...with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of over US$ 4 billion. Infosys defines, designs and delivers technology-enabled business solutions thathelp Global 2000 companies win in a Flat World. Infosys also provides a completerange of services by leveraging our domain and business expertise and strategicalliances with leading technology providers. Infosys' service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing .Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM isbased on the principle of taking work to the location where the best talent isavailable, where it makes the best economic sense, with the least amount ofacceptable risk. Infosys has a global footprint with over 40 offices and development centers inIndia, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan.Infosys has over 91,000 employees. Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers. alliance-------------- AlliancesInfosys' services and business solutions are strengthened by alliances with leading technology partners...
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...Problem Solution: Global Communications MBA500 Deborah Elver August 27, 2005 Problem Solution: Global Communications This paper will apply the nine-step problem solving model to the scenario involving Global Communications. It will provide the background, define the problem, describe end-state goals, identify and analyze an alternative solution based on benchmarking, examine associated risks, provide an optimal solution and implementation plan, and evaluate the results. Situation Background (Step 1) Global Communications (Global), a telecommunications company, is faced with lack of consumer confidence and economic pressure. Senior management has developed an aggressive plan to hit the market with new services and an alliance with a satellite provider. They have also identified cost-cutting measures with hopes of increasing profits. In order for the plan to come to fruition, they will market on an international level with the goal of becoming a truly global resource. Subsequently, this development plan has created several challenges (UniversityElver, 2005). Issue Identification Several challenges or issues have been identified including—but not limited to—globalization and competition, building market share and alliances, reducing and relocating staff, outsourcing technical call centers to Ireland and India, and the lack of communication to Union and stakeholders. The lack of communication to Union and stakeholders regarding this initiative...
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...GLOBAL CORPORATE STRATEGY Name Course Instructor School Date Abstract. The report seeks to answer questions relating to Lloyd banking group, an internationally accredited bank that offers several services. Several issues are addressed in the report. The first issue being addressed is the merit and demerits of globalization in the global financial industry. Additionally, the threats and opportunities facing Lloyd Bank are looked at. The second issue being addressed focuses on the role of strategic alliances of mergers and acquisitions in the implementation of the e-banking system. Lastly, the role of corporate governance and corporate social responsibility is addressed. A personnel reflection and a conclusion sum up the paper. Table of Contents Abstract. 2 QUESTION 1: Firms’ Competitiveness in the Global Financial Services Industry 3 Merits of globalization 3 Demerits of Globalisation 4 Opportunities 5 Threats 6 Question two: E-Banking – The Role of Alliances, Mergers, and Acquisitions 7 Question three: Corporate Governance, CSR, and Competitiveness Leadership 12 Question four: Personal Reflections on Learning and Overall Report Presentation 15 Conclusion 16 Reference 17 QUESTION 1: Firms’ Competitiveness in the Global Financial Services Industry Merits of globalization Globalization of financial services has resulted in more banks increasing their consumer or customer base since they can exploit different areas across the world. The perfect example in this case...
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...Vol. 5, No. 1 International Journal of Business and Management International Market Expansion Strategies for High-Tech Firms: Partnership Selection Criteria for Forming Strategic Alliances Øystein Moen (Corresponding author) Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Tel: 47-7359-3505 E-mail: Oeystein.Moen@iot.ntnu.no Ottar Bakås SINTEF Technlogy and Society, Department of Industrial Management N-7465 Trondheim, Norway E-mail: ottar.bakas@sintef.no Anette Bolstad Norwegian University of Science and Technology (NTNU) Department of Industrial Economics and Technology Management N-7491 Trondheim, Norway Vidar Pedersen Investment Office Nordic, Telenor Nordic Finance Snarøyveien 30, N-1331 Fornebu Tel: 47-9823-2599 E-mail: vidar.pedersen@telenor.com Abstract Newly established, technology-based firms entering international markets often have limited resources in terms of capabilities, time, and capital. As a consequence, these firms often use entry modes characterised by low resource commitment, including partnership agreements (strategic alliances). This paper, investigates which partner selection criteria that are important for this group of firms when they are selecting partners. Based on case studies of three Norwegian firms targeting the UK market, five selection criteria have been identified as important (trust, relatedness of business, access...
