This document discusses emerging market multinational enterprises' use of non-equity modes (NEMs), such as outsourcing and contract manufacturing agreements, for cross-border activities. It notes that while NEMs allow emerging market firms to expand globally more quickly, they provide less legal protection than equity-based partnerships and can make intellectual property appropriation more likely. The document advocates for government policies to promote emerging market firm innovation and branding to encourage greater use of NEMs that benefits both partner countries.
This document summarizes the state of innovation and entrepreneurship in Turkey. It finds that while Turkey has strong potential due to its large population of educated youth and emerging middle class, it has fallen behind globally in innovation and remains overly reliant on traditional industries. Barriers to greater innovation include lack of funding, risk aversion, weak intellectual property protections, and an unstable political climate that hinders reforms. However, recent government initiatives and growing private sector interest in venture capital have the potential to help Turkey become a global leader in innovation if these barriers can be addressed.
The document discusses multinational companies (MNCs) operating in India. It notes that the East India Company was the first MNC in the world and the first to arrive in India in 1608. International Business Machines (IBM) was the first MNC to enter India, establishing operations there in the 1950s. Infosys was the first Indian company to become an MNC, growing from $250 in capital to a $9.75 billion company by 2015. The document lists several major MNCs currently operating in India like Microsoft, Nokia, Nestle and others. While MNCs can boost the economy through investments and jobs, they also face criticism for prioritizing profits over national interests and
A multinational corporation (MNC) is a company that manages production or delivers services in multiple countries. MNCs originated in the early 20th century and expanded greatly after World War II. They establish foreign subsidiaries to increase market share, access cheaper labor and resources, and minimize taxes. While MNCs can transfer technology and increase investment, they also face challenges like managing a globally dispersed organization and potentially destroying local competition. Many large Indian companies are now MNCs, and MNCs in India provide benefits like improving work culture, training opportunities, and technology adoption.
The document discusses the growth and factors affecting the growth of multinational companies (MNCs). It provides a history of MNCs from early trading companies to modern corporations. Key points discussed include:
1) MNCs have expanded globally due to growing international markets and their superior financial resources, technology, and ability to exploit product life cycles across borders.
2) Developing countries often invite MNCs to boost industrialization through access to capital, skills, and markets not available locally.
3) Common reasons for the growth of MNCs include protecting proprietary knowledge, reputation, and avoiding trade barriers by directly investing in foreign markets.
The document discusses multinational corporations (MNCs) operating in the UAE. It provides benefits of MNCs to the UAE such as employment, technology updates, and economic growth. MNCs are attracted to the UAE due to liberal laws, central location, quality infrastructure, and business-friendly policies. While the 51% ownership rule presents an obstacle, free zones like Jebel Ali and Dubai Airport provide 100% foreign ownership and tax benefits. Overall, the UAE serves as a global business hub connecting East and West.
The document discusses multinational corporations (MNCs) in India. It defines MNCs and describes their different structures. It then analyzes the strengths, weaknesses, opportunities, and threats for MNCs. It discusses trends of MNCs in India, with the first being the East India Company in 1600. Many European, American, and Asian companies have established operations in India to leverage the large market potential and labor competitiveness. While MNCs increase investment and technology transfers, they can also acquire monopoly power and prioritize profits over local interests. The document outlines both the pros and cons of MNCs operating in India.
Shantanu Tyagi is a class 11 student at Green Feilds School. The document provides an overview of multinational corporations (MNCs), including their definition, structure, advantages, and criticisms. It discusses how MNCs have evolved over time and provides examples of large MNCs. India is highlighted as an important location for MNCs due to its large population and growing economy. Challenges faced by both foreign and domestic MNCs in India are also outlined.
This document summarizes the state of innovation and entrepreneurship in Turkey. It finds that while Turkey has strong potential due to its large population of educated youth and emerging middle class, it has fallen behind globally in innovation and remains overly reliant on traditional industries. Barriers to greater innovation include lack of funding, risk aversion, weak intellectual property protections, and an unstable political climate that hinders reforms. However, recent government initiatives and growing private sector interest in venture capital have the potential to help Turkey become a global leader in innovation if these barriers can be addressed.
The document discusses multinational companies (MNCs) operating in India. It notes that the East India Company was the first MNC in the world and the first to arrive in India in 1608. International Business Machines (IBM) was the first MNC to enter India, establishing operations there in the 1950s. Infosys was the first Indian company to become an MNC, growing from $250 in capital to a $9.75 billion company by 2015. The document lists several major MNCs currently operating in India like Microsoft, Nokia, Nestle and others. While MNCs can boost the economy through investments and jobs, they also face criticism for prioritizing profits over national interests and
A multinational corporation (MNC) is a company that manages production or delivers services in multiple countries. MNCs originated in the early 20th century and expanded greatly after World War II. They establish foreign subsidiaries to increase market share, access cheaper labor and resources, and minimize taxes. While MNCs can transfer technology and increase investment, they also face challenges like managing a globally dispersed organization and potentially destroying local competition. Many large Indian companies are now MNCs, and MNCs in India provide benefits like improving work culture, training opportunities, and technology adoption.
The document discusses the growth and factors affecting the growth of multinational companies (MNCs). It provides a history of MNCs from early trading companies to modern corporations. Key points discussed include:
1) MNCs have expanded globally due to growing international markets and their superior financial resources, technology, and ability to exploit product life cycles across borders.
2) Developing countries often invite MNCs to boost industrialization through access to capital, skills, and markets not available locally.
3) Common reasons for the growth of MNCs include protecting proprietary knowledge, reputation, and avoiding trade barriers by directly investing in foreign markets.
The document discusses multinational corporations (MNCs) operating in the UAE. It provides benefits of MNCs to the UAE such as employment, technology updates, and economic growth. MNCs are attracted to the UAE due to liberal laws, central location, quality infrastructure, and business-friendly policies. While the 51% ownership rule presents an obstacle, free zones like Jebel Ali and Dubai Airport provide 100% foreign ownership and tax benefits. Overall, the UAE serves as a global business hub connecting East and West.
The document discusses multinational corporations (MNCs) in India. It defines MNCs and describes their different structures. It then analyzes the strengths, weaknesses, opportunities, and threats for MNCs. It discusses trends of MNCs in India, with the first being the East India Company in 1600. Many European, American, and Asian companies have established operations in India to leverage the large market potential and labor competitiveness. While MNCs increase investment and technology transfers, they can also acquire monopoly power and prioritize profits over local interests. The document outlines both the pros and cons of MNCs operating in India.
