportunities to international managers in
other geographic regions
The opportunities presented by the EU to the member nations
are as well fundamental to international managers in other
regions. When an international firm expands to a nation under
the EU and gets registered under that nation, it gets a chance to
enjoy the opportunities presented by the union to the member
nation. For instance, such a firm can move its products across
different nations under the union provided that it has been
registered under any of the member nations. These opportunities
are also important to the international managers because they as
well facilitate easier movement of goods from the region the
manager is into other areas. When an international manager
exports some products to Spain, he can have these products
move across the European nations at ease without being charged
extra tariffs, unlike if the union was not formed.

Conclusion
In conclusion, the European Union plays an important role in
the expansion of the European region. It presents the member
nations with numerous opportunities, which include removal of
trade barriers and tariffs, increases in the client base, helped in
the growth of the GDP of the nations who are members of the
union. Also, as discussed in the paper, the union has played a
critical role in helping the rise in employment opportunities as
trade rises, and the demand for products increases. These
opportunities are important to international managers because
they enable them to distribute their products freely once they
get into the nations which are members of the union.
References
Pettinger, T. (2016). Benefits of the European Union. Retrieved
15 April 2020, from
https://econ.economicshelp.org/2007/03/benefits-of-european-
union.html
Running Head: GLOBAL STRATEGY AND MANAGEMENT1
GLOBAL STRATEGY AND MANAGEMENT2

Bruna Spera Martins
The daily operational activities of a company are characterized
by the strategies that the companies adopt. The company
strategies can either be long-term or short term depending on
the decision of the decisions of company management.
Companies that have good performing records across the
continent are subject to very profound strategies. Company
strategies enable an organization to survive and sustain a
competitive environment and also effectively manage risks.
New York Times reported in 2015 that many companies
collapsed in the previous due to inadequate strategies. This
paper intends to investigate BMW's differentiated business-
level strategy, corporate-level diversification competitive
strategy, and functional strategy.
Some of the approaches of product differentiation that BMW
has been able to use, as evident on its website, are engineering
design, perceived prestige and status, rapid product innovation,
unusual features, different taste, and responsive customer
service. The recent study shows that BMW is one of the product
innovator automobile companies besides Mercedes Benz and
Audi (Kumar, 2016). BMW manufactures environmentally
friendly hydrogen cars, which has enabled the company to be
highly reputable amongst other automobile companies. It also
gives ecologically conscious customers a variety of products to
choose from. Another differentiation strategy that BMW has
adopted is the establishment of links between the company and
the customers. Establishment of connections between customers
and the industry enables the company to maintain its
relationship with its customers even after making purchases.
BMW has used a competitive diversification strategy to reduce
variability in its profitability since it's able to obtain earnings

from its separate line of business. The competitive
diversification strategies used in BMW are low-level and high-
level diversifications.
A low level of diversification has enabled the BMW Company
to obtain more than 80% of its stockholder's equity from its
main business area in Germany and beyond (Kumar, 2016). The
company has 14 branches located across the world in different
countries. It operates in only three products, e.g., motorcycles
and cars and engines. The fact that the company is working in a
few businesses and markets has enabled it to obtain remarkable
returns because it can develop the capabilities for these
diversified markets and provide high-quality services to its
customers. Besides, the company has been experiencing very
few challenges in managing the few businesses that have
enabled it to obtain the economies of scale and effectively use
its resources. BMW also maintains the narrow focus of
diversification as a means of keeping the quality standards of
the company for its esteemed customers (Kumar, 2016). The
company has focused on the manufacturing of light vehicles,
motorcycles, and engines, thus enabling it to balance its
resources.
BMW Company obtains only 15% of its profit from other
related businesses across the globe. The company produces car
engines that are supplied to all parts of the world. The
similarity on the company line of products around the world
shows that the company shares its resources across its
businesses with a related-constrained strategy. Production of
motorcycles alongside automobiles enables the company to
attract different customers since the customers can choose from
a variety of products. BMW Company uses a related-linked
corporate-level strategy, which allows it to share fewer assets
and resources between its businesses. The company concentrates
on transferring core competence and knowledge between its
activities (Kumar, 2016). The use of a related-linked
diversification strategy enables BMW Company to continually
adjust the mix in its portfolio of businesses and make decisions