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...Managing global alliance Name: Professor: Institution: Course: Date: INTRODUCTION The field over which businesses compete is becoming globalized. More firms are becoming multinationals by forming alliances with other firm in other countries. Global competition is now becoming a driving force in organizations throughout the world. Companies are trying to attain competitive advantage, which is easily accessible through international alliance. This form of none equity alliance between firms is increasingly becoming a popular way of doing business on a global scale. Reasons for the occurrence of such alliance have been identified, and include; increased globalization of the world economy brought about by intensified global competition, technology proliferation, and shortening of product lifecycle (Snyder, 1997. pg 45-50). This paper review is about management of the global alliance. MANAGEMENT OF GLOBAL ALLIANCES. "Globalization mandates alliances and makes them unconditionally necessary". (Ohmae,1982 . pg 67). Kenichi Ohmae's point of view, that globalization necessitates alliance as a vehicle for customer oriented value, with four issues facing today’s companies. These issues include; convergence of customers needs technology dispersion and ease of accessibility, importance of fixed cost and danger of equity. Ohmae concludes his argument with the "logic of entente". Here, there are two main points: shift from return on investment to sales return. He likens...
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...Strategy in the Global Environment Synopsis of Chapter This chapter looks at the strategies companies adopt when they expand outside their domestic marketplace and start to compete on a global basis. The chapter opens by discussing how global expansion creates value for a company. The focus is on the ability of global companies to transfer distinctive competencies across national markets, to realize location economies from basing individual value-creation activities in the optimal location for that activity, and to ride down the experience curve more rapidly than competitors that are focused on just their domestic market. Next the chapter examines two types of competitive pressures that firms competing in the global marketplace typically face: pressures for cost reductions and pressures to be responsive to local conditions. These pressures place conflicting demands on a company. The sources of pressures for cost reductions and pressures for local responsiveness are explored. The discussion then turns to the different strategies that companies can pursue in the global arena. Four different strategies are reviewed in some detail—an international strategy, a multidomestic strategy, a global strategy, and a transnational strategy. The pros and cons of each of these strategies are debated. A link is made between the appropriateness of different strategies and the pressures for cost reductions and local responsiveness. It is suggested that the optimal strategy is contingent...
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...Case Study – Chrysler-Fiat Strategic Alliance 1. What are your views of the 2009 Chrysler-Fiat strategic alliance and its future prospects in the auto industry? * According to me, the alliance is good both for Chrysler and fiat. Fiat can take care of the technology of Chrysler. It can have fiats well-developed distribution network in European market. Fiat will have the advantage of North American market. Combined production capacity will bring profits. * They also have problems in many aspects. Different corporate culture Mismatch of brands Regulatory issues 2. Analyze and evaluate Chrysler and Fiat’s strengths and weaknesses before and after their 2009 strategic alliance (see Table II and III). Fiat | Strengths | Weakness | Before Alliance | * Fiat acquires Lancia and 50% of Italian icon Ferrari. * Fiat became the largest automaker in Europe by acquiring Alfa Romeo from the Italian government. * Fiat hires Sergio Marchionne to become its CEO * Fiat was the largest automaker in Europe. | * Fiat had labor strikes and assembly line problems. * Took off jobs of many employees. | AfterAlliance | * Fiat have the advantage of getting new technology * Large distribution network in Europe and North America. | * Labor union problems * Ownership problems | Chrysler | Strengths | Weakness | Before Alliance | * Chrysler had a market share of 12.5% in U.S in 2008. * The company was a big player in North America in mini...
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...Global Expansion Corporations have the capabilities to become virtual type organizations due to today’s technological advances. This is rapidly changing the organization’s environment and enabling them to expand into global markets to enhance their competitive interdependencies. Companies such as Halcyon understand that the world’s economy is becoming more globalized providing companies an advantage to expand into foreign markets. Halcyon Fields is a leading producer of organic yogurt and dairy products in the United States and is looking to expand operations internationally. They are not only looking to expand and grow internationally as a producer of organic dairy products, Halcyon Fields wants to also use their companie’s values as an example to other companies to show that being socially and eco-friendly be profitable as well. Strategic alliance and joint ventures are two popular global strategies that are being proposed to form multinational firms and partnerships. These global strategies would provide Halcyon Fields a strong platform for international expansion. Halcyon Fields would greatly gain from partnering with companies abroad that share their common interest and have a good contact and reputation in their local markets. This collaboration whether it is a strategic alliance or an international joint venture with a local company in the countries Halcyon Fields wants to access will enable them to leverage their reputation, skills, knowledge, and experience...
