BERTOS MANUFACTURING CORPORATION Evaluating Markets to InvChantellPantoja184
BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when planning an international
expansion through direct investment in foreign markets. These considerations must be
addressed by a finance company seeking to establish foreign subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this network further through
entry into additional markets. Ten candidate countries are being considered to determine
the five most suitable for entry. Hence the need for a rational decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct
investment; g r e e n f i e l d i n v e s t m e n t ; l e v e r a g e d i n s t i t u t i o n ; w h o l e s a l e
f i n a n c i n g ; c a p t i v e finance company; retail installment contract
1 Introduction
Victoria Pernarella is a recent university graduate in business administration a n d a new
hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee.
After a m o n t h l o n g r o t a t i o n a l t r a i n i n g t o g a i n i n s i g h t s i n t o th e c o m p a n y ’ s scope
o f activities, she was placed in the international department where she has been assigned
to work on a project. Bill Pappas, her manager, had asked her to analyze a select number
of foreign countries to determine the best prospects for the local establishment of
subsidiary finance companies. He went on to clarify that the mode of entry into the foreign
markets-- acquisition of an existing company or a greenfield investment (from the ground
up, that is, from a green field)--was not a primary consideration at this stage. The
candidate countries were Botswana, Chile, Honduras, Iceland, Indonesia, Kuwait, New Zealand,
Paraguay, Senegal, and Vietnam. With finance companies highly leveraged institutions, the
firm was prepared to provide the initial amount of equity capital needed for the
establishment of five such institutions. At this stage therefore, the study ought
to limit its recommendation to a corresponding number of foreign countries.
With this information at hand, Victoria started reflecting on the approach to use for
her analysis. Sensing the need to prove her capabilities by delivering a high quality study
for her first company assignment, she thought appropriate to first familiarize herself with
the pertinent literature on the international expansion of multinational enterprises (MNE)
in g e n e r a l a n d b a n k s i n p a r t i c u l a r , a n d t h e n r e v i e w b a c k g r o u n d i n f o r m a t i o n
o n h e r employer, and the scop ...
Bertos manufacturing corporation evaluating markets to invhoney690131
This document discusses considerations for a finance company evaluating foreign markets to establish subsidiaries. It provides background on the parent company, Bertos Financial Services, and introduces Victoria Pernarella, who has been assigned to analyze 10 candidate countries to recommend 5 for establishing new subsidiaries. The document then reviews theories of internationalization and foreign direct investment, including factors in the eclectic paradigm of ownership, location, and internalization advantages. It also discusses the globalization process and sequential stages of international expansion.
Which countries would be unsuitable for a BFSI subsidiary at thijonghollingberry
Which countries would be unsuitable for a BFSI subsidiary at this time, and what are the basic shortcomings in each case?
BERTOS MANUFACTURING CORPORATION Evaluating Markets to Invest Abroad E. N. Roussakis and Anastasios Moysidis Abstract: This case deals with the key considerations when planning an international expansion through direct investment in foreign markets. These considerations must be addressed by a finance company seeking to establish foreign subsidiaries to support the international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA members), and the United Kingdom--but wishes to increase this network further through entry into additional markets. Ten candidate countries are being considered to determine the five most suitable for entry. Hence the need for a rational decision of where to invest. Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct investment; greenfield investment ; leveraged institution ; wholesale financing ; captive finance company; retail installment contract 1 Introduction Victoria Pernarella is a recent university graduate in business administration and a new hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee. After a month long rotational training to gain insights into the company’s scope o f activities, she was placed in the international department where she has been assigned to work on a project. Bill Pappas, her manager, had asked her to analyze a select number of foreign countries to determine the best pro spects for the local establishment of subsidiary finance companies. He went on to clarify that the mode of entry into the foreign markets-- acquisition of an existing company or a greenfield investment (from the ground up, that is, from a green field)--was not a primary consideration at this stage. The candidate countries were Croatia, Chile, Colombia, Serbia, Philippines, Costa Rica, Australia, Malaysia, Qatar, and Nigeria. With finance companies highly leveraged institutions, the firm was prepared to provide the initial amount of equity capital needed for the establishment of five such institutions. At this stage therefore, the study ought to limit its recommendation to a corresponding number of foreign countries. With this information at hand, Victoria started reflecting on the approach to use for her analysis. Sensing the need to prove her capabilities by delivering a high quality study for her first company assignment, she thought appropriate to first familiarize herself with the pertinent literature on the international expansion of multinational enterprises (MNE) in general and banks in particular, and then review background information o n her employer, and the scope of activities of its financial subsidiary. Hence the sequence of the following sections which address the internationalization process (litera ...
BERTOS MANUFACTURING CORPORATION Evaluating Markets to .docxikirkton
BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when planning an international
expansion through direct investment in foreign markets. These considerations must be
addressed by a finance company seeking to establish foreign subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this network further through
entry into additional markets. Ten candidate countries are being considered to determine
the five most suitable for entry. Hence the need for a rational decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct
investment; greenfield investment; leveraged institution; wholesale financing; captive
finance company; retail installment contract
1 Introduction
Victoria Pernarella is a recent university graduate in business administration and a new
hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee.
After a month long rotational training to gain insights into the company‟s scope of
activities, she was placed in the international department where she has been assigned to
work on a project. Bill Pappas, her manager, had asked her to analyze a select number of
foreign countries to determine the best prospects for the local establishment of subsidiary
finance companies. He went on to clarify that the mode of entry into the foreign markets--
acquisition of an existing company or a greenfield investment (from the ground up, that is,
from a green field)--was not a primary consideration at this stage. The candidate countries
were Argentina, Australia, Brazil, China, France, Netherlands, Russia, Switzerland,
Turkey, and Venezuela. With finance companies highly leveraged institutions, the firm
was prepared to provide the initial amount of equity capital needed for the establishment
of five such institutions. At this stage therefore, the study ought to limit its
recommendation to a corresponding number of foreign countries.
With this information at hand, Victoria started reflecting on the approach to use for
her analysis. Sensing the need to prove her capabilities by delivering a high quality study
for her first company assignment, she thought appropriate to first familiarize herself with
the pertinent literature on the international expansion of multinational enterprises (MNE)
in general and banks in particular, and then review background information on her
employer, and the scope of activities of its financial subsidiary. Hence the sequence of the
following sections which address the internationalization process (literature review on the
development of MNEs), the mod ...
Human Resources Management Practices and Productivity of Selected Mncs in Eme...inventionjournals
This study investigates the mode of entry of multinational corporation and their performance Nigerian market. Research on the entry mode of multinational companies (MNCs) to Nigerian market has been one of the major topics in the international business, and the performance factor has been regarded as one of the major factors to explain the entry mode selection of MNCs. Based on the developing nature of the Nigerian market, MNCs can enter a market with Franchising, Licensing agreement, Exporting, joint venture or a wholly owned subsidiary, and Turnkey. This study test reasons for entering in the Nigerian market, modes of entering, challenges faced by multinational during entry and finally the impact of mode of entry of MNCs and their performance in the Nigerian market. The research adopted the survey method, with the use of the Questionnaire. The results from the analysis on the first hypothesis show that a MNCs come into the Nigerian market for different reasons with different modes peculiar to their organization. The second hypothesis indicated that there are various challenges MNCs faced when entry into Nigerian market. And the third hypothesis was supported indicating significant influence of mode of entry on the performance of MNCs in Nigerian markets.
The document discusses foreign direct investment (FDI) and multinational corporations. It examines the article "FDI and Multinationals: Patterns, Impacts and Policies" by A.T. Tavares and S. Young. The document summarizes key points from the article, including the main drivers for firms to engage in FDI, such as accessing new markets or resources. It also classifies FDI based on factors like ownership structure and firm motives. The impacts of FDI from the perspective of host and home countries are outlined, noting concerns about national welfare as well as potential benefits from technology transfer and competitive pressures spurring efficiency.
The document discusses various aspects of globalization including:
1) Globalization refers to the increasing integration and interaction between countries through international trade, flow of capital and technology.
2) Key drivers of globalization include multinational corporations, the WTO, World Bank and IMF.
3) Firms operate globally to access new markets, raw materials, labor and gain economies of scale. However, globalization benefits are not evenly distributed.
BERTOS MANUFACTURING CORPORATION Evaluating Markets to InvChantellPantoja184
BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when planning an international
expansion through direct investment in foreign markets. These considerations must be
addressed by a finance company seeking to establish foreign subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this network further through
entry into additional markets. Ten candidate countries are being considered to determine
the five most suitable for entry. Hence the need for a rational decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct
investment; g r e e n f i e l d i n v e s t m e n t ; l e v e r a g e d i n s t i t u t i o n ; w h o l e s a l e
f i n a n c i n g ; c a p t i v e finance company; retail installment contract
1 Introduction
Victoria Pernarella is a recent university graduate in business administration a n d a new
hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee.
After a m o n t h l o n g r o t a t i o n a l t r a i n i n g t o g a i n i n s i g h t s i n t o th e c o m p a n y ’ s scope
o f activities, she was placed in the international department where she has been assigned
to work on a project. Bill Pappas, her manager, had asked her to analyze a select number
of foreign countries to determine the best prospects for the local establishment of
subsidiary finance companies. He went on to clarify that the mode of entry into the foreign
markets-- acquisition of an existing company or a greenfield investment (from the ground
up, that is, from a green field)--was not a primary consideration at this stage. The
candidate countries were Botswana, Chile, Honduras, Iceland, Indonesia, Kuwait, New Zealand,
Paraguay, Senegal, and Vietnam. With finance companies highly leveraged institutions, the
firm was prepared to provide the initial amount of equity capital needed for the
establishment of five such institutions. At this stage therefore, the study ought
to limit its recommendation to a corresponding number of foreign countries.
With this information at hand, Victoria started reflecting on the approach to use for
her analysis. Sensing the need to prove her capabilities by delivering a high quality study
for her first company assignment, she thought appropriate to first familiarize herself with
the pertinent literature on the international expansion of multinational enterprises (MNE)
in g e n e r a l a n d b a n k s i n p a r t i c u l a r , a n d t h e n r e v i e w b a c k g r o u n d i n f o r m a t i o n
o n h e r employer, and the scop ...