towards managing its operations.
Conclusion
This paper has addressed specific strategies that BMW adopts to
ensure that it creates a competitive advantage against other
competing firms such as Mercedes and Audi. The company uses
a differentiated business-level approach to become more
competitive within Germany and corporate-level diversification
competitive strategy to operate beyond its borders. The
company uses both low-level and high-level strategies to
colonize its market at corporate levels fully.
References
Kumar, K. (2016). Strategic Management On BMW. GRIN
Verlag.
Date: 2020-05-04

Exclude Url : None
strategies can
either be long-term or short term depending on the decision of
the decisions of company management. Companies that have
good
performing records across the continent are subject to very
profound strategies. Company strategies enable an organization
to survive and
sustain a competitive environment and also effectively manage
risks. New York Times reported in 2015 that many companies
collapsed in
the previous due to inadequate strategies. This paper intends to
investigate BMW's differentiated business-level strategy,
corporate-level
diversification competitive strategy, and functional strategy.
has been able to
use, as evident on its website, are engineering design, perceived
prestige and status, rapid product innovation, unusual features,
different
taste, and responsive customer service. The recent study shows
that BMW is one of the product innovator automobile
companies besides
Mercedes Benz and Audi (Kumar, 2016). BMW manufactures
environmentally friendly hydrogen cars, which has enabled the
company to
be highly reputable amongst other automobile companies. It
also gives ecologically conscious customers a variety of
products to choose
from. Another differentiation strategy that BMW has adopted is
the establishment of links between the company and the

customers.
Establishment of connections between customers and the
industry enables the company to maintain its relationship with
its customers even
after making purchases. BMW has used a competitive
diversification strategy to reduce variability in its profitability
since it's able to obtain
earnings from its separate line of business. The competitive
level
diversifications. A low level of diversification has enabled the
BMW Company to obtain more than 80% of its stockholder's
equity from its
countries.
It operates in only three products, e.g., motorcycles and cars
and engines. The fact that the company is working in a few
businesses and
markets has enabled it to obtain remarkable returns because it
can develop the capabilities for these diversified markets and
provide high-
quality services to its customers. Besides, the company has been
experiencing very few challenges in managing the few
businesses that
have enabled it to obtain the economies of scale and effectively
use its resources. BMW also maintains the narrow focus of
diversification
as a means of keeping the quality standards of the company for
its esteemed customers (Kumar, 2016). The company has
focused on the
manufacturing of light vehicles, motorcycles, and engines, thus
enabling it to balance its resources. BMW Company obtains
only 15% of its
profit from other related businesses across the globe. The
company produces car engines that are supplied to all parts of

the world. The
businesses with a
related-constrained strategy. Production of motorcycles
alongside automobiles enables the company to attract different
customers since the
customers can choose from a variety of products. BMW
Company uses a related-linked corporate-level strategy, which
allows it to share
fewer assets and resources between its businesses. The company
concentrates on transferring core competence and knowledge
between
its activities (Kumar, 2016). The use of a related-linked
adjust the mix in its
portfolio of businesses and make decisions towards managing
its operations. Conclusion This paper has addressed specific
strategies that
BMW adopts to ensure that it creates a competitive advantage
against other competing firms such as Mercedes and Audi. The
company
uses a differentiated business-level approach to become more
competitive
strategy to operate beyond its borders. The company uses both
low-level and high-level strategies to colonize its market at
corporate levels
fully.
0%
Plagiarised
100%
Unique

