The document discusses internationalization strategies for businesses. It describes internationalization as firms expanding outside their domestic markets. It outlines reasons for internationalization like accessing new markets or reducing costs. The document also discusses entry strategies firms use, issues they may face, and institutions like Chambers of Commerce that support internationalization efforts.
ERP Selenne responde a la gestión total de las empresas integrando todas las áreas de negocios. Selenne cuenta con altos niveles de especialización sectorial para ERP Industrias Químicas, ERP Gestión de Ingenierías, ERP Gestión de Proyectos, ERP Industria del Metal, ERP Fabricación Industrial, ERP Fabricación en Proyectos, ERP Planificación de la Producción, ERP Centrales de Compras, ERP Gestión Comercial, ERP Bróker de seguros, ERP Organismos de control, ERP ITV, ERP Financiero, ERP Suministros Industriales.
MBA SEM-III
307– International Business Environment
Generic Elective – University Level
1. Introduction to International Business: Importance, nature and scope of International business; modes of entry into International Business, internationalization process. Globalization: Meaning, Implications, Globalization as a driver of International Business. The Multinational Corporations (MNCs) – evolution, features and dynamics of the Global Enterprises. Consequences of Economic Globalization, Brexit, Reverse globalization. (5+1)
2. International Business Environment: Political Economy of International Business, Economic and Political Systems, Legal Environment, Cultural Environment, Ethics and CSR in International Business. (5+1)
3. International Financial Environment: Foreign Investments - Pattern, Structure and effects. Theories of Foreign Direct Investment, Traditional and Modern theories of FDI, Modes of FDI - Greenfield, Brownfield Investments, Mergers and Acquisitions, Motives of FDI, FDI contrasted with FPI. Basics of Forex Market. (5+1)
4. International Economic Institutions and Agreements: WTO, IMF, World Bank, UNCTAD Tariff and Non-tariff Barriers. Balance of Payment Account: Concept and significance of balance of payments, Current and capital account components. Introduction to Basic Concept of IFRS. (5+1)
5. Emerging Issues in International Business Environment: Growing concern for ecology, Digitalisation; Outsourcing and Global Value chains. Labor and other Environmental Issues, Impact of Pandemic COVID-19 on international trade. (5+1)
International Business Actions Internationalisation T.docxmariuse18nolet
International Business: Actions
Internationalisation Theories and Practices (I)
Business College
School of Management
Key Questions
What approaches to global strategy do firms take?How do organisations internationalise? How does international business manage its internal operations globally? How does international business manage its external operations (e.g. relationship with the host country/communities)?
Key Learning ObjectiveThis session will help you to understand the concepts of:
1) Michael E. Porter’s Diamond Model
2) Global Strategy – Ghosal & Nohria Matrix
3) Born Global Concept
Michael E. Porter’s Diamond ModelPorter argues that nations can create factors that promote competitive advantage of nations as well as stronger level of FDI.
RMIT University
School of Management
*
School of Management
Examples of National competitive AdvantagesAbundant, low-cost labor in ChinaMass of IT workers in IndiaHuge reserves of bauxite in AustraliaAbundant agricultural land in the USAOil in Saudi Arabia
RMIT University
School of Management
*
School of Management
Michael E. Porter’s Diamond Model
RMIT University
School of Management
*
School of Management
Michael Porter’s Diamond Model:
Sources of National Competitive Advantage
Firm strategy, structure, and rivalry – the presence of strong competitors at home serves as a national competitive advantage
Factor conditions – labour, natural resources, capital, technology, entrepreneurship, and know how
Demand conditions at home – the strengths and sophistication of customer demand
Related and supporting industries – availability of clusters of suppliers and complementary firms with distinctive competences
RMIT University
School of Management
*
School of Management
*
Industrial ClustersA concentration of suppliers and supporting firms from the same industry located within the same geographic area
Examples include: the Silicon Valley, fashion cluster in northern Italy, pharma cluster in Switzerland, footwear industry in Pusan, South Korea, and the IT industry in Bangalore, India
Can serve as a nation’s export platform
RMIT University
School of Management
*
School of Management
National PolicyProactive economic development plan enacted by the government to nurture or support promising industries sectors. Typical initiatives:
Tax incentives
Investment incentives
Monetary and fiscal policies
Rigorous educational systems
Investment in national infrastructure
Strong legal and regulatory systems(Examples: Japan, Dubai, and Ireland)
RMIT University
School of Management
*
School of Management
Activity 1: Diamond ModelPlease discuss the concept of Porter’s diamond model and apply it to one industry in one country.
RMIT University
School of Management
*
School of Management
Bartlett and Ghoshal’s Model of Internationalization Strategy
RMIT University
School of Management
*
School of Management
Source: Adapted from Bartlett and Ghoshal (1991)., Managing Acrocc Border, Harvar.
