This pptx file is open to all MBA Students who have 'International Business' as a subject in their syllabus. It contains information about Israel, its Imports, Exports, Laws, Festivals, Tariff, etc.
HBR Case: Ethiopia: An Emerging Market Opportunity?Kristian Moeller
The Ethiopia: An Emerging Market Opportunity? case centers on the potential and challenges of entering an emerging market. It provides a brief overview of the Ethiopian market, market reforms and policies, and the business environment faced by foreign companies. Three multinational businesses, CareCo, ShoeCo, and MedCo, must decide whether and how to enter the Ethiopian market. Students are asked to make a recommendation for each company based on the attractiveness of the market, the factors that matter most for success, and an assessment of what applies to the companies.
The slide is mainly related to the PESTLE analysis of America. It is useful in setting up of business. We are analyzing every aspect which can create an impact on the business.
HBR Case: Ethiopia: An Emerging Market Opportunity?Kristian Moeller
The Ethiopia: An Emerging Market Opportunity? case centers on the potential and challenges of entering an emerging market. It provides a brief overview of the Ethiopian market, market reforms and policies, and the business environment faced by foreign companies. Three multinational businesses, CareCo, ShoeCo, and MedCo, must decide whether and how to enter the Ethiopian market. Students are asked to make a recommendation for each company based on the attractiveness of the market, the factors that matter most for success, and an assessment of what applies to the companies.
The slide is mainly related to the PESTLE analysis of America. It is useful in setting up of business. We are analyzing every aspect which can create an impact on the business.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
ETHIOPIA: AN EMERGING MARKET OPPORTUNITYBisher Yousfi
Description of Assignment:
Using the information available in the case, plus your work in the pre-work (economic analysis on Ethiopia) to support your arguments, make a recommendation as to whether any of the companies in the case should enter Ethiopia, and explain why.
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
This allows for a sufficient tax shield to maximize the profitability of the buyout. By utilizing such leverage, we incur a great deal from the tax shield. Further, we would pay off the debt using our excess free cash flow to pay off the debt. By the end of the 5th year, we would sell the firm andgain from any excess value found within the firm.
Tesla Motors’ Strategy to Revolutionize the Global Automotive IndustryTran Thang
the Presentation indicate the strategy of Tesla and Answer questions:
What are the key elements of Tesla Motors' strategy?
which one of the five generic competitive strategies Tesla is employs?
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
ETHIOPIA: AN EMERGING MARKET OPPORTUNITYBisher Yousfi
Description of Assignment:
Using the information available in the case, plus your work in the pre-work (economic analysis on Ethiopia) to support your arguments, make a recommendation as to whether any of the companies in the case should enter Ethiopia, and explain why.
Challenges
Inaccurate forecasts of retailer demand has become a major issue at Obermeyer. The two major factors that made this task more difficult was the increase in product variety and intense competition in market. Second challenge the company had faced was to allocate production between Hong Kong and China. Although Obermeyer had 1/3 of Parka production in China for 1992, this year the organization insisted on increasing the sales to half. There was difference in quality and labor rate at China and Hong Kong which made allocation decision more difficult.
Another challenge the company faced was the larger lead time. The company had supplies of raw materials from various countries which resulted in delayed production time. Organization challenges along with competition from competitor companies were major challenges the company had faced.
Analysis
From the sales predictions that the six managers forecasted, a coefficient of variation (COV) was determined, which indicated the level of spread of the forecasted data. The COV values were broadly divided into two levels, the low risk group and the high risk group. Every value below 0.2 were considered to be among the lower risk items and all the items above COV value of 0.2 were considered to be of higher risks. Once the risk levels of each item were determined, the quantities of items to be produced in first and second production cycles could be calculated with least risk. 70% of the entire sales forecast for the lower risk items were ordered to be produced. Only 30% of higher risk items were ordered to be produced in the first production cycle. The quantities which amounted to 1200 were manufactured in China and that which were close to 600, were manufactured in Hong Kong in the first production cycle.