628
Words
4350
Characters
Date: 2020-05-04
Exclude Url : None
strategies can
either be long-term or short term depending on the decision of
the decisions of company management. Companies that have
good
performing records across the continent are subject to very
profound strategies. Company strategies enable an organization
to survive and
sustain a competitive environment and also effectively manage
risks. New York Times reported in 2015 that many companies
collapsed in
the previous due to inadequate strategies. This paper intends to
investigate BMW's differentiated business-level strategy,
corporate-level
diversification competitive strategy, and functional strategy.
has been able to
use, as evident on its website, are engineering design, perceived
prestige and status, rapid product innovation, unusual features,
different
taste, and responsive customer service. The recent study shows
that BMW is one of the product innovator automobile
companies besides
Mercedes Benz and Audi (Kumar, 2016). BMW manufactures
environmentally friendly hydrogen cars, which has enabled the

company to
be highly reputable amongst other automobile companies. It
also gives ecologically conscious customers a variety of
products to choose
from. Another differentiation strategy that BMW has adopted is
the establishment of links between the company and the
customers.
Establishment of connections between customers and the
industry enables the company to maintain its relationship with
its customers even
after making purchases. BMW has used a competitive
diversification strategy to reduce variability in its profitability
since it's able to obtain
earnings from its separate line of business. The competitive
level
diversifications. A low level of diversification has enabled the
BMW Company to obtain more than 80% of its stockholder's
equity from its
countries.
It operates in only three products, e.g., motorcycles and cars
and engines. The fact that the company is working in a few
businesses and
markets has enabled it to obtain remarkable returns because it
can develop the capabilities for these diversified markets and
provide high-
quality services to its customers. Besides, the company has been
experiencing very few challenges in managing the few
businesses that
have enabled it to obtain the economies of scale and effectively
use its resources. BMW also maintains the narrow focus of
diversification
as a means of keeping the quality standards of the company for
its esteemed customers (Kumar, 2016). The company has

focused on the
manufacturing of light vehicles, motorcycles, and engines, thus
enabling it to balance its resources. BMW Company obtains
only 15% of its
profit from other related businesses across the globe. The
company produces car engines that are supplied to all parts of
the world. The
businesses with a
related-constrained strategy. Production of motorcycles
alongside automobiles enables the company to attract different
customers since the
customers can choose from a variety of products. BMW
Company uses a related-linked corporate-level strategy, which
allows it to share
fewer assets and resources between its businesses. The company
concentrates on transferring core competence and knowledge
between
its activities (Kumar, 2016). The use of a related-linked
adjust the mix in its
portfolio of businesses and make decisions towards managing
its operations. Conclusion This paper has addressed specific
strategies that
BMW adopts to ensure that it creates a competitive advantage
against other competing firms such as Mercedes and Audi. The
company
uses a differentiated business-level approach to become more
competitive
strategy to operate beyond its borders. The company uses both
low-level and high-level strategies to colonize its market at
corporate levels
fully.
0%

Plagiarised
100%
Unique
628
Words
4350
Characters
International Management
Strategy and Culture in the Emerging World
David Ahlstrom
The Chinese University of Hong Kong
Garry D. Bruton
Texas Christian University
A u s t r a l i a • B r a z i l • C a n a d a • M e x i c o • S i n g a
p o r e • S p a i n • U n i t e d K i n g d o m • U n i t e d S t a t e
s
Copyright 2010 Cengage Learning. All Rights Reserved.
May not be copied, scanned, or duplicated, in whole or in part.
International Management: Strategy and Culture
in the Emerging World
David Ahlstrom, Garry D. Bruton
Vice President of Editorial, Business: Jack W.