Shantanu Tyagi is a class 11 student at Green Feilds School. The document provides an overview of multinational corporations (MNCs), including their definition, structure, advantages, and criticisms. It discusses how MNCs have evolved over time and provides examples of large MNCs. India is highlighted as an important location for MNCs due to its large population and growing economy. Challenges faced by both foreign and domestic MNCs in India are also outlined.
This document discusses multinational corporations and foreign capital. It covers several topics:
- Foreign capital is vital for filling investment gaps, technology gaps, and foreign exchange gaps in developing economies. It allows for higher investment than domestic savings can support.
- Multinational corporations (MNCs) provide different types of private foreign capital like foreign direct investment. Their capital inflows help developing countries grow by supporting larger projects.
- India's government policies towards foreign capital have changed over time, becoming more open after 1991. Foreign investment is now seen as better than loans for filling capital needs.
- However, actual foreign capital inflows to India have been limited despite many proposals and approvals. The document
Multinational corporations (MNCs) operate in multiple countries and have evolved from early 20th century companies expanding abroad to today's large corporations with production and offices worldwide. MNCs can have horizontal, vertical, or diversified structures and are headquartered in one country while engaging in business across borders. They provide benefits like jobs and technology to host countries while gaining access to new markets and resources for their home country, but also face criticisms around monopolies and cultural influence. Many large MNCs operate in India, which offers a large market and growing economy.
Israel High Tech is on Fire - You can participate tooiAngels
With close to 4,000 innovative companies emerging in Israel and several high-profile exits such as Viber, Waze and Wix, “Startup Nation” has received increased attention from hi-tech heavyweights. Until now, however, it has been extremely difficult for investors worldwide to participate due to remote access and a lack of guidance. Mor and Shelly will take you through the trends and industry dynamics making Israeli high tech an attractive asset class and will then present you with the opportunity to join the exclusive network of Israel’s leading angels in their early stage investing activities.
The document discusses companies and countries that dominate international business. It notes that US companies like Google, Ford, and Microsoft, and German companies like Adidas, Daimler-Chrysler and BMW are dominant. Japan's dominant companies include Toyota and Sony. The US, Japan and Germany are the top countries dominating international business due to factors like large markets, skilled resources, innovation and adaptability to changes. Emerging economies like China and India are seeing a power shift with companies moving to access new markets and lower costs. Structural changes in the future will see China and India play larger roles as China focuses on consumption and India on its large workforce and democracy.
The document discusses different types of multinational company structures and operations. It describes horizontally and vertically integrated MNCs, as well as diversified MNCs. It also discusses micro-multinationals enabled by internet technologies and operating across borders. The document outlines benefits and threats of MNCs to host countries, and threats to the MNCs themselves. It discusses MNC presence and advantages in India, including attracting FDI and harnessing innovation.
Provides insights and a ‘stepping stone’ to daring Singaporean and other foreign start-up companies with innovative products / services that want to get in the Chinese mainland market.
Multinational corporations have significant economic power and influence on developing countries and their populations. They can affect women's health by employing them in large numbers under certain conditions. Some pharmaceutical multinationals have also acted unethically in developing world contexts, such as testing unapproved drugs on children or pressuring governments over intellectual property. However, multinational investment can also generate jobs and skills training, as well as technology and knowledge transfers to host countries.
Growing startups in Asia, winning locally and scaling beyond the region. We take a look at how Japanese startups disrupt the incumbents in Asia and what kind of strategies they take to scale beyond their local market.
This document discusses digital business models in sub-Saharan Africa, focusing on Southern, Eastern, and Western Africa. It finds that mobile technology is driving digital transformation across the continent. Digital businesses are emerging that are native to Africa and solve local problems. While opportunities are large, infrastructure challenges like bandwidth and skills shortages remain. The future of African digital markets depends on understanding local contexts and adjusting offerings accordingly.
Major globalization initiatives from indian companiesRam Kumar
This document discusses major globalization initiatives from Indian companies. It provides background on globalization and common entry strategies for companies expanding globally such as exporting, licensing, franchising, joint ventures, and acquisitions. Several large Indian companies and their global expansion efforts are highlighted including major acquisitions by Tata, Bharti Airtel, Aditya Birla, ONGC, and others. Political, economic, technological, and legal factors that determine a company's ability to build a global presence are also outlined.
Angels, VCs and Fundraising in China 2010Chris Evdemon
This presentation explains the current status in China's early stage ecosystem, in terms of angel investors and venture capital. It also provides aspiring entrepreneurs with some advice on the local fundraising process.
Growing startups in Asia, winning locally and scaling beyond the region. We take a look at how South Korean startups disrupt the incumbents in Asia and what kind of strategies they take to scale beyond their local market.
Opportunities in China's Startup EcosystemZhenFund
The 2013 update from ZhenFund on the state of China's technology startup ecosystem. Last time we outlined the 3C's 2E's in understanding the differences between China and Silicon Valley. This year we focus on some of the positive trends we see developing in the startup ecosystem.
A call to action for Osaka to not allow Silicon Valley to supplant Kansai Areas global leadership in Energy Efficiency, Environmental and Industrial Electronics Cleantech markets. A presentation made 10/27/2009 at Plug and Play Sunnyvale to visitors from Osaka government, Osaka University and Mitsubishi Estate
This document presents information about multinational corporations (MNCs) in India. It defines an MNC as a parent company that engages in foreign production through affiliates located in several countries and exercises direct control over affiliate policies. The document discusses advantages of MNCs such as employment and economic growth as well as disadvantages like trade restrictions and slowing domestic employment growth. It concludes that while MNCs provide benefits to India, they can also create monopolies that hurt small domestic businesses.
Multinational Corporations and Financial Accounting FrameworkPatrick Chau
With the growing internationalization of economic trade and the globalization of businesses and financial markets, financial information prepared according to a national accounting system may no longer satisfy the needs of users whose decisions are more and more international in scope. Multinational companies who were the most affected have been in the forefront in pressuring the International Accounting Standards Board (IASB) as well as the national standard setter to produce a core set of international accounting standards.