International Marketing Management - IntroductionSOMASUNDARAM T
Definition; scope and challenges; difference between international marketing and domestic marketing; the dynamic environment of international trade; transition from domestic to international markets orientation of management and companies; international marketing environment.
Introduction and World Market Environment TechXpla
International Marketing Lecture 1 & 2
Need for International Marketing, Driving and restraining forces,
evolution process, process of Internationalization.
Identifying and Analyzing Opportunities in the International Trading Environment - Understanding the Changes in the World Trading Environment: Countries, World Regions (e.g. the European Union), Barriers for international trade, Tariff and non tariff barriers, Major International Bodies : IMF, World Bank, World trade organization: International marketing implication.
I. INTRODUCTION
international Marketing is an important perception for
various economies and countries of the World. The 90’s
decade saw a significant change in the structure of
International Marketing. Technology has changed with many
new advancements and innovations . This has resulted in
having better transport system, good communication methods
which in turn has brought the whole world together and made
it so small. Liberalization, privatization and globalization have
made the term Global Market very significant in nature. This
meant company could produce larger quantity of goods at
cheaper rates just because of technical and technological
changes. That’s why many companies are now forced to look
beyond their domestic boundaries to get entry in global
markets. Newer market meant bigger challenge to conquer
them. This has made international marketing indispensable.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Business Valuation Principles for EntrepreneursBen Wann
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
Lezione di strategia aziendale
1. University of Cagliari, Faculty of Economics, a.a. 2012-13
Business Strategy and Policy
A course within the II level degree in
Managerial Economics
year II, semester I, 6 credits
Lecturer:
Dr Alberto Asquer
aasquer@unica.it
Phone: 070 6753399
3. Introduction
1. What is internationalisation?
2. Where do firms go international? The “global shift”
3. How do firms go international?
4. What issues do international firms face?
5. What kind of institutions do support internationalisation?
- - - - - - - - - - - - -
6. Summary
4. 1. What is internationalisation?
Internationalisation is the process through which a firm expands its
business outside the national (domestic) market
Firms go international:
to enter new output markets
to reduce costs and enhance competitiveness
to exploit their own core competences in new markets
to share risks over a larger market
to take advantage of lower labour cost, lower taxation, cheaper
natural resources
(sometimes, because the domestic market is just too small for
company growth)
5. 1. What is internationalisation?
Firms generally go international by exporting their products first, then
by establishing sale representatives in the foreign countries, and
then possibly setting up production facilities
Eventually, international firms may develop into:
Multinational corporations (MNC): a firm that carries out its value
chains in more than one country. It is generally headquartered in
one home country while it also operates in one or more host
countries.
Trans-national corporations (TNC): a MNC that does not identify
itself with any specific nation, but acquires truly international (i.e.,
not country-dependent) features and high local responsiveness
British East India
Company, est. 1600
Royal Dutch
Shell, est. 1907
Siemens, Berlin,
est. 1847
6. 1. What is internationalisation?
Example: Cobra beer
1989
Est. Fulham, London
First brewed in
Bangalore, India,
by Mysore Breweries
Exported to the UK
1990
Licensed and brewed
in the UK by
Wells & Young's
1997
Subsidiaries
Exported to
about 45 countries
2009
Majority of the firm
acquired by a
US-Canada brewer
7. 2. Where do firms go international? The “global shift”
Theories about international trade and localisation:
Absolute cost advantage (Smith, 1776)
Comparative cost advantage (Ricardo, 1817)
Size of economic activity and distance (“gravity model of trade”)
Market imperfections to exploit (e.g., proprietary technology,
exclusive control of inputs, scale economies, control of distribution
channels, etc.)
Higher returns to scale and network effects that (possibly in
conjunction with favourable government policies) shield industries
from international competition (“new trade theory”)
8. 2. Where do firms go international? The “global shift”
9. 2. Where do firms go international? The “global shift”
10. 2. Where do firms go international? The “global shift”
11. 3. How do firms go international?
Entry strategies into foreign markets include:
Merely exporting a firm's products into a foreign market, possibly with
the support of trade brokers
Licensing a firm's production and marketing process, or asking for
royalties to be paid for the use of firm's assets and resources
Franchising a firm's business
Directly undertaking production and selling in a foreign country
a) through a 'multinational approach' by adapting to local markets
b) through a 'global approach' by mass-marketing the same product
Strategic alliances and joint ventures with foreign firms
12. 3. How do firms go international?
Entry strategies into foreign markets include:
Merely exporting
Licensing or asking for royalties
Franchising a firm's business
“Multinational approach”
“Global approach”
Strategic alliances and joint ventures
13. 4. What issues do international firms face?