Once the 80% of the orders were received from the retailers from the Vegas show, a clear picture of the demand forecast could be obtained, according to which the rest of the items could be manufactured either in China or Hong Kong. Referring to exhibit 1, the four products to be produced in China in the first production cycle are: Assault, Seduced, Entice and Electra. These four products have COV less than 0.2. However Gail, Daphne, ISIS, Anita, Teri, Stephanie are produced in Hong Kong for the first production cycle as they have a high level of risk associated with it.
Conclusion
Short term operational changes
o Decrease lead time by obtaining raw materials from geographically closer locations to ensure timely delivery
Long term operational changes
o Cross scaling Chinese labors which would help the company produce quality and reliable goods at a cheaper price
This allows for a sufficient tax shield to maximize the profitability of the buyout. By utilizing such leverage, we incur a great deal from the tax shield. Further, we would pay off the debt using our excess free cash flow to pay off the debt. By the end of the 5th year, we would sell the firm andgain from any excess value found within the firm.
Tesla Motors’ Strategy to Revolutionize the Global Automotive IndustryTran Thang
the Presentation indicate the strategy of Tesla and Answer questions:
What are the key elements of Tesla Motors' strategy?
which one of the five generic competitive strategies Tesla is employs?
The israeli agro business story and india Agriquality
www.agriquality.net
Presented to Business management students in India in September 2012. this presentation presents the Israeli agriculture aspect and the benefits of cooperation with India in this area
A2 business studies emerging markets indiaSharaff Jamal
This is done by A Level business studies students under the topic Emerging markets, this would be helpful for your Edexcel exam
Prepared by: Sharaff, Juvey, Riyaaxaa, Rifath(Rifoo)
Similar to Israel - International Business Presentation, PESTEL Analysis (20)
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BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
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Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
3. • Total Area – 20,770 sq km
• Population – 99,24,000
• Official Language – Hebrew, Arabic ( for Arabic
Minority), English (most commonly used foreign
language)
• National Anthem - Hatikvah
4.
5.
6. PESTEL
• Unicameral Legislature – Knesset
• Member of UN, World Bank, IMF
• Foreign Currency Regulations
• Foreign investments
• Uncertainties regarding taxation
• Labour
7. PESTEL
• GDP $373.75 billion, 4.40%
• GDP Per Capita $42120
• Foreign Reserves- $116bn
• 1 USD = 3.5830 NIS 1 Euro = 4.1970 NIS
• 1 NIS - 20.28 Indian Rupee
• Main industries :
High-technology products, Pharmaceuticals,
Potash and phosphates, Metallurgy, Plastics,
Diamond cutting, Financial services, Petroleum refining
• Population Below Poverty line : 24.80%
• Unemployment : 3.10%
8. PESTEL
• Festivals – Passover, Unleavened Brad, Day of atonement,
Hanukkah
• Boys and Girls serves in Army
• No physical contact during meetings
• 75% population go for online shopping
• Gender Equality
9. PESTEL
• 4.5% GDP on Tech and R&D
• Google, IBM, Facebook, Oracle
• Intellectual Property Rights
• 35th for Ease of doing business, 3rd in Venture Capital availability,
1st in skilled labour
• Intel first processor in 1979
• HP- Biggest software Development group in HP’s worldwide
empire
• Agriculture, Communication, Defense, Communication
10. PESTEL
• Scare Natural Resource
• Environmental Crises
• Waste Production & Disposal
• Water Conservation & Reclamation
• Catalytic converters by 2025
• Kyoto, Montreal Protocol
• Pesticide Usage, Green Energy
11. PESTEL
• High Court of Justice
• No written Constitution
• Israeli Patent Office
• Employee Laws
• IASB, GAAP
14. Israel import from India amounted to 2 Billion USD which
is 3.5% of its total imports
Israel-Import from India
Top three imports Value 973.6 Million USD
Precious Metals
Gems
Coins
Top
3
15. 1. Gems, precious metals and coins: $973.6 million
2. Organic chemicals: $296.5 million
3. Electronic equipment: $121.2 million
4. Medical, technical equipment: $59.3 million
5. Plastics: $56.4 million
6. Vehicles: $44.4 million
7. Machinery: $38.1 million
8. Other textiles, worn clothing: $31.8 million
9. Knit or crochet clothing: $31.6 million
10. Clothing (not knit or crochet): $30.8 million
Israel-Import from India
TOP
10
17. Israel-Export to India
Electronic, Medical &
Technical Equipments
Iron & Steel Products
Fertilizers
Israel export to India amounted to 2.3 Billion USD which is 3.8 % of
its total exports.