Bertos manufacturing corporation evaluating markets to invhoney690131
This document discusses considerations for a finance company evaluating foreign markets to establish subsidiaries. It provides background on the parent company, Bertos Financial Services, and introduces Victoria Pernarella, who has been assigned to analyze 10 candidate countries to recommend 5 for establishing new subsidiaries. The document then reviews theories of internationalization and foreign direct investment, including factors in the eclectic paradigm of ownership, location, and internalization advantages. It also discusses the globalization process and sequential stages of international expansion.
Which countries would be unsuitable for a BFSI subsidiary at thijonghollingberry
Which countries would be unsuitable for a BFSI subsidiary at this time, and what are the basic shortcomings in each case?
BERTOS MANUFACTURING CORPORATION Evaluating Markets to Invest Abroad E. N. Roussakis and Anastasios Moysidis Abstract: This case deals with the key considerations when planning an international expansion through direct investment in foreign markets. These considerations must be addressed by a finance company seeking to establish foreign subsidiaries to support the international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA members), and the United Kingdom--but wishes to increase this network further through entry into additional markets. Ten candidate countries are being considered to determine the five most suitable for entry. Hence the need for a rational decision of where to invest. Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct investment; greenfield investment ; leveraged institution ; wholesale financing ; captive finance company; retail installment contract 1 Introduction Victoria Pernarella is a recent university graduate in business administration and a new hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee. After a month long rotational training to gain insights into the company’s scope o f activities, she was placed in the international department where she has been assigned to work on a project. Bill Pappas, her manager, had asked her to analyze a select number of foreign countries to determine the best pro spects for the local establishment of subsidiary finance companies. He went on to clarify that the mode of entry into the foreign markets-- acquisition of an existing company or a greenfield investment (from the ground up, that is, from a green field)--was not a primary consideration at this stage. The candidate countries were Croatia, Chile, Colombia, Serbia, Philippines, Costa Rica, Australia, Malaysia, Qatar, and Nigeria. With finance companies highly leveraged institutions, the firm was prepared to provide the initial amount of equity capital needed for the establishment of five such institutions. At this stage therefore, the study ought to limit its recommendation to a corresponding number of foreign countries. With this information at hand, Victoria started reflecting on the approach to use for her analysis. Sensing the need to prove her capabilities by delivering a high quality study for her first company assignment, she thought appropriate to first familiarize herself with the pertinent literature on the international expansion of multinational enterprises (MNE) in general and banks in particular, and then review background information o n her employer, and the scope of activities of its financial subsidiary. Hence the sequence of the following sections which address the internationalization process (litera ...
BERTOS MANUFACTURING CORPORATION Evaluating Markets to .docxikirkton
BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when planning an international
expansion through direct investment in foreign markets. These considerations must be
addressed by a finance company seeking to establish foreign subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada, Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this network further through
entry into additional markets. Ten candidate countries are being considered to determine
the five most suitable for entry. Hence the need for a rational decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational activities; foreign direct
investment; greenfield investment; leveraged institution; wholesale financing; captive
finance company; retail installment contract
1 Introduction
Victoria Pernarella is a recent university graduate in business administration and a new
hire in Bertos Financial Services, Inc., a major finance company in Nashville, Tennessee.
After a month long rotational training to gain insights into the company‟s scope of
activities, she was placed in the international department where she has been assigned to
work on a project. Bill Pappas, her manager, had asked her to analyze a select number of
foreign countries to determine the best prospects for the local establishment of subsidiary
finance companies. He went on to clarify that the mode of entry into the foreign markets--
acquisition of an existing company or a greenfield investment (from the ground up, that is,
from a green field)--was not a primary consideration at this stage. The candidate countries
were Argentina, Australia, Brazil, China, France, Netherlands, Russia, Switzerland,
Turkey, and Venezuela. With finance companies highly leveraged institutions, the firm
was prepared to provide the initial amount of equity capital needed for the establishment
of five such institutions. At this stage therefore, the study ought to limit its
recommendation to a corresponding number of foreign countries.
With this information at hand, Victoria started reflecting on the approach to use for
her analysis. Sensing the need to prove her capabilities by delivering a high quality study
for her first company assignment, she thought appropriate to first familiarize herself with
the pertinent literature on the international expansion of multinational enterprises (MNE)
in general and banks in particular, and then review background information on her
employer, and the scope of activities of its financial subsidiary. Hence the sequence of the
following sections which address the internationalization process (literature review on the
development of MNEs), the mod ...
Human Resources Management Practices and Productivity of Selected Mncs in Eme...inventionjournals
This study investigates the mode of entry of multinational corporation and their performance Nigerian market. Research on the entry mode of multinational companies (MNCs) to Nigerian market has been one of the major topics in the international business, and the performance factor has been regarded as one of the major factors to explain the entry mode selection of MNCs. Based on the developing nature of the Nigerian market, MNCs can enter a market with Franchising, Licensing agreement, Exporting, joint venture or a wholly owned subsidiary, and Turnkey. This study test reasons for entering in the Nigerian market, modes of entering, challenges faced by multinational during entry and finally the impact of mode of entry of MNCs and their performance in the Nigerian market. The research adopted the survey method, with the use of the Questionnaire. The results from the analysis on the first hypothesis show that a MNCs come into the Nigerian market for different reasons with different modes peculiar to their organization. The second hypothesis indicated that there are various challenges MNCs faced when entry into Nigerian market. And the third hypothesis was supported indicating significant influence of mode of entry on the performance of MNCs in Nigerian markets.
The document discusses foreign direct investment (FDI) and multinational corporations. It examines the article "FDI and Multinationals: Patterns, Impacts and Policies" by A.T. Tavares and S. Young. The document summarizes key points from the article, including the main drivers for firms to engage in FDI, such as accessing new markets or resources. It also classifies FDI based on factors like ownership structure and firm motives. The impacts of FDI from the perspective of host and home countries are outlined, noting concerns about national welfare as well as potential benefits from technology transfer and competitive pressures spurring efficiency.
The document discusses various aspects of globalization including:
1) Globalization refers to the increasing integration and interaction between countries through international trade, flow of capital and technology.
2) Key drivers of globalization include multinational corporations, the WTO, World Bank and IMF.
3) Firms operate globally to access new markets, raw materials, labor and gain economies of scale. However, globalization benefits are not evenly distributed.
The term globalization derives from the word globalize, which refers to the emergence of an international network of economic systems. Globalisation refers to rapid increase in the share of economic activity taking place across national borders. It goes beyond the international trade includes goods and services, delivered &sold & movement of capital.
Globalization or globalisation is the trend of increasing interaction between people or companies on a worldwide scale due to advances in transportation and communication technology, normally beginning with the steamship and the telegraph in the early to mid-1800s. With increased interactions between nation-states and individuals came the growth of international trade, ideas, and culture. Globalization is primarily an economic process of integration that has social and cultural aspects, but conflicts and diplomacy are also large parts of the history of globalization.
How western multinationals can organize to win in emerging marketsJuris Cernavskis
This document discusses five main challenges that Western multinational companies face when operating in emerging markets: 1) Mismatched resources where leaders do not allocate the right financial and human resources; 2) Talent shortages and retention issues; 3) Innovation challenges in customizing products at local price points; 4) Increased risk and complexity in stakeholder management; 5) Lack of early and long-term commitment that can lead to "midway profitability traps". The document then outlines four approaches that some companies have taken to overcome these challenges: 1) Managing talent with a local focus; 2) Bringing new approaches to innovation; 3) Building broad and deep partnerships; 4) Creating shared values to unite a global company.
Corporate Capital of Domestic and Foreign Firms in Africa – An Empirical ReviewIOSRJBM
The study evaluated the existence and nature of systematic competition for corporate capital between local and foreign firms operating in major African economies. The study is motivated by the debate that foreign firms have easier access to corporate capital than domestic firms, and that the problem in the global financial market might push foreign firms to rely more on domestic financial markets for funds. To achieve the goal of this study, both microeconomic and macroeconomic data were sourced from diverse sources – including the World Bank's Global Development Indicators' database and the individual annual financial reports of firms. The data generated a total of 351 firms based in 11 African countries over a period 2009 to 2014. The results show that the average ratio of total liabilities to total assets is slightly higher among the listed foreign firms (at 48.8 percent) than among the listed domestic firms (47.9 percent), although the differences does not appear significant at conventional levels (t-statistic = 0.601; prob.>t = 0.548). For the whole sample also, it is shown that foreign firms have higher long-term liabilities to total asset ratio than domestic firms, and that the difference is significant at 10 percent level. Whereas the average long-term debt ratio among foreign firms stands at 12.1 percent, for domestic firms, the level is 10.7 percent (t-statistic = 1.751; prob.>t = 0.080). In none of the four sub regions, though, does the difference in the long-term debts ratio significantly differ between domestic and foreign firms. Consistent with the statistical evidence, the descriptive results seem to suggest that the survey evidence reported by the World Bank that in Africa, foreign firms are more profitable, larger, more valued in terms of investments in fixed assets, and older than domestic firms is not true. However, as shown in this report, such differences, with the exception of asset tangibility and age, are not very significant at conventional levels. This suggests that the major source of competition for corporate finance in Africa may be on the extent of collateral value and the reputation that arises from firm age
This document provides a 20 question practice exam for an MGT 448 management class. The questions cover topics related to globalization, international business, and organizational structure. Example questions assess understanding of concepts like the 4 P's of marketing, theories of international trade, foreign market entry strategies, and the impact of exchange rates. The practice exam allows students to test their knowledge on global business fundamentals.
International marketing is affected by financial decisions of parent corporations. A classic example is transfer pricing, which sets prices for transfers between affiliates in different countries. This impacts factors like taxes, tariffs, and managerial incentives. International accounting also differs in priorities - statements of financial position (balance sheets) take priority in Europe, Latin America, and Asia over income statements, which are most important in the US. There are efforts to harmonize accounting standards internationally to improve comparability for multinational corporations.
Role of venture capital in the development of Rajasthan: Entrepreneurs perspe...inventionjournals
: Since independence there is significant improvement in the economic and social development of
Rajasthan for which role of venture capitalist is important. in this paper the researcher indented to highlight
the different industrial sector of Rajasthan which got benefited by different venture capitalist . and Also efforts
are made to determine the entrepreneurs perception regarding the role of venture capital for smooth
functioning of newly established companies. The research design used is exploratory in nature. The data is
being collected from the entrepreneurs of Rajasthan, RVCF and other websites, hence this research is based on
primary and secondary data. Correlation is used to determine the relationship between the role of venture
capital and development of Rajasthan . The results of this study would help venture capitalist to modify their
role and policies according to the changing needs of state’s entrepreneurs which will facilitate it’s adoption by
rural.