Internationalisation strategy brings about some issues, for example:
Managing cultural differences
Facing risk of exchange rate fluctuation
(e.g., €/US$)
Coping with unwelcoming host government policies
14. 5. What kind of institutions do support internationalisation?
Among various institutions that support internationalisation, an
important role is played by the
Chambers of Commerce Abroad
They are business associations established as private sector
organisations, based on the principle of freedom of association,
and that operate for the interests of their members without any
obligation to assist the government (i.e., CCA are akin to so-
called 'Anglo-Saxon model' rather than 'Continental model' CC).
15. 5. What kind of institutions do support internationalisation?
Among various institutions that support internationalisation, an
important role is played by the
Chambers of Commerce Abroad
They generally originate from the spontaneous gathering of
businessmen and/or business company executives based in the
same local area within foreign countries, that later apply for
recognition of CCA status from home country public authorities or
home national association of CC.
The CCA play a silent albeit substantive role in trying to shape
institutions and regulations of foreign markets (e.g., Amcham
Belgium; Cowles, 1996, 2001, and Peterson and Cowles, 1998),
although they have not been largely researched so far.
16. The CCA perform various activities:
influencing economic and social actors for creating and seizing
new business opportunities,
working with rule-making organisations that affect international
trade and foreign investments,
preventing potential conflicts with stakeholders and minimising
political risk,
and actively engaging the media and other public arenas for
safeguarding image and reputation of their members.
The meaning of what they do – sometimes labelled “business
diplomacy” – can be better defined by drawing some conceptual
boundaries between their activities and those of other related
concepts (Lakoff, 1987).
5. What kind of institutions do support internationalisation?
17. Field of
activity
Organisational
venues
Desired
performance
Objectives of
the activity
Mode of
operation
Role of
actor(s)
Diplomacy
(Lee and
Hudson,
2004; Satow,
1917; Saner
et al., 2000)
Inter-governmental The pursue of
peaceful means for
conducting business
between states
To build and sustain
positive and
constructive relations
between states
Advising, organising,
negotiating, information
gathering and analysis,
rules compliance,
ambiguity handling
Facilitators
Economic/
commercial
diplomacy
(Rana, 2002;
Lloyd, 2003;
Coolsaet,
2004; Yeung,
2004)
Inter-governmental or
business-
government
The pursue of
economic gains and
advantages for
countries
To promote exports,
attract inward foreign
investments, and
stimulate other
economic activities
Advising, networking,
negotiating, gathering
information and
analysing it, and conflict
handling
Professional
'salesmanship'
Business
diplomacy
(Saner et al.,
2000)
Inter-governmental or
business-
government
The pursue of
economic gains and
advantages for
business companies
To establish
favourable conditions
for business
companies' activities
Creating and seizing
business opportunities,
safeguarding image and
reputation of
business companies,
affecting rule-making,
conflict prevention
Entrepreneurial
broker
Public
relations
(Hutton, 1999;
Bernays,
1955; Harlow,
1977)
Inter-organisational
or personal
The pursue of the
interests of the
organisation or of the
public
To actively reap
opportunities or react
to threats
Communicating,
cooperating, issue
management, gathering
information,
defining responsibilities,
embrace change,
anticipate trends.
Strategic
relationship
managers
5. What kind of institutions do support internationalisation?
18. Let us look at CCA established by four main EU countries...
Germany (Die Deutschen Auslandshandelskammern, AHK)
about 40,000 companies associated in 80 countries
France (Union des Chambres de Commerce et d'Industrie
Francaises à l'Etranger, UCCIFE)̧
about 25,000 companies associated in 78 countries
Italy (Assocamereestero)
about 24,000 companies associated in 49 countries
The UK (British Chambers of Commerce Abroad)
in over 90 countries
in 15 Asian countries (Bangladesh, Cambodia, China, India,
Indonesia, Japan, South Korea, Laos, Malaysia, Philippines,
Singapore, Sri Lanka, Taiwan, Thailand, Vietnam)
5. What kind of institutions do support internationalisation?
19. Country of origin
Host Germany France The UK Italy
Bangladesh 1996 1991
Cambodia 1998
China 1981 1992 1980s (1950s) 1991
Hong Kong N.A. 1986 N.A. 1997 (1993)
India N.A. 1977 N.A.
Indonesia 1970 (1924) 1979 1990s
Japan N.A. 1918 1950s 1972
South Korea 1981 1986 1977 2000s
Laos
Malaysia N.A. 1991 1964
Philippines N.A. 1919 1997 2011
Singapore 2004 1979 1998 (1974) N.A.
Sri Lanka N.A.
Taiwan 1981 1991 N.A.