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...governments around the world to engage in Neo-Keynesian policies in order to consolidate the stumbling global financial system. More recently the ‘Eurozone’ crisis has called into question one of the most ambitious international cooperations and has seen populations asking for more protectionism. In the Middle East, dictatorial regimes have been ousted by the revolutionary ‘Arab Spring’ and the newly formed governments are trying to find a way between global exchange and Islamic tradition. During these difficult times, emerging countries from Asia, Latin America and Africa have increasingly asserted their newly found economic and financial power and demanded a bigger participation in world governance. The tsunami that struck Fukushima in Japan in March 2011 creating a nuclear accident has convinced many nations to reconsider their energy policy. Despite all of this, globalization, even though criticized, is still active. Firms are moving to the new emerging economies in order to capture the consumption appetite of the growing middle classes. It is still relevant and important to put together all aspects of global strategic management. This third edition is still about global firms and global management. Its objective remains to help undergraduate and graduate students, as well as company executives, to understand the main issues that companies and their managers confront when they ‘go global’ or ‘manage globally’, and to cope with these issues. Data have been updated and several new cases...
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...market or internationalize? • Which method of growth strategy should the firm choose? • organic development or • corporate, commercial, technical alliances with other stakeholders active in the business environment (clients, suppliers, competitors, R&D centres, academic units, …)? Key questions of Corporate strategy Why and how should the firm internationalize? International strategy analytical framework Location Advantage WHY? Outside-In approach HOW? Source: Exploring Strategy, 9th edition, Pearson, 2011 Inside-out approach Incentives and basic benefits of internationalisation Incentives Basic Benefits Extend a product’s life cycle Increased market size Gain easier access to raw materials Economies of scale and learning Opportunities to integrate operations on a global scale Location advantages To support strategic orientations! Opportunities to maximize the ROI (e.g. rapidely developing technologies) Get access to consumers in emerging markets Source: Ireland, Hoskisson and Hitt, The Management of Strategy, 2011 Outside-in approach: Internationalisation drivers Why going international? The YIP’s matrix (Inter-country compensation of competitive rivalry) Drivers of internationalization Source: Pearson, Adapted from G. Yip, Total Global Strategy II, Financial Times Prentice Hall, 2003, Chapter 2 Inside-out approach: Location advantage - Porter’s diamond Porter’s Diamond: explains...
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...Strategic Alliances are linkages between companies designed to achieve an objective faster or more efficiently than if either firm attempted to do so on its own. The role of strategic alliances in shaping the future course of both industries and individual firms is likely to become even more profound in the next century. The traditional view about Strategic alliances is that they were formed for Defensive to protect profits, Means for preempting competition, and Competitive and win - lose orientation. Today there is a current perspective about strategic alliance that goes beyond the traditional view and it consists of Collaboration can create opportunities for all participants to be successful, Can create multiple sources of competitive advantage, Win - win orientation that relies on both collaboration and competition. Strategic alliances could be formed for the following reasons: 1) Technology exchange: most of the recent strategic alliances (more than 50 %) are formed for technology exchange. this is done to obtain the necessary capabilities and resources needed for creating new technology or using some technologies to develop the companies’ competencies. 2) Global competition: strategic alliances are formed in order to allow the partners to build up more strength and be able to be more competitive in the global market against a common enemy better than each one fights alone. 3) Industry convergence by this it means company gets together and become...
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...Topic 4 Managing The Environment What’s Your Global Perspective? • Parochialism - viewing the world solely through your own perspectives, leading to an inability to recognize differences between people. • Ethnocentric Attitude - the parochialistic belief that the best work approaches and practices are those of the home country. Other Global Perspectives • Polycentric Attitude - the view that the managers in the host country know the best work approaches and practices for running their business. • Geocentric Attitude - a world-oriented view that focuses on using the best approaches and people from around the globe. Understanding the Global Environment – Trading Alliances • European Union (EU) - a union of 27 European nations created as a unified economic and trade entity with the Euro as a single common currency. Exhibit 4-1 European Union Map Trading Alliances (cont.) • North American Free Trade Agreement (NAFTA) - an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated. Trading Allowances (cont.) • Association of Southeast Asian Nations (ASEAN) - A trading alliance of 10 Southeast Asian nations Exhibit 4-2 ASEAN Map Global Trade Mechanisms • World Trade Organization (WTO) - a global organization of 153 countries that deals with the rules of trade among nations. • International Monetary Fund (IMF) - an organization of 185 countries that promotes international monetary cooperation...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...Foundation 1 2 The World of International Management: An Interconnected World Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation of Trade and Investment 44 44 45 48 50 Technological Environment and Global Shifts in Production Trends in Technology, Communication, and Innovation 51 51 xvii xviii Table of Contents Biotechnology 53 E-Business 54 Telecommunications ...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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