Key
Globalization refers to the increasing integration and interaction of economies, markets, technologies and cultures around the world. There are several key aspects of globalization, including the integration of economies and financial markets, opportunities for businesses and labor to operate internationally, and the growth of multinational corporations. While globalization can generate economic opportunities, its benefits are often unevenly distributed and can increase inequality between rich and poor. Major players in globalization include multinational firms, organizations like the WTO that negotiate trade agreements, and the World Bank and IMF that provide loans to governments. For firms to operate globally, they must consider factors like market regulations, infrastructure, government support, resources and competitors in foreign markets when deciding how to enter new countries
Objectives Chapter 9 Developing a Strategy and Prepari.docxhopeaustin33688
Objectives
Chapter 9
Developing a Strategy and
Preparing Country Analysis
Reports
• Strategic Analysis
- Point A: S.W.O.T. Analysis
• Products
• Distribution
• Marketing
• Manufacturing
• Financing
• Management
- Point B: Strategic Fit or Strategic Intent
• Strategic Fit
• Strategic Intent
- Getting to Point B
• Organizational Structure Options
• Competitive Focus Options
• Screening
• Country Analysis
- Part A: Economic, Political, and Legal Conditions
• Business Climate
• Economic Conditions
• Country Risks
• Currency Issues
• Government Laws and Policies
• Ethics Environment
319
320 Exploring International Business Environments
What You
Will Learn
- Part B: Infrastructure Analysis
- Part C: Managing and Culture
• Country Analysis Group Report Project
• Appendix: A Country Analysis Report
• Case: Tyco and Mattei: Strategic Failure and Strategic Success"
After reading this chapter, you will be able to:
1. Identify the steps companies follow in developing or expanding interna
tional business.
2. List the elements of a strategic analysis.
3. Prepare a country analysis report.
In this chapter we will examine the initial steps a company takes in deciding if,
when, and how it should internationalize. We will discuss the kinds of strategic
analyses which are performed and show how they lead into the analyses of coun
tries as potential platforms that support trade and/ or investment activities. In Chap
ter 10, we will look at subsequent steps involving market analyses, the decision
involving entry mode, and the development of a business plan. Our emphasis in
Chapter 9 will be on country analysis, while Chapter 10 will focus on market fac
tors. Nevertheless, these activities only can be understood in terms of the strategic
analysis which precedes them and the entry decisions and planning which follow.
As Figure 9-1 shows, the internationalizing process boils down to the examination
of ownership advantages, location advantages, and internalization advantages. We
introduced these terms in Chapter 3 and will return to them here. Basically, inter
nationalization decisions boil down to answering three questions:
1. What advantages does the company have that are likely to make an inter
nationalization effort successful?
2. From the company's strategic perspective, which countries possess advan
tages which make them candidates for trade or investment?
3. To what extent should the company internalize its activities within a coun
try (e.g. by establishing a subsidiary instead of exporting to the country or
licensing local producers)?
The importance of the activities listed in Figure 9-1 are illustrated by the sad fate
of companies which tried to internationalize without adequate analyses and plan
ning. In 1984 Parker Pen Company formed an executive team whose task was to
develop a global effort to market the company's wr.
International Business Dynamics module 2 by Nagarjun ReddyPNagarjunReddyReddy
Complete detail of Second Module International Business Dynamics contents, Globalization – Supporting Institutions in International Conflict Resolution
Peer-to-peer lending and equity crowdfunding have grown rapidly since the crisis and have attracted the attention of governments who wish to facilitate alternative forms of capital allocation. This report investigates the nature of Financial Return crowdfunding, including outlining the main benefits and risks of the industry and the global regulatory environment the industry currently operates in.
GBS Sample 1Name_ID_GBS Task 1.pdf1 P a g e .docxshericehewat
GBS Sample 1/Name_ID_GBS Task 1.pdf
1 | P a g e
Global Business Strategy
Level 7 - Unit 7.2
International Business
Environment Analysis.
Report – Activity 1
Revised 18 Sept 2015
2 | P a g e
Contents
Section Details Page
Activity 1
Introduction Company profile 4
1a International business environment Analysis Techniques 4 – 7
1b Analysis of the micro and macro of Marks & Spencer‟s PLC 7 – 8
1c The impact of international business environment on Marks & Spencer‟s 8 – 9
1d What does globalization mean for Marks & Spencer‟s? 9 – 10
1a (2) What is the extent of globalization on organizations? 10
3 | P a g e
1b (2) Operating structures different organizations in international markets. 10 – 11
References 12
Introduction
Marks & Spencer PLC was founded in 1884.It has grown from a single market stall to an
international multi-channel retailer. They sell stylish, high quality value clothing and home
products as well as food, responsibly sourced from around 3,000 suppliers globally. Their
portfolio covers general merchandise, food, international and multi-channel across 54
international territories with nearly 86,000 employees.(Marks and Spencer, 2014).
International business environment Analysis Techniques
Business environment is the combination of internal and external factors that influence a
company‟s operating situation and the overall business. It is both Micro and Macro in nature.
Micro or internal factors are controllable and could include management style, organizational
culture, mission and value statement. Whereas Macro or external factors are uncontrollable these
http://www.businessdictionary.com/definition/combination.html
4 | P a g e
factors are often both dynamic & complex. Business environment factors can include new
policies, procedures, government changes, improvements in technology, social and economic
trends(Nonaka, I., and Takeuchi, H, 1995).The reason for analyzing the business environment is
to highlight opportunities and threats. Knowing the opportunities and threats to the business
allows the company to set a strong business strategy and understand better where to invest,
expand, diversify and downscale. There are a number of different tools we can use to analyse
both the Micro & Marco factors within a business.
Micro can be analysed with Porters 5 forces model.Porter identified that there are 5 key
forces that influence business that needed to be analysed in order to develop a competitive
advantage (Porter, 1985). These forces are supplier power, buyer power, competitive rivalry,
threat of substitution &threat of new entryand are used for strategic industry analysis. The
positives of using this technique to analyze is that it looks at a wider range of competitors and it
forces the business to look externally. However this is a relatively old model that may not be
suitable ...
Globalization allows companies and countries to optimize resources globally and cater to global
customers. Toyota is provided as an example of a highly globalized company, with one-third of its global
output coming from affiliates in 25 countries. Key indicators of globalization for a company include the
international dispersion of sales, assets, intra-firm trade, and technology flows. Globalization for
companies normally occurs through six stages - from initially establishing a presence in one overseas
market to eventually emerging as a truly global enterprise with global production, investments, and
brand.
The Relationship between Foreign Trade and Financial Performance of the Liste...IOSRJBM
The main objective of this study was to determine the relationship between foreign trade and financial performance of the listed manufacturing companies in Nigeria. The study focused on the 32 listed companies randomly drawn from the 74 listed manufacturing companies in Nigeria. The secondary data extracted from the financial statement of these companies were subjected to both descriptive and inferential statistics. The result shows a significant positive relationship between the two variables. It was therefore recommended that the management and the board of directors of the listed manufacturing companies should intensify efforts on how the locally produced products will be able to penetrate into the foreign countries as it was discovered that majority of the goods produced by the manufacturing companies in Nigeria are consumed locally
Corporate Websites through the Eyes of an Investor. Republic of TajikistanАлександр Никишев
Surveying Corporate Governance in the Republic of Tajikistan: Corporate Websites through the Eyes of an Investor, is an independently produced survey of corporate information disclosure practices in Tajikistan. It finds that most companies disclose corporate information, including details about financing, performance, ownership, and governance, on an ad hoc basis, often with incomplete information.
This chapter discusses international finance, accounting, and investment decisions from the perspective of a marketing manager. It explains how financial decisions can constrain marketing strategies. International money management, accounting practices, and the challenges of transferring funds across borders are described. The process for developing, selling, and reviewing international investment proposals is also summarized.
The document discusses various strategies for international marketing operations and foreign market selection. It outlines four broad orientations - ethnocentric, regiocentric, geocentric, and polycentric - that determine a firm's level of involvement and control over foreign marketing activities. When selecting foreign markets, firms determine objectives, collect market information, analyze data, create shortlists, conduct in-depth research, and select markets that offer the best long-term potential. Positioning involves strategically developing a unique and advantageous position for a brand in the minds of consumers.
This PPT is designed with the objective of giving insights into marketing elements (Product, Price, Place & Promotion) in International Marketing, entry modes, and other related topics.
The other major topics discussed are mentioned below. This PPT is designed with simple words for the benefit of UG and PG students
International Marketing-Motives, Characteristic and advantages, Transitional stages in international Marketing,Management orientation in International Marketing
Global Marketing Information System, International Marketing research, International Marketing Entry Stages
Product Decisions, New Product Development, Geographic Expansions, Strategic Alternatives
International pricing Objectives and strategies, Transfer pricing, International Marketing Channel, Channel Terminology, Physical Distribution and Logistics, Global Advertising and Branding, Public Relation, Personel Selling, Sales Promotion , Direct Marketing, Trade Shows and Exhibitions
Mridul arora final paper deloitte banking and financeMridul Arora
The document discusses various factors involved in pricing private equity transactions, including understanding the industry, valuation parameters, and estimating variables like EBITDA, enterprise value, and equity value. It also examines macro trends in private equity markets like growth in emerging markets and participation of investment banks and hedge funds. Pricing models focus on valuation metrics like EBITDA multiples, present value of future cash flows, and market ratios for listed companies.
The document summarizes the key topics covered in a seminar on managing global business operations. The seminar discusses assessing a firm's capabilities for going global, considering geopolitical, economic, and socio-cultural factors in foreign markets, finding local partners, and facilitating international operations. Attendees are provided additional resources on international business topics. The presenter has an MBA in strategic management and experience researching international trade and economic systems.
NEW YORK STATE It is important to identify and develop vario.docxmayank272369
NEW YORK STATE
It is important to identify and develop various strategies to motivate and engage students in science. Review the resources in this week’s topic materials to guide you on how to structure your video.