In this presentation slide, we would like to discuss:
(a) Define the Multinational Company.
(b) What are the advantages and disadvantages of multinational companies?
(c) Explain how multinational companies benefits from the convergence/ harmonization of accounting standards.
(d) Explain any 5 efforts taken by the Malaysian Accounting Standards Board (MASB) to align the two sets of standards.
(e) Discuss the impacts that occur on the financial reporting of companies in Malaysia arising from the new Financial Reporting Standard.
This document discusses multinational corporations (MNCs), their impact on developing countries like India, and whether they are a blessing or curse. It notes that while MNCs provide benefits like jobs and technology, they can also exploit resources and cultures. MNCs face challenges operating in foreign markets due to differences in policies, cultures and risks. Overall, the document suggests that MNCs can benefit developing nations if regulated properly to balance economic opportunities with social and environmental protections.
Tata Consultancy Services (TCS) is the largest Indian multinational IT services company, founded in 1968. Infosys is the second largest, founded in 1981 and headquartered in Bengaluru. Wipro is another major player, incorporated in 1945 and shifting to IT in the 1970s-80s. HCL Technologies is the fourth largest Indian IT company, emerging from research division of HCL in 1991. The document provides details on the founding, leadership, services, and industries of each of these top Indian multinational companies.
The document provides a summary of recent news and developments in technology and venture capital. It discusses topics such as the potential impact of a bear market on private valuations, trends in European founder migration and VC fundraising, Ripple moving its cryptocurrency into real-world use cases, and brief updates on companies like Facebook, Google, Alibaba, and acquisitions. Key questions are raised about how regions can retain founders, the competitive effects of increased European VC funding, and potential M&A activity using cryptocurrency war chests.
This document defines and discusses the characteristics, merits and demerits of multinational corporations from the perspective of both host and home countries. It begins by defining a multinational corporation as an enterprise operating in several countries but managed from one home country that derives at least 25% of its revenue from foreign operations. It then lists several characteristics of MNCs and discusses both the positive and negative impacts they can have on host countries, such as creating jobs but also potentially exploiting resources, as well as both the benefits and drawbacks for home countries like export opportunities but also risk of capital outflow.
The document discusses the role of human resources in mergers and acquisitions. It notes that HR should be involved from the beginning in the due diligence process to assess cultural fit and integration challenges. During integration planning, HR communicates changes, retains key talent, and helps the new organization cope with change. In implementation, HR aligns policies, monitors synergies, and ensures incentives support goals. HR encourages recognizing behaviors that support the new culture and aligning culture with strategy. Key concepts are conducting understanding programs, negotiating with unions, assessing manpower needs, understanding compensation structures, auditing assets, and implementing redundancy policies.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
This document discusses multinational corporations and foreign capital. It covers several topics:
- Foreign capital is vital for filling investment gaps, technology gaps, and foreign exchange gaps in developing economies. It allows for higher investment than domestic savings can support.
- Multinational corporations (MNCs) provide different types of private foreign capital like foreign direct investment. Their capital inflows help developing countries grow by supporting larger projects.
- India's government policies towards foreign capital have changed over time, becoming more open after 1991. Foreign investment is now seen as better than loans for filling capital needs.
- However, actual foreign capital inflows to India have been limited despite many proposals and approvals. The document
Multinational corporations (MNCs) operate in multiple countries and have evolved from early 20th century companies expanding abroad to today's large corporations with production and offices worldwide. MNCs can have horizontal, vertical, or diversified structures and are headquartered in one country while engaging in business across borders. They provide benefits like jobs and technology to host countries while gaining access to new markets and resources for their home country, but also face criticisms around monopolies and cultural influence. Many large MNCs operate in India, which offers a large market and growing economy.
Israel High Tech is on Fire - You can participate tooiAngels
With close to 4,000 innovative companies emerging in Israel and several high-profile exits such as Viber, Waze and Wix, “Startup Nation” has received increased attention from hi-tech heavyweights. Until now, however, it has been extremely difficult for investors worldwide to participate due to remote access and a lack of guidance. Mor and Shelly will take you through the trends and industry dynamics making Israeli high tech an attractive asset class and will then present you with the opportunity to join the exclusive network of Israel’s leading angels in their early stage investing activities.
The document discusses companies and countries that dominate international business. It notes that US companies like Google, Ford, and Microsoft, and German companies like Adidas, Daimler-Chrysler and BMW are dominant. Japan's dominant companies include Toyota and Sony. The US, Japan and Germany are the top countries dominating international business due to factors like large markets, skilled resources, innovation and adaptability to changes. Emerging economies like China and India are seeing a power shift with companies moving to access new markets and lower costs. Structural changes in the future will see China and India play larger roles as China focuses on consumption and India on its large workforce and democracy.
The document discusses different types of multinational company structures and operations. It describes horizontally and vertically integrated MNCs, as well as diversified MNCs. It also discusses micro-multinationals enabled by internet technologies and operating across borders. The document outlines benefits and threats of MNCs to host countries, and threats to the MNCs themselves. It discusses MNC presence and advantages in India, including attracting FDI and harnessing innovation.
Provides insights and a ‘stepping stone’ to daring Singaporean and other foreign start-up companies with innovative products / services that want to get in the Chinese mainland market.
Multinational corporations have significant economic power and influence on developing countries and their populations. They can affect women's health by employing them in large numbers under certain conditions. Some pharmaceutical multinationals have also acted unethically in developing world contexts, such as testing unapproved drugs on children or pressuring governments over intellectual property. However, multinational investment can also generate jobs and skills training, as well as technology and knowledge transfers to host countries.
Growing startups in Asia, winning locally and scaling beyond the region. We take a look at how Japanese startups disrupt the incumbents in Asia and what kind of strategies they take to scale beyond their local market.
This document discusses digital business models in sub-Saharan Africa, focusing on Southern, Eastern, and Western Africa. It finds that mobile technology is driving digital transformation across the continent. Digital businesses are emerging that are native to Africa and solve local problems. While opportunities are large, infrastructure challenges like bandwidth and skills shortages remain. The future of African digital markets depends on understanding local contexts and adjusting offerings accordingly.
