...decision to go abroad? Please explain how these are related to each other. In the discussion on the internationalisation process of a firm, the product life cycle model plays a major role. Please explain and discuss the usefulness this model. (A) Generally, the first decision to go abroad is a specific one. It is a decision to look at the possibility of a specific investment in a specific country, not a general decision to look around the globe for investment opportunities. At this stage the organisation has no experience with the complexities of foreign investment, although it often has had some export experience. There are no standard operating guidelines, which can be given to deal with these complexities. What is needed mostly is a strong push and/or commitment to go abroad. A company benefits from these earlier experiences in the subsequent investment decisions. The organisational factors include: • role of the management • motives of the organisation • success at home Other than these internal forces, a number of factors in the environment, outside the organisation, may also force a company to go abroad. These drivers of internationalisation may include: • unsolicited proposal that cannot be ignored. These may include proposals from a foreign government, distributor or customer • competitive drive or bandwagon effect following other competitors or a general belief that presence in a certain market is a must • strong competition from abroad in the home...
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...GLOBAL SOURCING MANAGEMENT AASM04-J LONG QUESTIONS AND ANSWERS STUDY UNIT 1 1. FACTORS INFLUENCING THE INTERNATIONALISATION OF BUSINESS The last two decades have seen rapid changes in the global economy. National economies are becoming more integrated. A single, interdependent, global economic network has gradually developed and is still in the process of unfolding. Global megatrends which continue to influence the international business world include technological innovation; the shift in emphasis from manufacturing through services to the Information Age; the development of regional trading blocs; and changing demographic patterns. The main driving forces for globalisation are: reduced trade and investment barriers that enable the free flow of goods, services and capital on a global scale unprecedented technological change and progress, especially with regard to communication, information and transportation technologies competition International trade blocs multinational corporations Because of the globalisation of markets and production, over the last two decades, world trade has grown faster than world output. Foreign direct investment flows have increased substantially. Imports have penetrated more deeply into the world’s industrialised economies and competitive pressures have increased continuously in one industry after the other. These factors have collectively added to the complexity of international management and of international purchasing...
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...contributed to the fraud, how culture may have influenced the behavior towards revealing the fraud, and recommendations of how Mai Won should proceed. To understand the company KingJewels, let us discuss a little history of the company and its owner, Andy Wong. Mr. Wong started in the jewelry business from the bottom as an apprentice and worked his way to the top as sales and sourcing manager of an international jewelry before starting his own business. “He recognized that his company had the potential to expand and internationalize its business further by focusing on jewelry design and technology, and on overseas markets. KingJewels specialized in sourcing, trading, and manufacturing precious gemstones. It prided itself on its fashionable and affordable jewelry products. While Wong had successfully turned KingJewels into a highly competitive business, he left KingJewels internal management to Clement Tam, operations manager”. (Capstone p.96) In January 2006, after the books were closed for the year, some irregularities were found by a key staff member. It was discovered that a key member of upper management had accepted compensation, or advantages in return for manipulating KingJewels records, approving the use of substandard gemstones, bribing those under him to keep their mouth shut, and possibly accepting rewards from...
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...e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F240103 Version: (A) 2008-06-24 INTRODUCTION Director Allan Rasmussen took a good deal of pride in the achievements of Coloplast A/S1 (Coloplast) in Tatabánya, Hungary. In consecutive quarters in 2004, the plant had outperformed the company’s longer established Danish production units in quality levels (see Exhibit 1). Rasmussen had been the Tatabánya plant’s manager, its first, since 2001. Just three and a half years later, he was responsible for the daily management of a plant with a head count of 550 and production valued at 1.5 billion Danish kroner (DKK). In 2005, he resumed his position as director of Coloplast’s Danish subsidiary and returned to Denmark. With the Hungarian operation, Coloplast had learned important lessons in designing and implementing a relocation process, and in managing the communication involved. Although Coloplast had some minor production facilities outside of Denmark, the scope of its involvement in Hungary was unparalleled. When the expansion was completed, the Hungarian unit would employ 900 staff — roughly 15 per cent of the company’s total workforce. Coloplast’s involvement in Tatabánya was part of the...