For this assignment, you will create a video using any video recording device and develop a 2-3 minute Lope Talk video similar to a Ted Talk, in which you will describe ways to engage and motivate students through the instruction of science. This would be presented as a professional development to fellow science teachers. Select a grade level or grade level strand (K-3, 4-5, or 6-8) as you prepare for this video.
Your video should include:
Strategies to engage students through active inquiry within science instruction.
Explanation of engagement strategies to support collaboration and interaction.
Methods to capture and hold the interest of the students.
Two examples of how to incorporate technology.
When creating your video presentation, consider the following:
Design visual elements to emphasize major points
Prepare a presentation outline and a brief script
Design slides for major points
Practice and rehearse
Record your presentation
Add effects and edit as necessary
.
Next, offer your perspective on transparency. In Chapter 3 of th.docxmayank272369
Next, offer your perspective on transparency. In Chapter 3 of their book
Trust and Betrayal in the Workplace
, Reina and Reina suggest that although one might "assume that they are obligated to share only what they need to complete specific tasks or projects" (p.45), this couldn't be further from the truth.
Considering the statement above, discuss why leaders might provide information about their activities and decision making, even when employees may not be directly affected? Do you support this notion? Explain why or why not.
both give and get the information you need to do your job, take responsibility for and learn from your mistakes, and talk through issues and concerns with an eye toward deep understanding and effective resolutions. Trust of Communication helps you create workplace relationships infused with positive energy, a sense of community, and shared purpose.You earn Trust of Communication by practicing six primary behaviors: share information, tell the truth, admit mistakes, give and receive constructive feedback, maintain confidentiality, and speak with good purpose.Behaviors that Contribute to Trust of Communication You need Trust of Communication to develop open, honest inter-actions that will support you and your colleagues in doing your best work. You want trustworthy communication, right? Cultivat-ing it begins with you. Let’s explore how to get it by practicing the six Trust of Communication behaviors.Share Information Do the people you work with willingly provide information to others? Or is information shared on a “need to know” basis? Do you assume you’re obligated to share only what others need to complete specific tasks or projects? Do your bosses or colleagues take this approach with you? Answering these questions requires honesty, both with yourself and with others.Think about how fast the world is moving and how this speed highlights the importance of fluid information flow. You know firsthand how vital information is to you. You can’t be effective without it. You and others need timely information to tie your efforts to your organization’s purpose and strategy.
MLA (Modern Language Assoc.)
Reina, Dennis, and Michelle Reina. Trust and Betrayal in the Workplace : Building Effective Relationships in Your Organization. Vol. 3rd ed, Berrett-Koehler Publishers, 2015.
APA (American Psychological Assoc.)
Reina, D., & Reina, M. (2015). Trust and Betrayal in the Workplace : Building Effective Relationships in Your Organization: Vol. 3rd ed. Berrett-Koehler Publishers.
.
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International marketing is affected by financial decisions of parent corporations. A classic example is transfer pricing, which sets prices for transfers between affiliates in different countries. This impacts factors like taxes, tariffs, and managerial incentives. International accounting also differs in priorities - statements of financial position (balance sheets) take priority in Europe, Latin America, and Asia over income statements, which are most important in the US. There are efforts to harmonize accounting standards internationally to improve comparability for multinational corporations.
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Objectives
Chapter 9
Developing a Strategy and
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Reports
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- Point A: S.W.O.T. Analysis
• Products
• Distribution
• Marketing
• Manufacturing
• Financing
• Management
- Point B: Strategic Fit or Strategic Intent
• Strategic Fit
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• Business Climate
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• Currency Issues
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• Ethics Environment
319
320 Exploring International Business Environments
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GBS Sample 1/Name_ID_GBS Task 1.pdf
1 | P a g e
Global Business Strategy
Level 7 - Unit 7.2
International Business
Environment Analysis.
Report – Activity 1
Revised 18 Sept 2015
2 | P a g e
Contents
Section Details Page
Activity 1
Introduction Company profile 4
1a International business environment Analysis Techniques 4 – 7
1b Analysis of the micro and macro of Marks & Spencer‟s PLC 7 – 8
1c The impact of international business environment on Marks & Spencer‟s 8 – 9
1d What does globalization mean for Marks & Spencer‟s? 9 – 10
1a (2) What is the extent of globalization on organizations? 10
3 | P a g e
1b (2) Operating structures different organizations in international markets. 10 – 11
References 12
Introduction
Marks & Spencer PLC was founded in 1884.It has grown from a single market stall to an
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Business environment is the combination of internal and external factors that influence a
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Micro or internal factors are controllable and could include management style, organizational
culture, mission and value statement. Whereas Macro or external factors are uncontrollable these
http://www.businessdictionary.com/definition/combination.html
4 | P a g e
factors are often both dynamic & complex. Business environment factors can include new
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International Marketing-Motives, Characteristic and advantages, Transitional stages in international Marketing,Management orientation in International Marketing
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It is important to identify and develop various strategies to motivate and engage students in science. Review the resources in this week’s topic materials to guide you on how to structure your video.
For this assignment, you will create a video using any video recording device and develop a 2-3 minute Lope Talk video similar to a Ted Talk, in which you will describe ways to engage and motivate students through the instruction of science. This would be presented as a professional development to fellow science teachers. Select a grade level or grade level strand (K-3, 4-5, or 6-8) as you prepare for this video.
Your video should include:
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Methods to capture and hold the interest of the students.
Two examples of how to incorporate technology.
When creating your video presentation, consider the following:
Design visual elements to emphasize major points
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Next, offer your perspective on transparency. In Chapter 3 of th.docxmayank272369
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, Reina and Reina suggest that although one might "assume that they are obligated to share only what they need to complete specific tasks or projects" (p.45), this couldn't be further from the truth.
Considering the statement above, discuss why leaders might provide information about their activities and decision making, even when employees may not be directly affected? Do you support this notion? Explain why or why not.
both give and get the information you need to do your job, take responsibility for and learn from your mistakes, and talk through issues and concerns with an eye toward deep understanding and effective resolutions. Trust of Communication helps you create workplace relationships infused with positive energy, a sense of community, and shared purpose.You earn Trust of Communication by practicing six primary behaviors: share information, tell the truth, admit mistakes, give and receive constructive feedback, maintain confidentiality, and speak with good purpose.Behaviors that Contribute to Trust of Communication You need Trust of Communication to develop open, honest inter-actions that will support you and your colleagues in doing your best work. You want trustworthy communication, right? Cultivat-ing it begins with you. Let’s explore how to get it by practicing the six Trust of Communication behaviors.Share Information Do the people you work with willingly provide information to others? Or is information shared on a “need to know” basis? Do you assume you’re obligated to share only what others need to complete specific tasks or projects? Do your bosses or colleagues take this approach with you? Answering these questions requires honesty, both with yourself and with others.Think about how fast the world is moving and how this speed highlights the importance of fluid information flow. You know firsthand how vital information is to you. You can’t be effective without it. You and others need timely information to tie your efforts to your organization’s purpose and strategy.
MLA (Modern Language Assoc.)
Reina, Dennis, and Michelle Reina. Trust and Betrayal in the Workplace : Building Effective Relationships in Your Organization. Vol. 3rd ed, Berrett-Koehler Publishers, 2015.
APA (American Psychological Assoc.)
Reina, D., & Reina, M. (2015). Trust and Betrayal in the Workplace : Building Effective Relationships in Your Organization: Vol. 3rd ed. Berrett-Koehler Publishers.
.
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New research suggests
that the m ost effective executives
use a collection o f distinct leadership styles -
each in the right measure, at just the right time.
Such flexibility is tough to put into action, but it pays
off in performance. And better yet,
it can be learned.
by Daniel Golem an
A sk a n y g r o u p of businesspeople
f —I the question "What do effective
X X leaders do?" and y o u 'll h ear a
sweep of answers. Leaders set strategy;
they motivate; they create a mission; they build a
culture. Then ask "What should leaders do?" If the
group is seasoned, you'll likely hear one response:
the leader's singular job is to get results.
But how? The mystery of what leaders can and
ought to do in order to spark the best performance
from their people is age-old. In recent years, that
mystery has spawned an entire cottage industry:
literally thousands of "leadership experts" have
made careers of testing and coaching executives, all
in pursuit of creating businesspeople who can turn
bold objectives-be they strategic, financial, organi
zational, or all th re e -in to reality.
Still, effective leadership eludes many people and
organizations. One reason is that until recently, vir
tually no quantitative research has demonstrated
EADERSHIP
THAT GETS
ESULTS
which precise leadership behaviors yield
positive results. Leadership experts prof
fer advice based on inference, experience,
and instinct. Sometimes th at advice is
right on target; sometimes it's not.
But new research by the consulting firm Hay/
McBer, which draws on a random sample of 3,871
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mystery out of effective leadership. The research
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78 H A R V A R D B U S I N E S S R E V I E W M a r c h - A p r i l 2 0 0 0
A
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R
K
B
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f
.
P
A
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L e a d e r s h i p T h a t G ets Res ults
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E m o tio n a l i n t e l l i g e n c e - t h e a b ilit y t o m a n a g e o u rs e lv e s a n d o u r re la tio n s h ip s e f f e c t i v e ly -
c o n s is ts o f f o u r fu n d a m e n ta l c a p a b ilitie s : se lf-a w a re n e s s , s e lf-m a n a g e m e n t, s o c ia l a w a re n e ss,
a n d s o cia l s kill. Each c a p a b ility , in t u r n , is c o m p o s e d o f s p e c ific sets o f c o m p e te n c ie s . B e lo w
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Negotiation Styles
We negotiate multiple times every day in encounters with others. Negotiation occurs when two or more parties have conflicting goals or interests.
Reflect on the past week and identify an instance where you negotiated with someone—at home, at work, or anytime you had contact with another person. For
the first paragraph
of your initial post, describe the negotiation event, including the participants, the key issues, and the outcome.
For
the second part
of your initial post, evaluate the following starter bullet points, using research on course concepts to inform your analysis:
Negotiators tend to have consistent styles. How would you assess your style in the negotiation? How would you assess the style of the other party? How might your style have been different had you been negotiating the same issue with a different person?
.