Major globalization initiatives from indian companiesRam Kumar
This document discusses major globalization initiatives from Indian companies. It provides background on globalization and common entry strategies for companies expanding globally such as exporting, licensing, franchising, joint ventures, and acquisitions. Several large Indian companies and their global expansion efforts are highlighted including major acquisitions by Tata, Bharti Airtel, Aditya Birla, ONGC, and others. Political, economic, technological, and legal factors that determine a company's ability to build a global presence are also outlined.
Angels, VCs and Fundraising in China 2010Chris Evdemon
This presentation explains the current status in China's early stage ecosystem, in terms of angel investors and venture capital. It also provides aspiring entrepreneurs with some advice on the local fundraising process.
Growing startups in Asia, winning locally and scaling beyond the region. We take a look at how South Korean startups disrupt the incumbents in Asia and what kind of strategies they take to scale beyond their local market.
Opportunities in China's Startup EcosystemZhenFund
The 2013 update from ZhenFund on the state of China's technology startup ecosystem. Last time we outlined the 3C's 2E's in understanding the differences between China and Silicon Valley. This year we focus on some of the positive trends we see developing in the startup ecosystem.
A call to action for Osaka to not allow Silicon Valley to supplant Kansai Areas global leadership in Energy Efficiency, Environmental and Industrial Electronics Cleantech markets. A presentation made 10/27/2009 at Plug and Play Sunnyvale to visitors from Osaka government, Osaka University and Mitsubishi Estate
This document presents information about multinational corporations (MNCs) in India. It defines an MNC as a parent company that engages in foreign production through affiliates located in several countries and exercises direct control over affiliate policies. The document discusses advantages of MNCs such as employment and economic growth as well as disadvantages like trade restrictions and slowing domestic employment growth. It concludes that while MNCs provide benefits to India, they can also create monopolies that hurt small domestic businesses.
Multinational Corporations and Financial Accounting FrameworkPatrick Chau
With the growing internationalization of economic trade and the globalization of businesses and financial markets, financial information prepared according to a national accounting system may no longer satisfy the needs of users whose decisions are more and more international in scope. Multinational companies who were the most affected have been in the forefront in pressuring the International Accounting Standards Board (IASB) as well as the national standard setter to produce a core set of international accounting standards.
In this presentation slide, we would like to discuss:
(a) Define the Multinational Company.
(b) What are the advantages and disadvantages of multinational companies?
(c) Explain how multinational companies benefits from the convergence/ harmonization of accounting standards.
(d) Explain any 5 efforts taken by the Malaysian Accounting Standards Board (MASB) to align the two sets of standards.
(e) Discuss the impacts that occur on the financial reporting of companies in Malaysia arising from the new Financial Reporting Standard.
This document discusses multinational corporations (MNCs), their impact on developing countries like India, and whether they are a blessing or curse. It notes that while MNCs provide benefits like jobs and technology, they can also exploit resources and cultures. MNCs face challenges operating in foreign markets due to differences in policies, cultures and risks. Overall, the document suggests that MNCs can benefit developing nations if regulated properly to balance economic opportunities with social and environmental protections.
Tata Consultancy Services (TCS) is the largest Indian multinational IT services company, founded in 1968. Infosys is the second largest, founded in 1981 and headquartered in Bengaluru. Wipro is another major player, incorporated in 1945 and shifting to IT in the 1970s-80s. HCL Technologies is the fourth largest Indian IT company, emerging from research division of HCL in 1991. The document provides details on the founding, leadership, services, and industries of each of these top Indian multinational companies.
The document provides a summary of recent news and developments in technology and venture capital. It discusses topics such as the potential impact of a bear market on private valuations, trends in European founder migration and VC fundraising, Ripple moving its cryptocurrency into real-world use cases, and brief updates on companies like Facebook, Google, Alibaba, and acquisitions. Key questions are raised about how regions can retain founders, the competitive effects of increased European VC funding, and potential M&A activity using cryptocurrency war chests.
This document defines and discusses the characteristics, merits and demerits of multinational corporations from the perspective of both host and home countries. It begins by defining a multinational corporation as an enterprise operating in several countries but managed from one home country that derives at least 25% of its revenue from foreign operations. It then lists several characteristics of MNCs and discusses both the positive and negative impacts they can have on host countries, such as creating jobs but also potentially exploiting resources, as well as both the benefits and drawbacks for home countries like export opportunities but also risk of capital outflow.
The document discusses the role of human resources in mergers and acquisitions. It notes that HR should be involved from the beginning in the due diligence process to assess cultural fit and integration challenges. During integration planning, HR communicates changes, retains key talent, and helps the new organization cope with change. In implementation, HR aligns policies, monitors synergies, and ensures incentives support goals. HR encourages recognizing behaviors that support the new culture and aligning culture with strategy. Key concepts are conducting understanding programs, negotiating with unions, assessing manpower needs, understanding compensation structures, auditing assets, and implementing redundancy policies.
The document discusses performance appraisal of expatriates. It defines performance appraisal and outlines its objectives for both employees and organizations. It identifies factors that influence expatriate performance like compensation, task, cultural adjustment, and support from headquarters. It also discusses challenges of international performance management like cultural differences, unreliable data, and complex environments. Finally, it provides examples of performance appraisal systems used by companies like Pepsi and guidelines for effective expatriate performance evaluation.
El documento describe las diferentes herramientas y plataformas de comunicación en Internet, incluyendo redes sociales, blogs, podcasts, wikis, mensajería instantánea y más. Explica cómo estas herramientas permiten compartir información, audio, video e imágenes. También discute la importancia de diseñar estas plataformas de una manera accesible y fácil de usar para los usuarios.
The Bookings Service Queue by Month report allows users to see the engineering hours required for closed or expected deals, and determine if more engineers need to be added to handle upcoming projects. The report shows services attached to sales opportunities, with quantity fields reflecting total hours. It breaks hours needed down by month and expertise, and allows drilling into details. Settings include date range, units of measure, and refreshing after changing parameters.
MIRCaM provides real time analysis and generate instant alarms on episode detection, thus enhancing patient care and safety. It gives new possibilities for monitoring of vital parameters with wearable biomedical sensors, and will give the patient the freedom to be mobile and still be under continuous monitoring and thereby offer better quality of patient care.