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...Saleh Mohammed Mashehdul Islam Asst. Professor, SOB, AUST. Submitted By Roll # 12-52-02-012 Mahmud Hassan Principle of Finance (MBA 603) Section # B Ahsanullah University of Science and Technology Date of Submission : 3rd Jan, 2013 Chapter-1 Company Information GPH Ispat Limited is one of the leading integrated steel manufacturing companies in Bangladesh engaged in manufacturing of M. S. Billet & M. S. Rod. The Company was incorporated in Bangladesh on 17 May 2006 as a Private company limited by shares under the Companies Act 1994. The principal activities of the Company are manufacturing and trading of iron products and steel materials of all kinds or other metallic or allied materials and marketing thereof. The commercial production of the factory commenced on 21 August 2008. The company subsequently converted into a Public limited Company. Nature of Business The Company is engaged in the manufacturing process of producing M.S. Billet from Steel Scrap & M.S. Rod from M.S. Billet and sales/export of the products and other business related thereto. Financial Structure | Particulars | Capital | |Authorized Capital...
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...CHAPTER 8 IMPORTING, EXPORTING, AND SOURCING SUMMARY A company’s first business dealings outside the home country often take the form of exporting or importing. Companies should recognize the difference between export marketing and export selling. By attending trade shows and participating in trade missions, company personnel can learn a great deal about new markets. Governments use a variety of programs to support exports, including tax incentives, subsidies, and export assistance. Governments also discourage imports with a combination of tariffs and nontariff barriers. A quota is one example of a nontariff barrier. Export-related policy issues include the status of foreign sales corporations (FSCs) in the United States, Europe’s Common Agricultural Policy (CAP), and subsidies. Governments establish free trade zones and special economic zones to encourage investment. The Harmonized Tariff System (HTS) has been adopted by most countries that are actively involved in export-import trade. Single-column tariffs are the simplest; two-column tariffs include special rates such as those available to countries with normal trade relations (NTR) status. Governments can also impose special types of duties. These include antidumping duties imposed on products whose prices government officials deem too low and countervailing duties to offset government subsidies. Key participants in the export-import process include foreign purchasing agents, export brokers, export merchants...
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...Table of Contents 1.0 INTRODUCTION 3 2.0 PORTER’S NATIONAL DIAMOND ANALYSIS 3 2.1 THEORETICAL FRAMEWORK 4 2.2 FACTOR CONDITIONS 5 2.3 DEMAND CONDITIONS 6 2.4 RELATED & SUPPORTING INDUSTRIES 7 2.5 FIRM STRATEGY, STRUCTURE & RIVALRY 7 3.0CONTEMPORARY MANAGEMENT ISSUES 8 3.1 CORPORATE SOCIAL RESPONSIBILITY 8 3.2 CORPORATE GOVERNANCE 10 4.0 MARKET ENTRY STRATEGIES 11 4.1 JOINT-VENTURE 11 4.2 DISTRIBUTION SYSTEM 12 5.0 CONCLUSIONS 13 6.0 REFERENCES 14 1.0 INTRODUCTION The purpose of this paper is to discuss and evaluate the attractiveness of the food retail industry in India. Research on the Indian food retail industry will be executed to construct an analysis of the overall competitiveness and investment attractiveness. In Part 1, the researcher will apply the extended version of Porter’s National Diamond (PND) model to the Indian food retail industry. In Part 2, two key management issues will be taken into account and analysed before developing any further operations into the Indian food retail industry. In Part 3, two market entry strategies will be selected, compared, and discuss the advantages and limitations of each to determine the optimal strategy to be implemented in regards to the Indian food retail industry. 2.0 Part 1: PORTER’S NATIONAL DIAMOND ANALYSIS India has experienced significant social and economic change as of late, enabling a solid consumer market for foreign retailers. According to UNICEF, the Indian economy has been booming, with...
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...St Pauls Afrikan Caribbean Carnival aka St Pauls Carnival (Registered charity & a company limited by guarantee) Report and financial statements For the year ended 31 March 2013 Charity number 1136561 Company number 06116890 St Pauls Afrikan Caribbean Carnival Report of the Management Committee for the year ended 31st March 2013 The Trustees present their annual report and independently examined accounts for the year ended 31st March 2013. St Pauls Afrikan Caribbean Carnival became a company limited by guarantee on 19th February 2007 and a registered charity on 23rd June 2010 Reference and Administrative Information Charity Name: Charity registration number: Company registration number: Registered Office Operational address: BOARD OF TRUSTEES Ms Cleo Lake Ms Katy Noakes Ms Judith Davis Mr Michael Thaxter Mr Clive Smith Mr Colin Watson Mr Angus Brown Ms Rebecca Gibbs Ms Mary Slattery St Pauls Afrikan Caribbean Carnival 1136561 06116890 The Coach House, Upper York Street, St Pauls, Bristol, BS2 8QN The Coach House, Upper York Street, St Pauls, Bristol, BS2 8QN Elected 26/9/12 Chair from 6/12/12 Elected 26/9/12 Elected 26/9/12 Re- elected 26/9/12 Elected 12/10/11 Re-elected 12/10/11 Elected 26/9/12 – Retired 9/11/12 Retired 26/9/12 Retired 26/9/12 Trustee Colin Watson retires in rotation in accordance with the Memorandum & Articles of Association. Clive Smith, offers himself for re-election this year. Company Secretary Katy Noakes Staff Steve Hunt – General Manager Abdul Hamid...