5. What kind of institutions do support internationalisation?
20. Common membership services
(access to members directory, subscription to newsletters and bulletin, access to
sectoral industry publications and country reports, participation to social events,
workshops, and seminars, attendance to language courses, benefits from CCA's
media presence, and access to job seekers databases)
“On demand” services for members
(provision of information on specific companies or markets, the search and screening
of potential suppliers and business partners, the organisation of and assistance for
business meetings and trade missions, the organisation of and assistance for
participating to trade fairs and exhibitions, the legal assistance for the establishment
of businesses, business domiciliation and secretary services, legal assistance and
advice, translation and interpreter services, advertisement and sponsorships, and
employment services)
Consultative and policy advocacy functions
(members' committees focused on various thematic areas such as corporate social
responsibility, industrial relations, education, young professionals, government
relations, policy and consultation, sustainable development, taxation and regulation;
they also serve to share information and updates on legislation, policy initiatives,
government officers' political orientations, and turnover of key officers positions within
the governmental bureaucracy)
5. What kind of institutions do support internationalisation?
21. Type of CCA Activities Orientation
'Proto-CCA' Maintenance of registered address, at least
minimal networking between members, emergent
visibility
Establishing membership
base and enlarging
membership
'Transit node' Gathering data and providing general information
on the country and industries, facilitating
networking through social events and other venues
Strengthening ties between
members and diffusing
information
'Service provider' Providing legal assistance and advice,
advertisement and sponsorship, translation and
interpreter services, organisation and assistance
for business meetings and trade missions, and
organisation and assistance for participating to
trade fairs and exhibitions
Meeting business needs of
specific members
'Prospector' Gathering data and providing information on
specific companies and markets, searching and
screening potential suppliers and business partners
Realising business
opportunities
'Policy advocate' Managing issue-specific committees, formulating
policy issues, and communicating issues and policy
proposals to policy-makers
Representing policy positions
on international trade and
foreign investment issues
within policy-making venues
5. What kind of institutions do support internationalisation?
22. Type of CCA Activities Orientation
'Proto-CCA' Maintenance of registered address, at least
minimal networking between members, emergent
visibility
Establishing membership
base and enlarging
membership
'Transit node' Gathering data and providing general information
on the country and industries, facilitating
networking through social events and other venues
Strengthening ties between
members and diffusing
information
'Service provider' Providing legal assistance and advice,
advertisement and sponsorship, translation and
interpreter services, organisation and assistance
for business meetings and trade missions, and
organisation and assistance for participating to
trade fairs and exhibitions
Meeting business needs of
specific members
'Prospector' Gathering data and providing information on
specific companies and markets, searching and
screening potential suppliers and business partners
Realising business
opportunities
'Policy advocate' Managing issue-specific committees, formulating
policy issues, and communicating issues and policy
proposals to policy-makers
Representing policy positions
on international trade and
foreign investment issues
within policy-making venues
'Escalation' at the EU, rather than domestic, level:
Instance: establishment of European-ASEAN Business Centre in
Thailand, by Eurochambers and various EU member states' CCA,
under the patronage of the EU Commission.
It aims to “drafting, publishing and dissemination of joint European
industry position papers and lobby them to the Royal Thai
Government in regards to new and existing regulations; supporting
with trade related information, legal analysis and advisory services
(IPR & Standard Helpdesk); organizing 'European Flagship' events/
conferences, seminars and EU pavilions at trade fairs to foster the
European dimension in the business community; and interacting as
the European business voice in Thailand” (EABC, 2011).
5. What kind of institutions do support internationalisation?
23. Contemporary institutional and political context includes EU's
efforts to intensify bilateral or regional trade relationships with
Asia ('Global Europe: Competing in the World', EU DG Trade,
2006)
The coming into force of the Lisbon Treaty (2009) moved
international trade policy, including trade of services, trade-related
intellectual property rights protection, and foreign investment, to
the exclusive competence of the EU
Instance: Free Trade Agreement (FTA) between the EU and
South Korea (signed 6.10.2010, come into force 1.7.2011). It is
unprecedented in terms of scope and rapidity of tariff liberalisation
and removal of non-trade barriers across several sectors
(including automotive, pharmaceuticals, and consumer
electronics).
Regarded as a “template FTA” for other similar negotiations
5. What kind of institutions do support internationalisation?
24. 6. Summary
Main points
Internationalisation - the process through which a firm expands its
business outside the national (domestic) market – is pursued because
of several reasons
The rapid growth of Asian economies triggers a 'global shift' of
traditional established patterns of international trade and FDI
Successful internationalisation calls for a careful entry strategy and
capacity to cope with various issues
Internationalisation of firms may be supported by various public and
private organisations – including Chambers of Commerce Abroad