MIRCaM is intended for detecting cardiac arrhythmias, myocardial ischemia and Infarctions and it can also be used to follow up critical patients from their home while they are carrying out daily activities. MIRCaM has the ability to detect a number of heart problems that do not show up during standard electrocardiography tests or during a stress test. Because it involves continuous monitoring, it is also particularly useful in detecting conditions that occur sporadically, such as during sleep or at times of emotional or physical stress.
Emerging Market and Russian Multinational Enterprises - key noteLilac Nachum
This document discusses emerging market multinational enterprises (MNEs) and their increasing share of foreign direct investment (FDI) globally. It notes that around 70% of emerging market MNE FDI goes to other emerging markets, rather than developed countries. The document also explores some of the image and legitimacy challenges faced by MNEs from China and India, including stereotypes around quality and credibility. Finally, it provides data on Russia's outward FDI over time.
El documento presenta un estudio organizacional y operativo del departamento de Regiduría de Pisos de un hotel. Describe el personal y procesos de limpieza de habitaciones, e identifica falencias como tiempos excesivos y falta de organización. Se proponen soluciones como mejor capacitación del personal, uso de equipos más eficientes, y métodos de evaluación como 360° para medir desempeño y competencias con el fin de mejorar la calidad del servicio.
Abhishek Trivedi has over 18 years of experience in marketing roles in the telecom, retail, and consumer durable industries, most recently as Marketing Head for Aircel in Guwahati where he helped double their smartphone user base and achieved the highest revenue growth among Aircel circles. Prior to Aircel, he held various marketing roles at Tata Docomo, Aircel, The Mobile Store, Hutch, Idea Cellular, and Eureka Forbes, developing innovative marketing programs, products, and strategies to boost revenue and market share. He holds an MBA in Marketing and has a track record of success in revenue
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados. A medida que se levantan las restricciones, se espera que la actividad económica se recupere gradualmente a lo largo de 2021 a 2022, aunque los riesgos de nuevas variantes del virus siguen siendo altos.
A multinational corporation (MNC) is defined as a company that controls production facilities in more than one country through foreign direct investment. MNCs are defined based on their size, structure, behavior, and performance. There are currently 889,416 MNCs worldwide, with the top 100 MNCs having combined sales of nearly $8.5 trillion. MNCs must respect national sovereignty and human rights, adhere to host country laws, and not engage in corrupt practices.
Multinational corporations (MNCs) are companies that operate in multiple countries. They originated in the early 20th century and expanded greatly after World War II. MNCs have subsidiaries and operations in foreign countries, exercising control over policies across borders. While MNCs bring investment, jobs, and technology to host countries, they also face criticisms like manipulating markets and prioritizing home country interests. As India's economy grows rapidly, it attracts many MNCs in sectors like oil, infrastructure, and technology due to its large population and market. However, Indian MNCs expanding abroad face challenges in overcoming cultural and business differences.
Study to understand the management strategies of new multinationals from the ...Charm Rammandala
The purpose of this study is to understand how the emerging multinational companies from emerging economies such as BRIC countries, Middle East and developing countries like Thailand and Malaysia challenging the traditional multinational companies who have strong roots to developed countries. Using various strategies and business models such as alliances, joint ventures and in some cases wholly owned subsidiaries, newly emerging multinationals have made their presence felt in the world market. This study will take an in-depth look in to the management strategies in place to overcome the barriers and accelerate the growth.
Keynote intelligence, innovation & best practiceVincent Kwon
1. The document discusses how organizations can drive growth and profitability through intelligence, innovation, and best practices. It provides examples of world-leading organizations that achieve high returns on shareholder funds and above-average growth through intellectual property, unique culture, and following best practices.
2. It argues that in today's business environment, organizations must plan from an "outside-in" perspective by understanding influential external factors like the world, national, economic, and industry environments. The intelligent organization also sources over a third of its business information externally to support this outside-in planning approach.
3. Innovation and productivity are imperative for success. It shows countries with the highest standards of living invest heavily in research and development and
Sharing Economy - Embracing Change with CautionRobin Teigland
Our presentation for Entreprenörskapsforum in connection with the release of our book on the Sharing Economy: The Sharing Economy: Embracing Change with Caution. The book can be downloaded here: http://entreprenorskapsforum.se/2015/06/16/ny-rapport-delningsekonomin-forandrar-de-ekonomiska-drivkrafterna/
Introduction to international business environment is talking about world bus...MengsongNguon
The document provides an introduction to international business environment. It defines international business environment as the sum total of factors external to and beyond the control of a firm's management that influence the firm. These factors can be domestic, foreign, or international in nature. It discusses how the business environment has changed from pre-globalization to post-globalization with increasing global competition and integration of markets. It also defines key terms related to international business such as multinational corporations, foreign business, global companies, and discusses trends toward increasing globalization and interdependence between firms and countries.
Jai Saxena, from ERNST & YOUNG gives an analysts perspective on how to Build Businesses in a Meltdown.
Jai presents as part of the "Surviving and Winning in a Downturn" a one day conference by TiE Internet SiG, Delhi.
To catch all the action from the event, visit www.omshare.com (India's first Online Platform for taking Events and Conferences Global) - an Initiative by OMLogic
This document provides information about several major multinational corporations operating in India. It discusses Wipro, Aditya Birla Group, Reliance Group, Tata, and Infosys. For each company, it gives a brief overview of their founding date, headquarters, industries involved in, revenues, employees and websites. The document aims to provide key details about some of the largest and most prominent multinational corporations based in or operating within India.
Keynote presentation by Phillip Ruthven from IBISWorld Pty Ltd giving his thoughts and perspectives on what keeps CEOs awake at night. 2011 actKM Conference. Melbourne, Australia. 10 October 2011.
Speaker: Chris Sullivan, Vice-President, Finance & Operations, IDC (Canada) Ltd.
More information including webcast found on the MaRS site at: http://www.marsdd.com/Events/Event-Calendar/Ent101/2008/marketing2-20080116.html
The document discusses multinational corporations (MNCs), providing definitions and examples. It outlines the history and evolution of MNCs, their organizational structures, and reasons for their establishment. Advantages and disadvantages of MNCs to home and host countries are presented. Criticisms of MNCs and top MNCs by country and industry are listed. The document concludes with sections on MNCs in India, trends in India, advantages and challenges faced by Indian MNCs.