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...that allow us to analyze, improve and design internal firm activities. In the second part, Supply Chain Management, we turn our attention to entities external to the firm and examine the activities of sourcing raw materials and delivering goods to consumers. The components are detailed below: Part I: Business Process Analysis and Improvement. We begin our study of business processes by first playing the “Lego” game. Through this exercise, we will have an overview of a simple assembly line as well as the fundamental concepts in process management, such as capacity, bottleneck, etc. Then, we study how to analyze the operational process using the case “Kristen´s Cookie Company” and further evaluate the financial value of operational improvement. In the following sessions, we will introduce Toyota production system as well as it implication in service context. We will also study the tools of quality management. We finally study the operations strategy and the product-process matrix using “Shouldice” case. Part II: Supply Chain Management: In this part, we turn our attention to the interfaces between an organization and its external environment, more specifically, to the management of relationships with partners and customers. We begin with the newsvendor model, a key tool which helps capture the trade-offs in matching supply with demand. Then, we study the coordination among supply chain partners using the case “Bose”. We will further use the Zara case to see how an...
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...be confronted with data in a scientific way, but it nevertheless provides a helpful framework for categorizing much (though not all) recent analytical and empirical research on FDI. This survey first summarizes the OLI paradigm and then uses it as a lens through which to review some of the highlights of this research, while also noting some important issues that it neglects. “OLI” stands for Ownership, Location, and Internalization, three potential sources of advantage that may underlie a firm’s decision to become a multinational. Ownership advantages address the question of why some firms but not others go abroad, and suggest that a successful MNE has some firm-specific advantages which allow it to overcome the costs of operating in a foreign country. Location advantages focus on the question of where an MNE chooses to locate. Finally, internalization advantages influence how a firm chooses to operate in a foreign country, trading off the savings in transactions, holdup and monitoring costs of a wholly-owned subsidiary, against the advantages of other entry modes such as exports, licensing, or joint venture. A key feature of this approach is that it focuses on the incentives facing individual firms. This is now standard in mainstream international trade theory, but was not at all so in the 1970s, when FDI was typically seen through a Heckscher-Ohlin lens as an international...
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...Case Analysis: Cocoa Sublime Module 1: An Introduction to Strategy and Leadership 1.1 Approaches to Strategy: There are broad two categories of approaches to developing strategy: Rational and Processual Approach. For Cocoa Sublime, it is following Rational Approach as it has a clear concept of what it is going to do, execution plan of how it is going to happen, sequential activities of what to do after what, and discrete information. Though some assumptions are made in developing the approach, these assumptions are also backed by experience and research. 1.2 Strategic Thinking: Even in strategic thinking, there are two major dynamics: environment led ‘fit’ and resource led ‘stretch’. For Cocoa Sublime, Resource led ‘stretch’ suits properly. Calvin has a business vision to diversify the business. It has ample opportunities to cover through chocolate chips that they can leverage. It has scope to create a new market to improve its value for money. Calvin believes in utilizing the competencies that Cocoa Sublime has: reputation of high quality chocolate, excellent customer service, and Australian sourced ingredients. 1.3 Levels of Strategy: Cocoa Sublime is one of the family owned chocolate makers and leading brand in specialty chocolate market in Australia. Thus, it has to consider strategies at three levels: corporate, business, and functional. • For corporate level strategy, Cocoa Sublime has encountered steady growth in its market and thus it has planned to diversify its...