Calhoun
Vice President/Editor-in-Chief: Melissa S. Acuña
Sr. Acquisitions Editor: Michele Rhoades
Developmental Editor: Elizabeth Lowry
Marketing Manager: Nathan Anderson
Marketing Coordinator: Suellen Rutkay
Sr. Marketing Communications Manager:
Jim Overly
Executive Marketing Manager: Brian Joyner
Content Project Manager: Holly Henjum
Media Editor: Rob Ellington
Frontlist Buyer, Manufacturing: Doug Wilke
Permissions Account Manager/Images: Don
Schlotman
Permissions Account Manager/Text: Margaret
Chamberlain-Gaston
Production Service/Compositor: Integra Software
Services
Sr. Art Director: Tippy McIntosh
Cover and Internal Designer: Mike Stratton,
Stratton Design

Cover Image:
Main Image: Adam Pretty, Getty Images
Secondary Image: Veer, Inc.
Photo Researcher: PrePress PMG
ª 2010 South-Western, Cengage Learning
ALL RIGHTS RESERVED. No part of this work covered by the
copyright hereon may be
reproduced or used in any form or by any means—graphic,
electronic, or mechanical,
including photocopying, recording, taping, Web distribution,
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Cengage Learning Customer & Sales Support, 1-800-354-9706
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used herein under license.

ª 2010 Cengage Learning. All Rights Reserved.
Library of Congress Control Number: 2008943332
Student Edition ISBN 13: 978-0-324-40631-3
Student Edition ISBN 10: 0-324-40631-2
South-Western Cengage Learning
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For your course and learning solutions, visit www.cengage.com
Purchase any of our products at your local college store or at
our
preferred online store www.ichapters.com
Printed in the United States of America
1 2 3 4 5 6 7 12 11 10 09 08
This book is dedicated to my wife Serene. Quite a number of
cases and stories in this
textbook have come from our many trips as part of my research
and teaching around Asia.
But even during our vacations, I have often had to meet
entrepreneurs or visit factories to
gather information for this textbook. Serene has been very

patient with me as I toured
factories in China or visited government officials in various
East Asian capitals. I treasure
the time spent with her traveling and seeking out real-world
examples of international
management to bring back to our students and readers.
David Ahlstrom
This book is dedicated to my children: John Louis, Stephanie
Rose, and Faith Elizabeth
Bruton. The greatest joy in traveling and living outside the
United States has been the
ability to share those experiences with you. Whether it was
singing Christmas carols in
the dark in Tibet following a blackout or traveling across
Turkey in a bus, each and
every experience with you has been the best in my life.
Hopefully our adventures will
only get better in the future.
Garry D. Bruton

Chapter 1 Introduction to International Management 1
Chapter 2 Culture and International Management 34
Chapter 3 The Economic, Legal, and Political Environment 67
Chapter 4 Strategy Fundamentals and Corporate Strategy 99
Chapter 5 Business- and Functional-Level Strategy 129
Chapter 6 International Market Entry 163
Chapter 7 Motivation 196
Chapter 8 Leadership 233
Chapter 9 Decision Making 263
Chapter 10 Influence and Negotiation 298
Chapter 11 Evaluation and Control 334
Chapter 12 Human Resources Management 366
Chapter 13 The Structure of the International Firm 403
Chapter 14 The Future of International Management 431
Glossary 459
Bibliography 467
Name Index 485
Subject Index 493

Brief Contents
v
Chapter 1 Introduction to International
Management 1
Benefits to Consumers of International Trade 3
A Global World 6
Two Periods in the Globalization Trend 7 / Drivers of
Globalization 8 / The Effects of Globalization 14
Why Study International Management? 15
Shifting Players in International Business 16 / Ethics
Concerns 21
Chapter 2 Culture and International
Management 34
Culture Defined 37
How Culture is Transmitted 38
Culture’s Impact 39
Communication 40 / Problems in Dealing with
Culture 42 / Common Culture Mistakes 42 /
Avoiding Cultural Problems 44

