This document provides a summary of strategies and considerations for Danish companies seeking to enter the US market. It begins with an overview of the US-Denmark trading relationship and differences between the two business environments. Three case studies describe Danish companies' experiences in the US market, highlighting both successful and unsuccessful strategies. The "Do's and Don'ts" section summarizes lessons learned from interviews with Danish companies operating in the US. It provides recommendations regarding market entry preparation, sales/distribution, management, location, legal issues, and bureaucracy. The document concludes by outlining a framework for Danish companies to establish successful partnerships in the US market by carefully planning partnerships and managing partners.
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
This document provides a summary of strategies and considerations for Danish companies seeking to enter the US market. It begins with an overview of the US-Denmark trading relationship and differences between the two business environments. Three case studies describe Danish companies' experiences in the US market, highlighting both successful and unsuccessful strategies. The "Do's and Don'ts" section summarizes lessons learned from interviews with Danish companies operating in the US. It provides recommendations regarding market entry preparation, sales/distribution, management, location, legal issues, and bureaucracy. The document concludes by outlining a framework for Danish companies to establish successful partnerships in the US market by carefully planning partnerships and managing partners.
This document describes a structured process for selecting new export markets. It involves three steps:
1. Wide screening of potential markets based on general factors like purchasing power and infrastructure to identify relevant markets.
2. Fine screening of relevant markets across two dimensions: market attractiveness factors and the company's competitiveness in that market. This identifies the most attractive and suitable segments.
3. Evaluation of markets using a matrix to assess attractiveness and competitiveness, identifying core markets with the largest potential as high in both dimensions. Non-interesting markets are low in both. The tool provides a framework to locate markets for the company's best potential and optimal resource utilization.
This document discusses global versus international leadership and what characterizes leadership in a global context. It provides definitions of global and international, noting that global leadership encompasses leading an organization, people, and oneself with a holistic worldview beyond borders. The document then outlines five essentials of global leadership: solid management/leadership skills, a "glocal" mindset, leadership agility, extra effort to bridge distances, and self-awareness/reflection. It also discusses Danish leadership style internationally, noting both advantages like openness but also potential downsides if not adapted to other cultures.
This document discusses distance leadership and leading dispersed teams. It provides definitions of dispersed teams as teams separated by time and distance, and distance leadership as leadership in those contexts. It identifies challenges of distance leadership, including finding the appropriate leadership style, handling feelings of lost control, and developing trust across distances. It also discusses challenges for distance employees, such as isolation and difficulty identifying with distant leaders. The document provides guidance on developing a distance charter and leadership strategies to address these challenges, including overcommunication, aligning expectations, addressing cultural differences, and periodically meeting face-to-face to build trust.
This document discusses global mindset as a driver for global leadership and collaboration. It provides an overview of an upcoming presentation on global mindset, which will define global mindset, discuss how it benefits both individuals and organizations, and provide examples from a case study of how an organization developed and enacted a global mindset. The presentation aims to help organizations understand how to develop global mindset within their own context to improve strategic outcomes.
This document discusses global mindset and its importance for organizations. It begins by defining global mindset and outlining its benefits, such as identifying common ground across differences and building trust. Global mindset is described as both an individual competence and organizational capability. The document then provides an overview of the agenda, which includes introducing global mindset, learning from its implementation in practice, and an exercise to apply it to one's own organization. Drivers and barriers of developing global mindset are also examined.
1. jan. 15
1
-1,0
-0,5
0,0
0,5
1,0
Omsætning Indtjening Beskæftigelse Sammenvejet
konjunkturindikator
Anm.: Konjunkturindikatoren er et beskæftigelsesvægtet gennemsnit af nettotallene (besvarelserne tildeles point fra -1 til 1 afhængig
af vækstudsigterne) for hhv. omsætning, indtjening og beskæftigelse. Indikatoren kan svinge fra 1 til -1, hvor negative værdier
signalerer tilbagegang
DI's konjunkturindikator - 1. kvartal 2015
Beskæftigelsesvægtede nettotal af vurderingerne til det kommende kvartal i forhold
til samme kvartal året før
Kilde: DI's virksomhedspanel - survey blandt 454 medlemsvirksomheder. Afsluttet medio december 2014.