Neurological SystemThe nervous system is a collection of nerves .docxmayank272369
Neurological System
The nervous system is a collection of nerves and specialized cells forming a spectacular network of connections which transmit signals between different parts of the body. It controls the activities of all body organs and tissues. Structurally, it is organized into two parts: the central nervous system, comprising the brain and spinal cord, and the peripheral nervous system, which connects the central nervous system to other parts of the body.
The aging process is associated with many biological, physiological, environmental, psychological, behavioral, and physical processes. These changes often result in several complex health conditions dubbed geriatric syndromes. Most cells have a short life span and are easily regenerated and replaced by new cells in the human body. On the other hand, nerve cells are generated in vivo, have a longer life span, and are usually not replaced when they die or are destroyed.
Several changes occur in the central nervous system. Firstly, nerve cells and supporting neuroglia are gradually lost with age. On the other hand, the remaining cells function less efficiently, and there is an increased concentration of harmful materials such as free radicals and iron in the remaining brain tissue (Knight & Nigam, 2017). Secondly, there is a decrease in brain mass leading to decreased function of affected areas such as the cerebral cortex, hippocampus, and motor cortex, manifesting as impairments in higher functions, memory loss, and gait. Thirdly, the ventricles increase in size and due to the loss of cells lining the ventricles. Fourthly, there is a decrease in cerebral blood flow and diminished integrity of the blood-brain barrier over time. There is also a decline in the production of neurotransmitters. Lastly, age-related changes to the vertebrae and intervertebral discs may increase pressure on the spinal cord and its branching nerve roots. This can slow down nerve impulses' conduction along motor neurons, contributing to reduced muscular strength (Manini et al., 2013).
There is a slowed nerve conduction in the peripheral nervous system attributed to decreased axonal length, loss of mitochondria, and degeneration of peripheral neurons' myelin sheath. This may result in decreased sensation, slower reflexes, and clumsiness. On top of that, damaged neurons are not repaired efficiently in older adults, and some are not repaired at all.
The decrease in brain function with aging may impair mental function seen in neurodegenerative conditions such as delirium and dementia. Delirium is defined as an acute confusional state characterized by an acute decline in attention-focus, perception, cognition, and consciousness. In contrast, dementia is an acquired global impairment of intellect, memory, and personality but without impaired consciousness.
The two conditions are similar in that they exhibit similarities in their presentation: impaired memory and judgment, confusion, disorientation, and varia.
Neuroleadership is an emerging trend in the field of management..docxmayank272369
Neuroleadership is an emerging trend in the field of management. As we look at the importance of global leadership in our ever-changing business environment, we find a connection between our way of thinking and our leadership and decision-making style. Below are several articles related to this topic.
Please choose 2-3 articles from below to read on the subject and then evaluate and discuss the rise of neuroleadership in the human resource and organizational development disciplines.
Articles:
David Rock. (2013).
T + D, 67
(10), 84-85
.
Dr. David Rock presented on the brain science behind performance at PeopleFluent global user conference WISDOM 2015. (2015, Mar 10).
Business Wire.
Dr. David Rock presents 'the brain science behind performance' at PeopleFluent WISDOM 2015. (2015). Professional Services Close - Up.
Fox, A. (2011). Leading with the brain.
HRMagazine, 56
(6), 52-53
.
In an interview, David Rock, founder of the NeuroLeadership Institute, talked about how scientists' growing understanding of the brain illuminates techniques for leadership and decision-making. Rock said mindfulness is the ability to be meta-cognitive or to think about your thinking. Labeling is the ability to put words on your mental state -- for instance, to articulate when you are feeling anxious. All involve an area of the brain that is central for self-regulation -- the ventrolateral prefrontal cortex. Researchers are discovering that self-regulation -- regulating emotion, regulating your thoughts, regulating your attention -- is essential in leadership. The optimal leader is adaptive. Leaders have to know when to be dogmatic in their beliefs and when to be collaborative, when to get granular and when to be big-picture-focused. To be adaptive, you must have an integrated brain. A big part of the creative process is using your non-conscious brain, because the problems being tackled are simply too big for conscious processing resources.
Hogan, T. (2010). Neuroscience provides tools to navigate the new business reality.
People and Strategy, 33
(4), 8-9
.
The four domains of NeuroLeadership; problem solving, emotion regulation, collaborating and facilitating change provide an interesting lens through which to examine the field of global leadership development. Leaders today face greater challenges than ever before as they work across multiple geographies, functions, product lines and national cultures. Neuorscience provides a useful framework for understanding how leaders gain insights while learning to work in new ways across traditional boundaries in a borderless world. Leaders, therefore, need to be able to see and process information in new ways, making connections between phenomena that have never been linked before in their minds. This is systems thinking, and it is the hallmark of resourceful and innovative leaders throughout history
.
Kiefer, T. (2010). Neuroleadership-more than another leadership framework.
People and Strategy, 33
(4), 1.
Network security A firewall is a network security device tha.docxmayank272369
Network security
A firewall is a network security device that screens approaching and active network traffic and chooses whether to permit or block explicit traffic dependent on a defined set of security rules. Firewalls have been the first line of protection in network security for more than 25 years. They set up a boundary among verified and controlled inner networks that can be trusted and untrusted outside networks, for example, the Internet. A firewall can be hardware, software, or both.
There are several types of firewalls such as:
Proxy firewall; An early sort of firewall gadget, a proxy firewall serves as the gateway from one system then onto the next for a particular application. Proxy servers can give extra usefulness, for example, content storing and security by keeping direct connections from outside the system.
Stateful inspection firewall; Presently thought of as a "customary" firewall, a stateful inspection firewall permits or blocks traffic dependent on the state, port, and protocol. It screens all activity from the opening of a connection until it is shut.
Unified threat management (UTM) firewall; An UTM device normally join, in an inexactly coupled way, the elements of a stateful inspection firewall with intrusion prevention and antivirus.
Next-generation firewall (NGFW); Firewalls have developed past straightforward packet sifting and stateful inspection. Most organizations are conveying next-generation firewalls to block modern dangers, for example progressed malware and application-layer attacks.
threat-focused NGFW; These firewalls incorporate every one of the capacities of a conventional NGFW and furthermore give propelled threat detection and remediation.
In its relevance to the network security, firewall plays the following roles:
Gives defense against outside dangers by declining unapproved connections to the router from potential attackers, for example, hackers.
It additionally shields the network infrastructure from inside. In other words, it blocks active connections from the router. It mitigates the spread of viruses, keyloggers, or malware that have sneaked past the router and on the network. Such malicious software may transmit confidential information back to the hacker, for example, passwords. Just a firewall can keep them from doing such by hindering their connection.
References
William R. Cheswick, Steven M. Bellovin, Aviel D. Rubin (2003). "Google Books Link". Firewalls and Internet Security: repelling the wily hacker
o 500-700 word, double spaced, written in APA format, showing sources and a bibliography
o Prepare a 15 presentation on your final topic
project
Policy:
Describing the technology for defeating DDOS attacks would be a great presentation.
o 500-700 word, double spaced, written in APA format, showing sources and a bibliography
o Prepare a 15 presentation on your final topic
.
Network Forensics Use the Internet or the Strayer Library to.docxmayank272369
"Network Forensics"
Use the Internet or the Strayer Library to research and select at least one article involving a cybercrime case, within the last year, in which forensics was utilized. Summarize the article you researched and specify how forensic analysis was used to analyze the crime. Provide the link to the article.
.
Negotiation Process in the International ArenaNegotiation is.docxmayank272369
Negotiation Process in the International Arena
Negotiation is a common practice for leaders of international businesses. International negotiation includes consideration of cultural similarities and differences, conflict resolution perspectives, power or status views, and decision-making styles. Using the United States and two other countries, research negotiation practices of all three countries.
Assess the cultural similarities and differences between the countries, including how negotiations might be affected.
Explain how negotiators would be selected for each country and any issues differences in selection criteria might cause for negotiations.
Propose strategies for conducting a negotiation between the countries.
.
Needs to be 150 word min. Perform a scholarly search (using Pu.docxmayank272369
Populations that have been found to have a high incidence of voice disorders include teachers. One study examined the prevalence of voice disorders in teachers, with a sample of 100 primary school teachers who completed questionnaires and underwent laryngeal examinations. This study provided useful data on the rates of voice problems in teachers with a moderate sample size and methodology.
Needing assistance with powerpoint presentation for Sociology in the.docxmayank272369
The student needs help summarizing a sociology presentation on digital world topics and attached the instructions and rubric. They are on a tight deadline and will submit additional requests for this class. The student asks that any questions be asked first to avoid confusion over the scope of work and only paying for requested papers.
Need to write essay on 1000 words about Guns and Crimes , in context.docxmayank272369
Need to write essay on 1000 words about Guns and Crimes , in context of Texas. Subject is texas government.
Step 1
: Identify the issue and how both the US government and the Texas government have been currently addressing it (historical perspective).
Step 2
: Gather a minimum of three scholarly research articles and additional news/current events relevant to the topic.
Step 3
: Prepare a formal policy report that is
a minimum of 1000 words (excluding cited text),
which includes a discussion of the following:
A statement of the current policy
Reasons for initiating changes
Policy options to be considered
Pros and cons of each option
Recommended course of action
Reasoning for selecting that course of action
.
Need Research Paper related to the course Related topic in the.docxmayank272369
Need Research Paper related to the course
Related topic in the field of Information Technology, e−Participation, Policy−Making in a Complex World, Organizational Decision−Making, ICT for Policy−Making, Challenges to Policy−Making, etc.
Course: Information Technology in a Global Economy
.
Need it in about 12 hours. There are 3 docx file each one of.docxmayank272369
Need it in about
12 hours
. There are
3 docx file
each one of them has a question and the reading material. The response for each question should be around
400 words(+- 50 words)
. You can use the internet article as well, just need to include the reference at the end.
I have posted the due date as 10/17/2019 since the website doesn't allow me for today.
.
Need plagiarism very important Select one type of cryptography o.docxmayank272369
Need plagiarism very important
Select one type of cryptography or encryption and explain it in detail. Include the benefits as well as the limitations of this type of encryption. Your summary should be 2-3 paragraphs in length and uploaded as a TEXT DOCUMENT. Click the link above to submit your work. There is an EXAMPLE attached to show you the format requirements.
Be sure ti include your reference citation.
.