Multinational Company Achieving Competitive Advantage...Jessica Robles
This document discusses the role of multinational companies and how a lack of homogeneity in the world influences their decisions. It notes that while globalization has increased, societies remain diverse in terms of culture, language, religion and values. As a result, multinational companies must make strategic choices around standardization versus differentiation, hiring practices, and the level of decentralization when operating across multiple countries and cultures. Their decisions aim to balance global integration with local responsiveness to ensure success in varied social environments.
The document summarizes some of the key challenges and opportunities of doing business in India. It notes that India faces issues like corruption, inadequate infrastructure, and complex regulations that impact economic growth. However, India also presents major opportunities as the economy grows and a large middle class emerges. The PR market in India is large and complex due to factors like cultural and linguistic diversity, coalition politics, and a booming media industry. To be effective in India, PR strategies must take a holistic 360-degree approach and have a strong local understanding and presence.
The document discusses different types of regional integration agreements including free trade areas, customs unions, and common markets. It provides examples of major regional agreements in different parts of the world such as the European Union, NAFTA, and SADC. The document also examines multinational corporations and foreign direct investment between countries.
The document outlines the syllabus for an International Business course, covering topics such as the meaning and nature of international business, drivers of internationalization, theories of international trade, international institutions, and foreign market entry strategies. Major players in international business discussed include multinational corporations, which operate in multiple countries and maintain headquarters in a home country to coordinate global operations. Benefits and challenges of internationalization for both host and home countries are also examined.
This document provides an overview of the global software products industry and India's opportunity to become a leading software product nation. It notes that the top companies in the industry are currently from the US and Europe, but software is transforming many industries. It discusses how product and platform companies are thriving. India has advantages like a large pool of engineers and lower costs that could allow it to build more software product companies. The document outlines iSPIRT's mission to help build India's software product ecosystem through various initiatives like supporting startups, encouraging platform development, and engaging with other parts of the industry.
Companies invest overseas for several reasons including accessing new markets, exploiting economies of scale, taking advantage of lower labor costs, and reacting to trade barriers. Foreign direct investment has grown significantly in recent decades and is driven by both macroeconomic factors and companies' strategic objectives. While foreign investment can benefit host countries through job creation and technology transfer, governments must consider incentives and potential drawbacks carefully.
The document discusses the experiences and lessons learned by Weatherock China Ltd, a Singapore-based investment company, in investing in China over the past several years. It provides an overview of the company's strategy, criteria for investments, and some of its investments to date including in mobile platforms, property development, and other sectors. It also outlines some of the challenges of investing in China such as language and cultural barriers, inconsistent regulations, and bureaucracy. The document concludes with lessons learned including the importance of local presence, industry knowledge, and staying power to succeed in the complex China market.
Individual essay assignment 50 Understand the nature of inte.docxjaggernaoma
Individual essay assignment 50%
Understand the nature of internationalisation process of business.
Perform an international business analysis. In doing so, you will need to understand some international business theories from this course. Not strategic management or marketing concepts.
Apply what you learn from the IB course to this essay. From your research and analysis, you will be able to ‘learn’ and ‘apply’ key international business theories from the course to a ‘real-life’ MNC.
Step 1: Choose a company and give an overview of the company as an MNC
Select a Fortune 500 company that from your industry and country. For example, you may choose to analyse Huawei’s entry into India for mobile phone industry.
Step 2: Country/industry analysis
Analyse a few key macro environmental factors in the foreign country during the period the MNC enters that foreign market. (e.g. Huawei decide to enter India’s phone industry in the year 2000).
Step 3 : Analyse MNC’s internationalisation process and entry strategy.
Internationalisation process of this MNC (how? why? with whom? key challenges?)
Reflections (What have you learnt?)
Step 4 : Online submission to RMIT blackboard before deadline on 15 April, 2016 Singapore time. 11 p.m. Maximum 2 attempts
No hard copies required.
Areas to cover – suggested format
1. Introduction – 1/2 page
Explain the purpose of this essay or assignment (what is the objective of this essay, what do you hope to achieve?), scope, what will you be covering in terms of scope and depth), and methodology (how did you get the information for this essay)
2. Overview of the MNC– 1/2 page
Year established, business or industry involved in, Fortune 500 ranking in 2015, recent sales and profit performance/figures, global sales/profits, key competitive advantage, markets or countries served,( milestones in appendix) if relevant to show its internationalisation trends
Which country and which industry will this essay focus on.
Areas to cover – suggested format
3. Country/industry analysis – 2-3 pages
Country/industry analysis is not a generic PESTEL or SWOT or Porter’s five forces analysis.
Using Huawei’s entry into India market, e.g.
Analyse macro environmental factors in depth to support your argument why that particular factor has positive or negative impact on India’s mobile phone industry and Huawei’s choice of entry mode at the later part of the essay.
Market entry can refer to selling to Indian consumer market or manufacturing or setting up R&D in mobile phone industry in India for the first time.
Use good reference websites Global Edge and General references, Passport Monitor (RMIT database)
Focus on relevant issues and time frame. Some websites provide very detailed information.
Areas to cover – suggested format
Industry analysis of mobile phone for investors in India.
Investment climate of the mobile phone industry in India can include stat.
The document discusses what makes research ideas interesting. It provides several definitions of interesting, including ideas that are not routine, trivial, or obvious, and have utility by explaining phenomena and answering "so what" questions. Interesting research can involve characterizing single phenomena or relationships between multiple concepts. The document also discusses how moving ideas across disciplinary boundaries through the "Medici Effect" can spark innovation, and how the level of analysis and assumptions affect whether an idea is interesting to different audiences. It then provides examples of the author's own interesting research on multinational enterprise location choice and performance.
This document discusses participation in global production chains and their impact on industrial development. It provides an overview of the structure of contemporary global supply chains and how value is added at different stages of production across developed and emerging markets. It examines employment and wages related to global production by multinational enterprises. It also discusses challenges faced by firms in commodity industries in escaping low profit margins and strategies that some countries and firms have used to successfully upgrade in global value chains.
This document discusses differences between foreign and domestic firms and why those differences matter. It makes three key points:
1. Foreign and domestic firms differ in their ownership structure, geographic scope, and relationships. Multinational companies have a foreign ownership structure which can create legitimacy challenges and different levels of local embeddedness compared to domestic firms.
2. Multinational companies operate across multiple geographic units in a network, have internal resources and coordination pressures, while domestic firms operate within a single geographic unit.