Analyzing Culture 44
Sociology Framework 44 / Psychological Framework
47 / Integrating Hofstede’s Dimensions 53 /
Expansive Framework 56 / The GLOBE Study 58 /
Culture Framework Integration 59
Chapter 3 The Economic, Legal, and Political
Environment 67
Economic Environment 69
Economic Analysis Tools 73 / The Diamond Model
of National Competitiveness 76 / Other Country-Level
Economic Concerns in Emerging and Transitioning
Economies 80
Legal Environment 83
Legal Systems around the World 84 / International
Law 87 / International Business and Protecting
Intellectual Property 89
Political Environment 90
National Risk and Corruption 92
Chapter 4 Strategy Fundamentals and Corporate
Strategy 99
Strategy Fundamentals 101
Resources and Capabilities 101 / Strategy
Process 103
Diversification and Corporate-Level
Strategy 110
Mergers and Acquisitions 110 / Reasons for Mergers
and Acquisitions 110 / Another M&A Motivator 113 /
Types of Mergers and Acquisitions 113 / The
Challenges of M&As 117 / Strategic Alliances 118 /
Reasons for Alliances 119 / Types of Alliances: Formal

versus Informal 121 / The Challenges of Alliances 122
Chapter 5 Business- and Functional-Level
Strategy 129
Porter’s Five Forces Model 131
Bargaining Power of Buyers 132 / Bargaining Power
of Suppliers 133 / New Entrants 133 / Substitute
Products 135 / Rivalry 136 / Illustration of Porter’s Five
Forces Model 136 / Complementors 137
Business-Level Strategies 138
Cost and Uniqueness 140 / Competitive Scope 141 /
Connecting Low Cost/Differentiation and Competitive
Scope 141 / Changing Business Strategy 143 /
Business-Level Strategic Risks 144 / Business-Level
Strategies: Global versus Multi-domestic 147 /
Choosing a Global or Multi-domestic Strategy 148
Functional Strategies 150
Marketing 150 / Accounting 152 / Finance 152 /
Operations/Production 154 / Research and
Development 154 / Supply Chain Management 155 /
Quality Management 155
Chapter 6 International Market Entry 163
Motivations for International Market Entry 166
Increased Market Share 166 / ROI 167 / Intellectual
Property 167 / Location Advantages 168
Entering International Markets 170
Export 171 / Alliances 172 / Mergers and
Acquisitions 177 / Greenfield Ventures 178 / Wholly
Owned Subsidiary 178
International Entry Cycle 180
Firm Starts Only in a Domestic Market 181 / Firm

Becomes Aware of International Opportunities 181 /
Firm Enters a Market in a Small Way 181 / Firm Builds
International Confidence and Commits More
Resources 182 / Firm Builds Own International
Facilities 182 / Firm Becomes Transnational 182 /
Overview of Classic Internationalization Model 183 /
A Born Global Business 183
Contents
vii
Market Entry Execution 184
Planning Entry 185 / Timing of Entry 187 /
Integration M&A 189 / Joint Ventures
Implementation 190
Chapter 7 Motivation 196
Motivation Composition 198
Content (Need) Theories of Motivation 199
Needs Theory 200 / Alderfer’s ERG Theory 202 /
Motivation–Hygiene Theory 204 / Learned-Needs
Theory 205
Process Theories of Motivation 209
Expectancy Theory 209 / Equity Theory 214 / Goal
Setting 221
Employee Interests 224

Chapter 8 Leadership 233
What Is Leadership? 236
Leadership Theories 237
Trait Theories of Leadership 237 / Behavioral Theories
of Leadership 240 / Contingency Theory 243 / New
Views on International Leadership 249
Connecting Leadership and Culture 255
Power Distance and Leadership 255 / Uncertainty
Avoidance and Leadership 256 / Individualism and
Leadership 256 / Masculinity and Leadership 256
Overview of Culture and Leadership 257
Chapter 9 Decision Making 263
Rational Model of Decision Making 265
Problem Identification 266 / Appropriate Decision
Style 266 / List of
Solution
s 266 / Choose Best
Alternative 267 / Mobilize Resources 267 / Problems
with Rational Decision Model 267
Positive Model of Decision Making 267
Problem Identification 268 / Appropriate Decision
Style 269 / List of

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