Need the below with in 24 hours.Provide 2 references,500 words.docxmayank272369
Need the below with in 24 hours.Provide 2 references,500 words
Crime Prevention through Environmental Design (CPTED) long established operations currently used across the globe but not problem free operations. (Fennelly, 2017). The environmental design approach to security recognizes the space’s designated which often related to CPTED solution process. Effective physical security designing process must focus on internal and external use facility space to prevent crime. CPTED’s objectives falls on designing and implement effective use of space, implement toughening approach on crime prevention. Facility hardening is a standard measure that must fully implemented to deny access to a crime target through physical and artificial barrier techniques such as locks, alarms, fences, and gates to protect the facility, access control and surveillance system to make environments sterile, unsightly, and unfriendly.
1.
Provide comprehensive narrative to confirm advantages and disadvantages of CPTED on residents of urban community.
References
Fennelly, Lawrence J. (2017). Effective Physical Security: “Introduction to
Vulnerability Assessment”. (pp. 23-53). Cambridge: MA
.
Need it within 12-14 hours of time.One paragraph with 300 words .docxmayank272369
Need it within 12-14 hours of time.
One paragraph with 300 words and other with 200 words.
Vulnerability: categorized
as weakness, helplessness and defenselessness.
Assessment:
classified
as inclusive wide range of approaches on assessment mechanism to measure skill acquisition and compliance with acceptable standards and procedures.
Preamble
Vulnerability assessment (VA)
is the process of identifying, quantifying, and prioritizing vulnerabilities, broad range of assessing measurable mechanisms, risk management, active planning, facility infrastructure, data and alarm communication systems. In addition, VA in this modern era must include collective assessment instrument relative to disaster management, threats on vulnerable innocent community and facility infrastructure. It is worth noting that Vulnerability Assessment (VA) is entrenched with standard requirements set forth by regulatory agency to assess and monitor facility performance.
Scenario
You have been designated as a Lead Regulatory Administrator to assess the Millennium Healthcare Enterprise’s (MHE) facility that have been attacked and agonized by the lost vital assets, eroded public confidence and damaged facility, but MHE is still determined to improve protection of asset and renovation of the damaged facility and continue as a functional organization.
Dialogue
Identify Millennium Healthcare Enterprise (MHE) weakness; if any.
Apparently, MHE is so concerned about the public trust, Why?
Identify the scope of offensive and defensive plan against future threat.
.
Need it to be 300 words. Two paragraphs only. What would you co.docxmayank272369
Need it to be 300 words. Two paragraphs only.
What would you consider to be defining traits and behaviors of a successful leader?
Epicurus Commentary
Chapter 4 Materials
Section 1:
Epicurus begins his exposition of hedonism with a particular cosmology—that is, with a comprehensive and rational account of the ultimate nature of the cosmos, or universe. The cosmology we speak of is called atomism, which comes from the ancient Greek word atomos, meaning “uncuttable” or “indivisible.” According to atomism, the universe (and everything in it) is composed of an infinite number of atoms combining and separating in the infinite void. Atoms are the most basic building blocks of reality. They are eternal—they are neither created nor can they ever be destroyed. Thus it makes no sense to ask “where did the atoms come from?” or “why does anything exist at all?” Atoms do not come from anywhere, since they have always existed and always will exist.
Epicurus believes that atomism is the most common-sense approach to understanding reality. The fact that there are only material things, or bodies, is confirmed by the experience of all men. It impossible, he says, to even conceive of anything besides bodies and the empty space (void) through which those bodies move. Now it is true that many people believe in incorporeal (i.e., non-bodily) souls, not to mention angels and gods. But Epicurus finds this belief rather silly, since our senses do not allow us to perceive anything that is not a body. In fact, even when we try to imagine angels and gods, we invest them with a human shape or form, as if they were some kind of spiritual body, which is a contradiction in terms (because to be a real, existing being, it must have the power of acting and being acted upon, and only corporeal beings are capable of this). No, says Epicurus, the only real beings are material things. (From this observation he makes the logical deduction that if you divide bodies into halves you will at some point reach a body that is so simple that it can no longer be divided into anything smaller—this is the atom.) Everything else (immaterial gods, souls, angels, demons, spirits, etc.) is the product of our vivid imaginations. The sooner we realize this, the better off we will all be.
There are two types of bodies: compounds, which are clusters of two or more atoms, and then the actual atoms out of which those compounds are formed. As we pointed out already, the atoms are indestructible. The constellations of atoms, or compounds, on the other hand, are not indestructible: at some point they will cease to exist as particular compounds. Let us use you as an example: You, as a human being, are a highly complex bundle of perhaps trillions of atoms arranged in a particular configuration. But you have not always been such as you are now. At some point you did not exist: the atoms that now make up your body existed somewhere else in nature (perhaps in the plants and animals your parents used for fo.
Need it for tomorrow morning!!!!For your synthesis essay, yo.docxmayank272369
Need it for tomorrow morning!!!!
For your synthesis essay, you will develop an original thesis in response to a question, while also engaging with two assigned readings to use as textual evidence or counter-evidence.
This is the same format expected in the Final Exam.
Please choose
two
of the following readings:
· “Small Change: Why the Revolution Will Not Be Tweeted” by Malcolm Gladwell
· “Is Google Making Us Stupid?” by Nicolas Carr
· “Our Vanishing Night” by Verlyn Klinkenborg
· “The Loser Edit” by Colson Whitehead
Choose
one
of the following questions to respond to:
1. Is there a relationship between technology, society,
and/or
identity? If so, what is it? How does it influence our lives? Choose
two
essays and explain.
2. How is our technology – in any aspect – hurting society? Or, how is it helping society? Choose
two
essays and explain.
3 pages long
.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How to Setup Default Value for a Field in Odoo 17Celine George
In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
15. BERTOS MANUFACTURING CORPORATION
Evaluating Markets to Invest Abroad
E. N. Roussakis and Anastasios Moysidis
Abstract: This case deals with the key considerations when
planning an international
expansion through direct investment in foreign markets. These
considerations must be
addressed by a finance company seeking to establish foreign
subsidiaries to support the
international sales of its parent firm, a U.S.-based multinational
enterprise (MNE). The
company already operates three foreign subsidiaries--in Canada,
Mexico (both NAFTA
members), and the United Kingdom--but wishes to increase this
network further through
entry into additional markets. Ten candidate countries are
being considered to determine
the five most suitable for entry. Hence the need for a rational
decision of where to invest.
Keywords: Subsidiaries; multinational enterprise; transnational
activities; foreign direct
investment; g r e e n f i e l d i n v e s t m e n t ; l e v e r a g e d
i n s t i t u t i o n ; w h o l e s a l e
f i n a n c i n g ; c a p t i v e finance company; retail
installment contract
1 Introduction
16. Victoria Pernarella is a recent university graduate in business
administration a n d a new
hire in Bertos Financial Services, Inc., a major finance company
in Nashville, Tennessee.
After a m o n t h l o n g r o t a t i o n a l t r a i n i n g t o g a
i n i n s i g h t s i n t o th e c o m p a n y ’ s scope
o f activities, she was placed in the international department
where she has been assigned
to work on a project. Bill Pappas, her manager, had asked her to
analyze a select number
of foreign countries to determine the best prospects for the local
establishment of
subsidiary finance companies. He went on to clarify that the
mode of entry into the foreign
markets-- acquisition of an existing company or a greenfield
investment (from the ground
up, that is, from a green field)--was not a primary consideration
at this stage. The
candidate countries were Botswana , Equador, Hungary, India,
Kuwait, Malaysia, New Zealand,
Peru, Poland, and South Africa. With finance companies highly
leveraged institutions, the
firm was prepared to provide the initial amount of equity capital
needed for the
establishment of five such institutions. At this stage
therefore, the study ought
to limit its recommendation to a corresponding number of
foreign countries.
With this information at hand, Victoria started reflecting on the
approach to use for
her analysis. Sensing the need to prove her capabilities by
delivering a high quality study
for her first company assignment, she thought appropriate to
first familiarize herself with
17. the pertinent literature on the international expansion of
multinational enterprises (MNE)
in g e n e r a l a n d b a n k s i n p a r t i c u l a r , a n d t h e
n r e v i e w b a c k g r o u n d i n f o r m a t i o n
o n h e r employer, and the scope of activities of its financial
subsidiary. Hence the
sequence of the following sections which address the
internationalization process
(literature review on the development o f MNEs), the modes of
bank entry into foreign
markets, b a c k g ro u n d o f parent company, financial
subsidiary and scope of activities, and
developing criteria for country recommendation.
2 Internationalization Process--A Theoretical Perspective
Recent decades have witnessed the internationalization o f
operations of many companies
around the world, and especially U.S. corporations. Although
the extent, form and pattern
of their transnational a c t i v i t i e s v a r y according t o the
characteristics o f the firms,
t h e products t h e y p r o d u c e , a n d t h e m a r k e t s i n
w h i c h t h e y o p e r a t e , t h e y a l l
r e f l e c t t h e dynamics of a changing and increasingly
competitive international
environment. Of the theories that have sought to explain the
transnational activities of
enterprises, the eclectic paradigm (Dunning, 1988) enjoys a
dominant position. This concept
provides a broad framework for the alternate channels of
international economic
involvement of enterprises and focuses on the parameters that
influence individual MNE
18. foreign investment decisions (Buckley and Casson, 1976;
Dunning, 1977). Specifically, the
eclectic paradigm identifies three important determinants in the
transnational activities of
firms-- ownership, location and internalization (OLI). The first
condition of the OLI
configuration states that a firm must possess certain owner-
specific competitive advantage
in its home market that can be transferred abroad if the firm’s
foreign direct investment
(FDI) is to be successful. This advantage must be firm specific,
not easily copied,
transferable, and powerful enough to compensate the firm for
the potential disadvantages
and risks of operating abroad. Certain ownership-specific
competitive advantages enjoyed
in the home market, such as financial strength and economies of
scale, are not necessarily
firm specific because they can be also attained b y other f i r m
s . Similarly, c e r t a i n ty p es
of technology d o not e n su re a firm - specific advantage
because they can be purchased,
licensed or copied. Production and marketing o f differentiated
p r o d u c t s , t o o , can lose
their competitive e d g e to modified versions of such products
promoted by lower pricing
and aggressive marketing.