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...International Journal of Business and Social Science Vol. 4 No. 8 [Special Issue – July 2013] Outsourcing: A Review of Trends, Winners & Losers and Future Directions Zafar Iqbal Lecturer Faculty of Administrative Sciences Kotli University of Azad Jammu and Kashmir MSc. University of Bedforshire, UK. Aasim Munir Dad PhD. Scholar The School of Business & Management University of Gloucestershire Cheltenham, GL50 2RH. Abstract The primary objective of this paper is to analyse the outsourcing trends in last one decade and to forecast the future on the basis of past studies. In this paper concepts and trends about outsourcing has been discussed on the basis of past studies. An extensive amount of literature review has been done to obtain the objective. This paper demonstrates the previous literature and findings. Outsourcing has become inevitable and virtually many of the multinationals are outsourcing to utilise scarce in-house resources. In this research it is being observed that owners of the companies are the prime winners in outsourcing and off shoring situation. Further, a detailed review of literature indicates that along with many other motives cost factor cause major influence in outsourcing decisions. There is an ultimate outcry over the jobs going overseas from industrialized nations such as United States, the UK and the western World. However, the net economic gains for these countries are growing, and outsourcing to an offshore destination will...
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...GLOBALIZATION The world today has been described as a ‘global village’, this stems from Marshall Mc Luhan’s concept that ‘the globe has been contracted into a village by electric technology and the instantaneous movement of information from every quarter to every point at the same time’. A closer examination of globalization will indicate that indeed the barriers of space, time and borders which once existed have now disappeared or are disappearing. Globalization has been described as the rapid increase in cross-border economic, social, technological exchange under conditions of capitalism, which also, influences all spheres of our life: culture, business, trade, politics, environment and even our mentality. It connects different countries and makes their interaction easier. The globalization of the world economy is reflected in many ways. The General Agreement on Tariffs and Trade (GATT) simulates free trade between countries which allows firms to trade more easily and move around the world. A result of this increased mobility is the increasingly large scope of money and capital markets and general regulations on Foreign Direct Investment (FDI). Globalization implies that there are forces that are global, objective and universal which restrict not only diversity, but also the scope for national governments’ policy formulations. An example of this, are the conditions of the IMF loan to the British Labour government in 1976 which led to a greater role for the private...
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...Ford Mondeo: A model T world car?1 Michael J. Mol Rotterdam School of Management Erasmus University Rotterdam Room F 4-66 P.O. Box 1738 3000 DR Rotterdam Phone: ++31-10-4081168 E-mail: mmol@fbk.eur.nl 1 The conceptual base of this case study is described in much more detail in: Mol and Koppius (forthcoming). 1 Executive summary This case weighs the advantages and disadvantages of going global. Ford presented its 1993 Mondeo model, sold as Mystique and Contour in North America, as a ‘world car’. It tried to build a single model for all markets globally to optimize scale of production. This required strong involvement from suppliers and heavy usage of new information technology. The case discusses the difficulties that needed to be overcome as well as the gains that Ford expected from the project. New technology allowed Ford to overcome most of the difficulties it had faced in earlier attempts to produce a world car. IT was flanked by major organization changes within Ford. Globalization did not spell obvious success though. While Ford may in the end have succeeded in building an almost global car, it did not necessarily build a car that was competitive in various markets. The Mondeo project resulted in an overhaul of the entire organization under the header of Ford 2000. This program put a heavy emphasis on globalization although it perhaps focused too little on international cooperation and too much on centralization. In terms of Ford’s own...
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...Int. JournalDevelopment Framework in the Malaysian Automotive Industry: Proton’s Experience Supplier of Economics and Management 2(1): 29 – 58 (2008) ISSN 1823 - 836X Supplier Development Framework in the Malaysian Automotive Industry: Proton’s Experience RASHID ABDULLAHa*, MAHARJAN KESHAV LALLb AND KIMBARA TATSUOc a University Putra Malaysia b Hiroshima University c Hiroshima University ABSTRACT In a dynamic market, firms need to evolve from traditional to strategic purchasing which aims to reduce the cost of the purchase and that might imply standardization of components, delivery time and levels of inventory. This effort will usually include key suppliers as joint problem solvers and with these problem-solving models to work with; the firm’s attitude towards suppliers may change from confrontation to trust and partnership. From the buyer-supplier relationship perspective, the procurement practice of the buyer is critical and acts as a window to nurture the supplier development effort. This article presents the result of a study on supplier development in the Malaysian automotive industry, which focused on PROTON, and its role in developing the suppliers’ relationships and development. This study indicates that PROTON and its suppliers’ development program plays a crucial role in developing and extending comprehensive support to its supplier’s firm such as supplier selection and appointment, development, match making, and promoting continuous...
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