Top three export Value 897.3 Million USD
Top
3
18. TOP
10 Israel-Export to India
1. Electronic equipment: $389.3 million
2. Medical, technical equipment: $180.7 million
3. Iron or steel products: $170.3 million
4. Fertilizers: $157 million
5. Machinery: $110.9 million
6. Organic chemicals: $69.8 million
7. Other chemical goods: $44.2 million
8. Inorganic chemicals: $43.6 million
9. Plastics: $29.5 million
19. Israel- Key Export
Product 2016 (Bn USD) 2015(Bn USD) 2014 (Bn USD)
Diamonds 14.1 14.8 9.32
Packaged Medicaments 5.51 6.53 4.96
Integrated Circuits 3.86 5.25 4.19
Refined Petroleum 1.63 2.26 4.49
Medical Instruments 1.57 1.4 0.97
Country 2016 (Bn USD) 2015(Bn USD) 2014 (Bn USD)
USA 21.6(35%) 24(37%) 11.7(22%)
Palestine 2.93(4.8%) 2.86(4.4%) 2.93(5.5%)
China 3.1(5.1%) 3.25(5%) 2.89(5.4%)
Turkey 1.38(2.3%) 1.68(2.6%) 2.81(5.2%)
Hong Kong 3.28(5.4%) 2.89(4.4%) DNA
22. Israel- Foreign Direct Investment Policy
❏ Israeli government encourages investment
❏ Incentives to investors under The Law for the Encouragement of Capital Investment
❏ ‘Invest in Israel’, an investment promotion centre under the Ministry of Economy.
❏ Became largest recipient of FDI in Middle East in 2017
❏ Few restrictions in Defence, government approval required for banking & insurance
❏ Industries including transport and utilities remain dominated by state-owned enterprises (SOEs)
Foreign Direct Investment 2015 2016 2017
FDI Inward Flow (million USD) 11,337 11,903 18,954
FDI Stock (million USD) 99,313 107,294 128,818
Number of Greenfield Investments 31 34 73
23. Tariff and Non Tariff Barriers
• Israel has been a member of the WTO since 21st April 1995 and a member of GATT since 5th July
1962
• Trade Policy Review: Israel
• The fifth review of the trade policies and practices of Israel took place on 17 and 19 July 2018
• The basis for the review is a report by the WTO Secretariat and a report by the Government of Israel.
• Since the last Trade Policy Review of Israel in 2012, economic growth has averaged 3.3% and GDP per
capita increased to more than US$40,000 in 2017.
• Growth has been driven primarily by private consumption and domestic investment and, while trade
is very important to the economy, the trade (goods and services) to GDP ratio declined from 72% in
2012 to 57% in 2017.
• Other trade policies
• Israel has adopted a liberal import policy. In addition to its FTA with the United States, it has FTAs
with Bulgaria, Canada, the Czech Republic, Hungary, Mexico, Poland, Romania, the Slovak Republic,
Slovenia, Turkey, the European Union (EU), and EFTA (Iceland, Liechtenstein, Norway, and
Switzerland)
24. Why Israel ??
❏ The Innovation Capital
❏ The Thriving Entrepreneurial Spirit
❏ The Exceptional Workforce
❏ Scientific Excellence, Industrial Profit
❏ A Global Technological Leader
❏ A Flexible, Creative Economy
❏ A Flourishing Venture Capital Market
❏ A Resilient Economy , Security for Investors
❏ The Richness of Diversity
❏ The Support