MH Company is considering expanding into global markets through international trade or foreign direct investment. There are three main reasons for companies to shift from domestic to global markets: market saturation at home, product decline in the domestic market, and new opportunities abroad. The document discusses strategies for international market expansion such as greenfield ventures, strategic alliances, and joint ventures. It also analyzes several potential foreign markets for MH Company including the UK, Australia, and India.

1. MH Company Expanding its Markets Trade or Invest? Phase 3 Individual Project MGM355-0902B-04 International Business Practices Professor Robert Miller By Delisa C. Fryer

3. Death of the product in domestic market

4. New market opportunities

5. Global presence

7. INTERNATIONAL ORGANIZATIONAL STRUCTURE Managing risk Management decision and control Motivation across cultures Leadership across culture Human resource selection and development

8. International Trade & International Invest Strategy and Recommendations Strategies - Greenfield venture Advantages - First-mover advantages Disadvantages - carry-over problems the existence of government

9. Trading Strategy, Expected Profit, Risk Management and Market Analysis. Trading Strategy The strategy is the implementation of Portfolio Theory, means to diverse the investment funds. It also covers diversification on transaction time : short-term trading, middle-term trading, long-term trading, or the combination among the three to minimize risk. Expected Profit Expected Profit is one way to maximize profit from trading. It is based on exchange rate expectation, counter risk and investment value in the future compared with potential profit. Particularly in Hang Seng market is vary from 250 up to 2000 points per annual day. Risk Management Stock exchange market is very unpredictable. It can change within hours, minutes even seconds. A wise trader must equipped with a method to minimize any possible risk that may occur. And risk management is a must have tool to do that. Risk Management is a strategy to manage risk and limit it by putting a stop order. Stop order helps traders to control the risk from losing the entire margin. I put a stop order 50 points as an insurance of the profit. When there is a correction on the market, the gains will be protected by advance trailing stop.

10. Recommendations for MH Company. International Market Expansion Strategies

11. 14-8 Relationship of Strategic Alliances to Companies’ International Objectives

12. Firm Strategy, Structure and Rivalry Long term corporate vision is a determinant of success Management ‘ideology’ and structure of the firm can either help or hurt you Presence of domestic rivalry improves a company’s competitiveness 4-9

13. FDI Based Explanations: Dunning’s Eclectic Paradigm Three conditions determine whether or not a company will internalize via FDI: Ownership-specific advantages – knowledge, skills, capabilities, relationships, or physical assets that form the basis for the firm’s competitive advantage Location-specific advantages – advantages associated with the country in which the MNE is invested, including natural resources, skilled or low cost labor, and inexpensive capital Internalization advantages – control derived from internalizing foreign-based manufacturing, distribution, or other value chain activities 10

14. Two Types of International Collaborative Ventures Equity-based joint ventures result in the formation of a new legal entity. In contrast to the wholly-owned FDI, the firm collaborates with local partner(s) to reduce risk and commitment of capital. Project-based alliances do not require equity commitment from the partners but simply a willingness to cooperate in R&D, manufacturing, design, or any other value-adding activity. Since project-based alliances have a narrowly defined scope of activities and timeline, they provide greater flexibility to the firm than equity-based ventures. 11

15. The UK

16. Australia

17. India Strong trade ties with U.S. High demand in healthcare sector Population 1.2 Billion Hofstede index: Individualism/Long-term orientation

18. References Cool., K & Dierickx. I (1993) Rivalry, Strategic Groups and Firm Profitability Retrieved June 23, 2009 from (http://www.jstor.org/pss/2486549 Economy and Business Practices (2009) Retrieved June 22, 209 from http://www.buyusa.gov/uk/en/doing_business_uk.html India In Business (2009) Retrieved June 21, 2009 from http://www.indiainbusiness.nic.in/whyindia.htm/ British The Big Push and International Trade: Exports as Investment Strategy(2009) Retrieved June 23, 2009 fromhttp://jobfunctions.bnet.com/abstract.aspx?docid=171060 Journal of Business Key Success Factors for Strategy (2009) Retrieved June 23, 2009 from http://linkinghub.elsevier.com/retrieve/pii/S0148296307002329