3. It is important to distinguish between inter-firm and intra-firm trade and relationships. Considering firms as part of global production networks and value chains rather than independent entities provides a more accurate picture of economic activity and
Input for UNCTAD 2014 World Investment ReportLilac Nachum
This document discusses concerns about the sustainability and accountability of foreign investment by government-controlled entities like Sovereign Wealth Funds and State-Owned Enterprises. It notes that while such investment offers benefits, the lack of transparency and potential for political influence raises fears. There have been various attempts to regulate this investment through voluntary principles and ratings systems, but challenges remain around differing perceptions of sustainability standards between countries and lack of credibility in disclosures. Global uniform standards are ideal but difficult to achieve given resistance from some investors and harmonizing sustainability definitions across diverse nations.
Foreign companies establish affiliates in global financial centers like New York City to gain access to local industry knowledge and networks, serve as a platform to clients in the US and overseas, and leverage the infrastructure and resources of the city. According to surveys of foreign affiliates in NYC, most come for financial services and business support activities, source some local inputs, and transfer knowledge and profits back to their headquarters while also contributing high-value jobs and links to global markets. The surveys found that affiliates choose to remain in NYC due to its status as a global center but recommend improvements to taxes, transportation, and other costs of doing business.
The document discusses how successful global companies identify opportunities in foreign markets. It outlines a 5-step process: 1) identify relevant criteria, 2) assign weights to criteria, 3) narrow down alternatives, 4) systematically compare alternatives, and 5) evaluate ability to exploit opportunities. The document provides a table comparing economic and demographic data of several countries and regions to illustrate applying the process and identifying the most attractive market opportunities.
1. Emerging Market MNEs and Cross-
border Non-equity Modes: A Policy
Agenda
INVESTMENT CLIMATE ADVISORY SERVICES
WORLD BANK GROUP
Lilac Nachum
Professor, Globalization and Multinational Companies
3. My NEMs-Related Activities
Developed and teaching the ‘Global Strategic Partnerships’ course, Indian School of Business (ISB) MBA program, 2013 -
Organization of foreign affiliates as a distinctive choice between markets, hierarchy and networks. In Ramamurti/Hashai
(Eds), The Future of Foreign Direct Investment and the Multinational Enterprise. Emerald, 2011.
Foreignness, multinationality and inter-organizational relationships. Strategic Organization, 2010.
The movement of service jobs overseas: A theoretical perspective. A report prepared for UNCTAD as input for World
Investment Report 2004.
Outsourcing by Multinational Corporations as a choice between internalization and the market: Implications for theory
and policy makers. A report prepared for UNCTAD, 2003.
Offshoring Survey, A report prepared for the Paaras Consulting Group, 2003.
Offshoring: Not just for first movers. Journal of Financial Transformation, 2003 (with S. Gupta)
Speaker, National Conference of State Legislators, Policy responses to outsourcing: Prescriptive and normative
approaches. Washington D.C., Capitol Hill 2003.
4. Non-equity Modes (NEMs): a One-Way
Flow Top Cities/countries for service outsourcing
Established Emerging
Bangalore/India Krakow/Poland
Mumbai/India Beijing/China
Delhi/India Buenos Aires/Argentina
Manila/Philippines Cairo/Egypt
Chennai/India Sao Paolo/Brazil
Hyderabad/India Ho Chi Minh/Vietnam
Dublin/Ireland Dalian/China
Pune/India Shenzhen/China
Cebu/Philippines Curitiba/Brazil
Shanghai/China Colombo/Sri-Lanka
UNCTAD World Investment Report 2011, based on www.globalservicemedia.com
The US Factoryless Economy
Sales, bil.US$ Employment, 000
2002 3,003 3,492
2007 6,750 11,973
Factoryless good producers – outsource all manufacturing;
implement all capital, labor and material inputs required
for the manufacturing.
The Economic Classification Policy Committee definition
Bernard and Fort, Factoryless good producers in the US. NBER 2013
5. Consequences for Emerging Market
TNCs (Firms)
Value appropriation from NEMs relationships
Capability development via NEMs agreements
NEMs as a vehicle for global expansion.
7. Share of NEMs Value Gained by
Emerging Market TNCs (Firms)
Apple/California
25,000
Foxconn for Apple/China
250,000
Employment
Foxconn for
Apple/China
753
Apple/California
318
Wages, Mil. US$
28.7
20
4 3
Apple Cisco FoxconnASUSTek
Profit Margins, %
8. Capability Development via NEMs:
Brand name, Technology
Taiwan Invisible OEM Giants
Market share
(%)
Market value
($bil)
Chip foundry 70 8.9
Notebook PCs 72 22.0
LCD monitors 68 14.0
PDAs 79 1.8
Servers 33 1.8
Digital cameras 34 2.0
The Economist, IT in Taiwan and China: Hybrid vigour. 5/29/10
55%
19%
7%
US
Japan
Germany
UK
France
Taiwan
Canada
SKorea
Italy
Switzerland
Sweden
Netherlands
Israel
Austria
H-K
China
Singapore
India
Brazil
% patents US Patent Office,
1977-2008
U.S. Patent Office, www.uspto.gov
9. Nor do NEMs serve to as a Vehicle for
Global Expansion
Attraction as local partners – does not travel
Local partners goal at time of agreement – vehicle to global expansion:
10. Creating Competitive Advantage
via NEMs
• Airtel outsourcing model:
o IT operations, Customer care – IBM
o Running the network – Ericsson, Nokia, Siemens
• Cost saving:
o No fixed costs; no excess capacity cost; no maintenance costs
• Call rates, cents/minute, 2009:
o Airtel: 0.2; US operators: ~20 cents
• Revenues/user (per month):
o Airtel: $6; Verizon: $51
• Operating margins:
o Airtel: 40% = > US companies
o The 'minutes factory' model - low cost/high volumes
• Sunil Mittal: ‘Flying on the Wings of Others’.
11. ‘Flying on the Wings of Others’ –
only in India?
Partners’ attraction to Airtel? Airtel attraction to partners?
Access to India market
Potential target
12. A Business Model Confined to India?
2013, in crore Revenues Net income Capital expend.
India 14,079 967 1,042
Africa 7,026 -288 964
Asia 543 -133 132
2014, in crore Revenues Net income Capital expend.