The second strand in the OLI model stands for location-specific
advantages. That
Is, the foreign m a r k e t m u s t possess c e r t a i n ch
aracteristics t h a t will allow the firm to
exploit its competitive advantages in that market. Choice of
location may be a function of
market imperfections or of genuine comparative advantages of
particular places. Other
19. important considerations t h a t may influence the locational
decision may include a low-
cost but productive labor force, unique sources of raw materials,
form ation of a custom
unions or regional trading bloc, defensive investments to
counter a firm’s competitors, or
centers of advanced technology.
The third component of the OLI paradigm is internalization and
refers to the
importance for a firm to safeguard its competitive position by
maintaining control of its
entire v a l u e c h a i n i n i t s industry. This c a n b e a c
c o m p l i s h e d through f o r e i g n
d i r e c t investment r a t h e r t h a n l i c e n s i n g o r o u
t s o u r c i n g . Transferring
p r o p r i e t a r y i n f o r m a t i o n across national
boundaries within its own organization
w o u l d enable a firm to maintain control of its firm-specific
competitive advantage.
Establishment of wholly owned subsidiaries abroad r e d u c e
s t h e f i n a n c i a l agency
c o s t s t h a t a r i s e f r o m a s y m m e t r i c information,
lack of trust and the need to
monitor foreign partners, vendors, and financial intermediaries.
Further, if the parent firm
funds the operations of its foreign subsidiaries, self-financing e
l i m i n a t e s the need to
observe specific debt provisions t h a t would result from local
financing. If a
multinational firm has access to lower global cost and greater
availability of capital why
subject its operations to local financial norms or share these
important advantages with
local joint venture partners, distributors, licensees, and banks
that would probably have a
20. higher cost of capital.
Of t h e t h r e e p r e m i s e s o f t h e p a r a d i g m
described a b o v e , t h e
s e c o n d s t r a n d (locational a d v a n t a g e ) h a s b e e n
t h e s u b j e c t o f increased
t r e a t i s e . Although i n theory market imperfections and
comparative advantage are key
considerations in determining the attractiveness of particular
locations, in practice firms
have been observed to follow a search pattern influenced by
behavioral factors. As
rational decisions require availability of i n f o r m a t i o n
and f a c t s , d e t e r m i n i n g
where t o i n v e s t a b r o a d f o r t h e f i r s t t i m e i s
significantly m o r e challenging than
where to reinvest abroad. The implication is that a firm learns
from its operations abroad
and what it learns influences subsequent decisions. This premise
l i e s behind tw o related
b e h a v i o r a l t h e o r i e s o f foreign direct in v estm en t
decisions--the behavioral approach
and international network theory. The former, exemplified b y
the S w e d i s h S c h o o l o f
economists (Johansen a n d W i e d e r s h e i m -Paul, 1975;
Johansen a n d V a l h n e , 1 9 7 7 ),
s o u g h t t o e x p l a i n b o t h t h e initial a n d l a t e r F
D I decisions of a sample of Swedish
MNEs based on these firms‟ scope of international operations
over time. The study
identified that these firms favored initially countries in “close
psychic distance”; that is,
they tended to invest first in countries that possessed a similar
cultural, legal, and
21. institutional environment to that of Sweden’s, e.g., in such
countries as Denmark, Finland,
Norway, Germany and the United Kingdom. As the firms gained
know ledge a n d
experience f r o m their initial o p e r a t i o n s, they tended to
accept greater r i s k s b o t h i n
t e r m s of the countries’ p s y c h i c d i s t a n c e a n d t h
e s i z e o f their investments.
The development and growth of Swedish companies over time,
contributed to a
transformation i n the nature of the parent/foreign-subsidiary
relationship. The
international network theory addresses this transformation by
identifying such changes as
the evolution of control from centralized to decentralized,
nominal authority of the parent
firm over the organizational network, foreign subsidiaries
competing with each other and
with the parent for resource allocations, and political coalitions
with competing internal
and external networks.
Some authors (Eiteman et al., 2010) view the
internationalization of operations as
an o u t g r o w t h o f s e q u e n t i a l s t a g e s i n th e d e
v e l o p m e n t o f a f i r m . They r e f e r t o
this progression in the scope of business activity as the
globalization process and identify
three distinct phases. In the domestic phase, a company sells its
products to local
customers, and purchases i t s m anufacturing a n d s e r v i c e
i n p u t s f r o m lo cal v e n d o r s .
As t h e company grows t o b e c o m e a v i s i b l e a n d v
i a b l e c o m p e t i t o r a t h o m e ,
i m p e r f e c t i o n s i n f o r e i g n national markets or
22. comparative advantages of particular
locations translate into market opportunities and provide the
impetus for an expansion
strategy. Entry into one or more foreign markets will make the
company attain the
international trade phase. At this stage the c o m p a n y i m p o
r t s i t s in p u ts f r o m
f o r e i g n s u p p l i e r s a n d e x p o r t s i t s p r o d u c t
s a n d services to foreign buyers. In this
facet, the firm faces increased challenges of its financial
management, o v e r and above the
traditional r e q u i r e m e n t s o f the domestic-only p h a s e
. Exports and imports expose the
firm to foreign exchange risk as a result of currency
fluctuations in global markets.
Moreover, they expose the firm to credit risk management;
assessing the credit quality of
the foreign buyers and sellers is more formidable than in
domestic business. When the firm
senses the need to set up foreign s a l e s and service affiliates,
manufacture abroad or
license foreign firms to produce and service its products, it
progresses to the third phase,
the multinational phase. Many multinational enterprises prefer t
o i n v e s t i n w h o l l y
o w n e d s u b s i d i a r i e s t o m a i n t a i n e f f e c t i v e
c o n t r o l o f t h e i r competitive
advantage and any new information generated through research.
Ownership of assets and
enterprises in foreign countries exposes the firm’s FDI to
political risk-- political events that
can undermine the economic viability and performance of the
firm in those c o u n t r i e s .
23. Political r i s k can range f r o m se iz u re o f property
(expropriation) a n d ethnic strife to
conflict with the objectives of the host government (governance
risk) and limitations on
the ability to transfer funds out of the host country (blocked
funds).
Figure 1 portrays the sequential s t a g e s in a firm’s
international e x p a n s i o n a n d
provides an overview of the globalization process and the FDI
decision. For a firm with a
competitive advantage in i t s h o m e m a r k e t , a t y p i
c a l sequence in i t s
i n t e r n a t i o n a l expansion would be the reach to one or
more foreign markets by first
using export agents and other intermediaries before engaging in
direct dealings with foreign
agents and distributors. As the firm learns more about
foreign market conditions,
payment conventions and financial institutions it feels more
confident in establishing its
own sales subsidiary, s e r v i c e facilities and distribution
system . These moves c u l m i n a t e
in foreign direct investments and control of assets abroad.
Some of these assets may have
been built from the ground up, or acquired through purchase of
an existing firm or
facility. As the level of physical presence in foreign markets
increases so does the size
of foreign direct investment.
3 Modes of Bank Entry into Foreign Markets
24. Unlike industrial and manufacturing firms, w h i c h have
expanded internationally along
the patterns suggested above (eclectic paradigm and
globalization process), financial
institutions h a v e e n t e r e d f o r e i g n m a r k e t s p r i
m a r i l y i n response t o the n e e d s o f
their business clients. Indeed, this has been the case for
commercial banks, the oldest and
most dominant institution of the U.S. financial system. The
growth of multinational
corporations and the accelerating pace of globalization in
business activity increased the
demand for international financial services and i n d u c e
d the e x p a n s i o n of
b a n k s ’ international operations a n d p r e s e n c e a b r
o a d . Whether p r o a c t i v e l y
(to e n h a n c e o w n growth and profitability) or defensively
(to deny a competitor the
benefit of the client’s business), banks have sought to enter
foreign markets early and
quickly to gain from the first-mover advantage. The rush of
Western banks into Central
and Eastern Europe in the
1990s exemplifies the drive to gain this first-mover advantage
(Hughes and MacDonald,
2004).
In weighing entry into a foreign market a number of factors
must be taken into
account, including the bank’s resources (both financial and
human), projected volume of
international business, k n o w l e d g e o f --and e x p e r i e
n c e w i t h --foreign markets,
b a n k i n g structure a n d r e g u l a t i o n i n t h e c o u n
t r i e s t a r g e t e d f o r e n t r y , t a x
25. c o n s i d e r a t i o n s , and customer profile. A key variable in
the decision process is the
vehicle to be used in the delivery of international services.
Major banks around the
world have used anyone or a combination o f vehicles to
structure their international
o p e r a t i o n s . The lowest possible level of presence in a
foreign market may be attained
through a correspondent banking relationship--using a native
institution t o provide the
financial s e r v i c e s needed in that market. This approach
may be duplicated in one or
more countries abroad, as needed, for the p r o c e s s i n g o f
i n t e r n a t i o n a l transactions.
It e n t a i l s n o i n v e s t m e n t and h e n c e n o
Exposure t o the foreign m a r k e t . Extension o f services
m a y be based on a reciprocal
deposit account between the banks or an individual fee per
transaction. A representative
office e n a b l e s a p h y s i c a l p r e s e n c e i n a f o r e
i g n m a r k e t . However, i t c a n n o t
p r o v i d e traditional banking services; it can only engage in
such activities as serving
as a liaison and performing marketing function for the parent
bank. As it does not
constitute a legal entity it has no legal or tax liability. An
agency may perform more
functions than a representative office but cannot perform all
banking functions (e.g., in the
United States a foreign b a n k a g e n c y m a y e x t e n d l o
c a l l o a n s b u t c a n n o t a c c e p t
l o c a l d e p o s i t s ). The principal vehicle used by U.S.
banks in the conduct of their
26. activities internationally is the branch office. This office is a
legal and operational part of
the parent bank, backed the full resources of the parent in the
performance of the banking
functions permitted by the host country. Although it requires a
sizable investment it
enables the provision of full banking services, which t h e p r i
o r v e h i c l e s d o n o t . A
branch o f f i c e i s s u b j e c t t o two s e t s o f
regulation--those o f the home country and
those of the host country. A subsidiary is a separate legal entity
organized under the
laws, and hence regulated by the authorities, of the host
country. It is the second most
important vehicle used by commercial banks for the conduct of
banking business, and may
be established as a new organization or through the purchase of
an existing institution.