2. jan. 15
2
-1,0
-0,5
0,0
0,5
1,0
Omsætning Indtjening Beskæftigelse Sammenvejet konjunkturindikator
DI's konjunkturindikator
Beskæftigelsesvægtede nettotal af vurderingerne til det kommende kvartal i forhold til
samme kvartal året før
Anm.: Konjunkturindikatoren er et beskæftigelsesvægtet gennemsnit af nettotallene (besvarelserne tildeles point fra -1 til 1
afhængig af vækstudsigterne) for hhv. omsætning, indtjening og beskæftigelse. Indikatoren kan svinge fra 1 til -1, hvor negative
værdier signalerer tilbagegang.
Kilde: DI's Virksomhedspanel
3. jan. 15
3
0
5
10
15
20
25
30
35
40
45
Fald på mere
end 5 pct.
Fald mellem
1 og 5 pct.
Omtrent uændret
0 pct. +/- 1 pct.
Stigning mellem
1 og 5 pct.
Stigning på mere
end 5 pct.
Procent
Udsigt til svagt stigende privat beskæftigelse
Virksomhedernes forventninger til udviklingen i antal af beskæftigede i 1. kvartal 2015 i forhold til nu
Anm.: Svarende er vægtet med antallet af ansatte i virksomhederne.
Kilde: DI's Virksomhedspanel - survey blandt 453 medlemsvirksomheder. Afsluttet medio december 2014.
5. jan. 15
5
-1,0
-0,5
0,0
0,5
1,0
Omsætning Indtjening Beskæftigelse Sammenvejet
konjunkturindikator
Fremstilling Service
Anm.: Konjunkturindikatoren er et beskæftigelsesvægtet gennemsnit af nettotallene (besvarelserne tildeles point fra -1 til 1 afhængig
af vækstudsigterne) for hhv. omsætning, indtjening og beskæftigelse. Indikatoren kan svinge fra 1 til -1, hvor negative værdier
signalerer tilbagegang
Beskæftigelsesvægtede nettotal af vurderingerne til det kommende kvartal i forhold
til samme kvartal året før
DI's konjunkturindikator - 1. kvartal 2015
Kilde: DI's virksomhedspanel - survey blandt 454 medlemsvirksomheder. Afsluttet medio december 2014.
7. jan. 15
7
0
5
10
15
20
25
30
35
40
45
50
Positiv vækst på
mere end 10 pct. /
Stigning på mere
end 5 pct.
Positiv vækst
mellem 2 og 10
pct. / Stigning
mellem 1 og 5 pct.
Omtrent uændret
vækst, 0 pct. +/- 2
pct. / Omtrent
uændret, 0 pct. +/-
1 pct.
Negativ vækst
mellem 2 og 10
pct. / Fald mellem
1 og 5 pct.
Negativ vækst på
mere end 10 pct. /
Fald på mere end
5 pct.
Omsætning Beskæftigelse
Positive forventninger til hele 2015
Pct. (beskæftigelsesvægtet), Forventninger til hele 2015 ift. hele 2014
Anm.: For beskæftigelse spørges om stigning/fald
Kilde: DI's Virksomhedspanel - survey blandt 454 medlemsvirksomheder. Afsluttet medio december 2014.
8. jan. 15
8
-1,0
-0,5
0,0
0,5
1,0
Omsætning Beskæftigelse
Positive forventninger er bredt fordelt
Beskæftigelsesvægtede nettotal, forventninger til hele 2015 ift. hele 2014
Fremstilling
Fremstilling
Service
Service
Eksport
Eksport
Ingeneksport
Ingeneksport
Kilde: DI's Virksomhedspanel - survey blandt 454 medlemsvirksomheder. Afsluttet medio december 2014.
9. jan. 15
9
0
10
20
30
40
50
60
70
Mere end i år Omtrent det samme som i år Mindre end i år
Fremstilling service
Næsten 30 pct. vil investere mere i 2015
Pct. (beskæftigelsesvægtet), Hvor meget vil din virksomhed samlet set investere næste år?
Kilde: DI's Virksomhedspanel - survey blandt 454 medlemsvirksomheder. Afsluttet medio december 2014.