India 15,815 2,449 2,058
Africa 6,896 -754 1,602
Asia 389 -154 66
Asia = Sri-Lanka, Bangladesh
Goal at Zain
acquisition - by
2013:
Revenues Net income
~30,000 ~12,000
Bharti Airtel quarterly report. www.airtel.com
1 crore = 10 million Rupees
2013-4, % change Revenues per user
India +1
Africa -5
Asia n.a.
13. The ‘Africa Effect?’
‘Bharti Airtel [2014] Fourth-Quarter Net
Profit - Almost Halves, Missed Forecast.
…[this is] in part due to high interest costs
on the debt it took to buy ZAIN.’
14. NEMs as a Vehicle for Global Expansion:
Developed/Emerging Market TNCs
Fast food
◦ US companies - % franchised globally 85-100%
◦ Developing country companies – Jollibee overseas expansion – mostly via
acquisitions/shared ownership (j.v.)
Hotels
◦ US companies - ditto
◦ Developing country companies - hotels Indian Hotels (Taj Palaces), Obroi,
Shangri La
◦ Taj global expansion - mostly acquisitions.
16. Where Should we go From Here?
Some Suggestive Thoughts
Why NEMs by emerging market TNCs limited?
◦ Lesser specialization; excellence in generic skills [Apple/Samsung; Dell/Lenovo]
◦ history of institutional void
◦ Resistant to change, to economic development [Legend Holdings, est. 1984]
What will it take to encourage NEMs by emerging market TNCs?
◦ Acquisition of new skills and talent
◦ Change corporate culture!
◦ From efficiently implementing ideas designed elsewhere to innovation
◦ Internal/external resistance
◦ Convince shareholders
◦ [inevitable?] Loss of customers - do not want to do business with a competitor.
17. A Role for Governments?
The Policy Agenda
Home country branding
Capital – investment with long time span
IPR protection – encourage investment in innovation
More – when patterns better uderstood.
18. Nation [Place] Branding:
Marketing Theory Meets Nation States
Change country image – deliberate government efforts
◦ ‘Cool Brittania’
◦ Taiwan ‘reputation management’
◦ ‘Invest in remarkable Indonesia’
Challenge: brand already exists re-branding! change perceptions
◦ Martin Spurling, CEO of HSBC in Turkey: ‘I had no idea how big Istanbul was until I
was appointed here. I was shocked. In terms of its location, history, culture, human
potential and hospitality, Istanbul's a great candidate to be an international finance
center. We have to explain it to the world a little better.’
Companies as ambassadors for nation – firms [+governments?]
◦ India IT companies.
19. Size of Financial Markets
Country size adjusted to volume of financial assets, 2010
Čihák et al.,Financial Development in 205
Economies, 1960 to 2010. NBER18946
Government ownership/control and access to capital
20. IPR Perception and Violations
85
17
Legitimate, % software market, by value
Developed countries
Emerging markets
Business Software Alliance, Sixth Annual BSA-IDC Global Software Piracy Study, 2008; The Economist, Can you keep a secret? 3/16/13
22. Distinctive Policy Concerns of NEMs
Go under the radar of policy makers
◦ US Specific NEMs Laws: Franchise laws require registration and franchisors need to make certain
disclosures to prospective franchisees (balances the bargaining power)
◦ Partly addresses this concern
◦ US only country to have this legislation?
Leave no trail poor record of actual activity policymakers in the dark
Where this creates most pain:
Anti-trust authorities - can generate too much market power
Restrictions foreign ownership – may harm all the reasons that bring about these restrictions
Limited ability to affect mutual [equal?] gains of investment – investors/host countries.
23. The Trade-offs of NEMs for TNCs (Firms)
ADVANTAGES
Speed
◦ Access to partner assets
Core competency focus
Overcome liabilities of foreignness
Create political capital.
DISADVANTAGES
Vulnerability – weak legal protection in case of
legal disputes of any kind policy
implications
IPR appropriation – most IPR violations in EM
– by outsources
Developing a (legal) competitor.
Editor's Notes
NEMs almost exclusively North South phenomenon. One-way transactions. Pattern that is not much discussed but hold important lessons for policymakers.
The discussion of this topic is implicit (explicit) regarding the benefits for developing countries as hosts. Focus of the discussion – how to facilitate more NEMs to developing countries (improve regulatory environment, connect local partners with foreign companies etc.) and how to maximize their benefits (improve local partners negotiating power etc.).
Some recognized costs (risk) are well acknowledged (i.e., local partners in weak negotiating power – what will it take to change this?).
Other – less discussed but not less troubling – failure to improve local partner global activity; with few exceptions, does not draw them into GVC.
Current situation do developing countries get their share of the value created via NEMs?
But why is this pattern in the first place? Is it desired for developing countries?
My work vis a vis the work of the BEA. Where I hope to add value:
1) General - Insights from IB on issues of study – complement economic thinking; create a bridge
We asked similar questions, because our thinking is informed by the world that we observe around us.
Different audiences nuances of the answers we are looking for
Different terminology
2) Specific - Heterogeneity among firms in the strategy/management lit.
Foundations of IB theory – Hymer (Ray’s talk)
One dimension of heterogeneity – foreign/domestic
My credibility in this area.
Share insights based on my own research and that of others IB scholars in this area
Patterns persist also when NEMs broadly defined to include J.V./strategic alliances
Resistant to economic development
Location GAP contract manufacturers – 95% emerging markets
Value capture = sharing
Sources of differentiation; Negotiating power
Compete on costs
TNK clear goal at initiation of relationships - Going international - This is not what BP came to Russia for – a major reason for the dispute that led to the deal being resolved
UTV CEO: ‘If we are not global, we are nothing! If we are in the US, that means we are in the world!’ HBR Case
Bahrti – founded 1995.
1st international expansion 2009 – Sri-Lanka, Bangladesh
2010 – Zain’s acquisition
Zain acquisition 2010; $12 bil.; Full ownership
Anecdotal evidence – far less frequent
Not ready yet? Are they on the right path?
Better understanding of these questions as a guide for policy agenda
Patenting requires publication of the patented idea, making it easier for firms in unlawful countries to steel it reduction in patenting (particularly the most valuable ideas).
Patent protection – time limited. Secrecy – infinite (Coca-Cola secret formula; KFC; Google search algorithm)