Whatever the approach used in its establishment, a subsidiary o
f f e r s two important
a d v a n t a g e s o v e r a branch: it may provide for a wider
range of services, and it limits the
liability of the parent bank to the amount of its equity
investment i n that e n t i t y . The
m a i n d i s a d v a n t a g e o f a s u b s i d i a r y i s that i t
m u s t b e separately capitalized from the
parent bank, which may often entail a greater start up
investment than a branch (Rose and
Hudgins, 2010).
U.S. finance companies interested to expand their activities
internationally t a k e
into account many of the same criteria used by banks. In
structuring their international
operations U.S. finance companies favor the subsidiary
organizational form because of the
27. advantages associated with this type of vehicle. Just as in U.S.
financial markets, foreign
financial s u b s i d i a r i e s a r e heavy u s e r s o f debt i n
f i n a n c i n g t h e i r o p e r a t i o n s .
Principal sources of borrowed funds include bank credits and
issues of debt (e.g., bonds)
in capital markets t o finance th eir lending a c t i v i t i e s i n
their respective m a r k e t s
(Madura, 2 0 1 1 ; Gitman et al., 2010). Finance companies are
extremely diversified in their
credit granting activities, offering a wide range of loans, leasing
plans and long term
credit to support capital investment. One of the most important
markets for finance
companies has been the extension of business-oriented financial
services including working
capital loans, revolving credit and equipment lease financing.
4 Background of Parent Company
Bertos Manufacturing Corporation (BMC) is one of the largest
companies of the country
in the manufacturing of construction and mining equipment,
and engines. BMC draws its
origin in a California firm organized in 1890 to manufacture
steam-powered tractors for
farming. The firm was nominally c a p i t a l i z e d and
aspired to make inroads in the local
market by having its tractors plow California fields. However,
soon after the turn of the
century, a n a b a n d o n e d m a n u f a c t u r i n g p l a n t
b y a f a i l e d t r a c t o r c o m p a n y i n
28. a m a j o r manufacturing c e n t e r in Illinois was
instrumental i n the relocation of
operations in the
Midwest. The l o c a t i o n of t h i s c e n t e r on t h e
Mississippi River made i t a
prime transportation hub offering important prospects for the
young company. Indeed, the
move proved a turning point in the development of the
company. Domestic sales grew so
significantly that by 1911 the factory employed a little over 600
individuals. A natural
consequence o f t h e d o m e s t i c m o m e n t u m w a s t h
e f i r m ’ s e n t r y i n t o f o r e i g n
m a r k e t s through tractor exports to Argentina, Mexico, and
Canada.
World W ar II was a company m i l e s t o n e a s it created a
sharp increase i n the
demand for tractors to built airfields and other military
facilities in strategic sites of the
Pacific. However, it was during the post-war construction boom
that the company grew at
a rapid pace. A series of mergers and acquisitions diversified
operations into the current
scope of products and contributed to BMC’s growth to an
industrial company of national
and international dimension. A successful export-oriented
strategy led to the establishment
of a manufacturing venture outside the United States in 1950,
which marked the beginning
of BMC’s development into a multinational corporation.
The company operates in two primary lines of business:
29. machinery and engines.
The machinery line of business designs manufactures and sells
construction, mining, and
forestry machinery, including track and wheel tractors,
hydraulic excavators, pipe layers,
log loaders, off highway trucks, and related parts. The engines
business line designs,
manufactures and sells diesel and natural gas engines and gas
turbines, which, in addition
to their use in the company's own machines and vehicles,
provide power for boats, ships
and locomotives.
The r e c e n t f i n a n c i a l c r i s i s (2008) l e d t o t h e
r e s t r u c t u r i n g of
o p e r a t i o n s a n d renewed management’s commitment to
fuel efficiency, quality,
technology and safety of the company's machinery and engine
products. Overall, BMC
manufactures some 400 products, which are sold both at home,
and abroad t h r o u g h a
network o f dealers. The company has a worldwide network of
220 dealers: 63 dealers in
the United States and 157 in other countries. To accommodate
domestic and international
demand for its products and components the company has built
109 plants in different part
of the world. Of these, 51 plants are located in the United
States and 58 in foreign
countries, namely, Australia, Belgium, Brazil, Canada, England,
France, Germany, Hungary,
India, Indonesia, Italy, Japan, Mexico, the Netherlands,
Northern Ireland, the People's
Republic of China, Poland, Russia, South Africa and Sweden.
The c o m p a n y a l s o
l i c e n s e s o r s u b c o n t r a c t s t h e manufacture of
30. BMC-branded clothing, hats,
footwear, and other consumer products. To s u p p o r t higher
v o l u m e s , growth a n d
n e w p r o d u c t i n t r o d u c t i o n s , BMC’s worldwide
employment is a little over 100,000,
split evenly between the United States and the rest of the world.
Consolidated revenue last
year amounted to about $45 billion and net profit (after taxes)
$3.5 billion (Table 1).
More than half of the total revenue was generated o u t s i d e
the United States, w h i l e the
North American m a r k e t was the single largest source. A
breakdown of revenues by
geographic region is provided in Table 2.
Although this performance represents the culmination of an
effective international
strategy, BMC has been increasingly c o n c e r n e d about its
future potential in the global
market place. Its board of directors has recognized that although
opportunities for future
growth exist, international competition may undermine the
maximization of consolidated
after-tax returns. To offset th e effects of such a trend, the
board, in its last meeting,
decided t o e x p l o r e n e w a v e n u e s f o r g r o w t h .
A t o p p r o s p e c t was t h e
i n t e r n a t i o n a l expansion of financial services to support
the overseas dealer sales of
BMC products.
5 Financial Subsidiary and Scope of Activities
Following t h e practice of other industry leaders (e.g.,
31. General Electric, M o t o r o l a , a n d
Ford Motor Company), BMC established a wholly-owned, and
separately incorporated,
finance co m p a n y t o perform a dual function--to a c c o m
m o d a t e t h e credit n e e d s of the
parent but most importantly to finance parent company sales
(hence the reference to such
a f i r m a s a c a p t i v e f i n a n c e c o m p a n y ).
Established i n N a s h v i l l e ,
T e n n e s s e e , Bertos Financial Services, Inc. (BFSI)
promotes the sale of the parent's
products and services by engaged in the extension of credit.
Specifically, BFSI extends
wholesale financing to, and purchases r e t a i l installment c o
n t r a c t s f r o m , f r a n c h i s e d
d e a l e r s . Also, it offers v a r i o u s forms o f i n s u r a n
c e t o c u s t o m e r s a n d d e a l e r s t o
s u p p o r t t h e p u r c h a s e a n d l e a s e o f equipment.
Table 3 identifies the location of
BFSI offices in the United States and the geographical m ark et
covered by each office.
The company’s domestic network includes 10 regional offices
and a wholly owned
subsidiary, w h i c h engages solely in the financing and
leasing of construction and
trucking industry equipment on a national scale. Table 3 also id
en tifies B F S I ’ s current
p r e s e n c e a b r o a d , which i s limited t o three s u b s i d
i a r i e s located i n the f o l l o w i n g
c o u n t r i e s --Canada and M exico (both m e m b e r s o f
the North American Free Trade
Agreement), and the United Kingdom.
In its last meeting the BMC board felt that if the spectrum of
credit activities
pursued a t home c o u l d b e duplicated a b r o a d i t w o u
32. l d a d d im portant i m p e t u s i n the
company’s international g r o w t h m o m e n t u m . The
board b e l i e v e s t h a t e s t a b l i s h m e n t o f
finance companies in a n a d d i t i o n a l number of s e l
e c t foreign countries would
be instrumental in maximizing corporate investment returns. To
this end it has requested
an in-house study to screen foreign prospects and expressed the
interest to review
recommendations in its forthcoming meeting. It was under these
circumstances that Bill
Papas assigned the task for this study to Victoria.
6 Developing Criteria for Country Recommendation
To screen the best five prospects among the ten candidate
countries for the establishment
of subsidiary finance companies, Victoria thought appropriate
to develop a set of criteria
on which to base her recommendation. Although she could read
idly identify several key
criteria, s h e f e l t s h e s h o u l d g i v e also d u e
consideration t o the rules and regulations
governing bank operations in the candidate countries. Granted
that the objective was not
to set up commercial banks but finance companies; however, the
banking regulatory
framework provided a n i n d i c a t i o n of t h e k i n d o f
c r e d i t a n d f i n a n c i a l
environment prevailing in these countries.
Although t h e focus o f her s t u d y w a s the best f i v e
33. foreign p r o s p e c t s , s h e f e l t
important t o d e f e n d h e r r e c o m m e n d a t i o n by a
l s o a d d r e s s i n g t h e w e a k n e s s e s
o f t h e excluded countries. She realized that this
classification was only pertinent under
present circumstances and that some of the excluded countries
could realize latent
opportunities to qualify for entry at a later time.
7 Assignment
1. Identify the key criteria and considerations that need to be
taken into account in
evaluating BFSI entry in the proposed foreign markets.
2. Of the countries under consideration, which five would be
most suitable for the
immediate establishment of a BFSI subsidiary? Highlight the
key issues for each of the
selected countries and discuss the reasoning behind your
recommendation.
3. Which countries would be unsuitable for a BFSI subsidiary at
this time, and what are
the basic shortcomings in each case?
Figure 1 The FDI sequence: foreign presence and foreign
direct investment
35. United States and abroad
___ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ __ _ _
Domestic Offices and Market Area Covered
Charlotte, North Carolina: Charlotte Area
Tempe, Arizona: Denver Area
Weatogue, Connecticut: Hartford Area
Houston, Texas: Houston Area
Jacksonville, Florida: Jacksonville Area
Rancho Santa Margarita, California: Los Angeles Area
Lenexa, Kansas: Minneapolis Area
Brentwood, Tennessee: Nashville/Indianapolis Area
Peoria, Illinois: Peoria Area
Bellevue, Washington: Seattle Area
Atlanta, Georgia: U.S. Equipment Financing Inc.
36. Subsidiary Companies Abroad
Canada
Bertos Financial Services, Inc.
Toronto, Ontario
Mexico
Grupo Financiero Bertos Mexico, S.A. de C.V.
Monterrey, Nuevo León
United Kingdom
Bertos Financial Services Limited
Birmingham, West Midlands
___ _ _ _ _ _ _ _ _ _ _ _ _ _
_ _ _ _ _ _ __ _ __
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