...Portland State University School of Business Administration MGMT 446 – INTERNATIONAL MANAGEMENT Fall, 2011 Dr. Sully Taylor Office hours: 3-5 Tuesdays and by appointment. SBA 560C; email: sullyt@sba.pdx.edu Phone: 503 -725-3761 COURSE CATALOGUE DESCRIPTION AND PREREQUISITES: Study of the managerial functions and problems related to international business activity. The focus of this course is on the management of foreign trade, direct investments, and international operations. In addition, the political, economic, and cultural environments of international business are examined from the perspective of management. Comparative management is also treated through the study of other management systems. Prerequisite: BA 302. COURSE LEARNING OBJECTIVES: 1. To familiarize you with the major management issues organizations face when conducting business in the international arena. 2. To familiarize you with the major concepts concerning adapting management approaches to other institutional, economic and cultural environments. 3. To engage in research and learning that deepens your knowledge and understanding of other economies in the world and how to do business there. 4. To develop your ability to understand, analyze, and anticipate how international events may affect US based business organizations. REQUIRED TEXTS AND MATERIALS: International Management: Managing Across Borders and Cultures. 7th edition. Helen Deresky. Prentice Hall. Companion...
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...this assignment is to grasp a comprehensive understanding of the critical aspects of British Petroleum’s internationalization process, the implications it holds for the international business environment and achieving their internationalization objectives through contemporary context. Overview of organisation When discussing globalization it is critical to emphasis the importance a multinational corporation holds over the international business environment. A Multinational corporation (MNC) is an organisation that has registered facilities and assets in business endeavors in more than one country. MNC’s are highlighted for their success in incorporating products, ideas and cultures from more than one country in order to achieve a common goal. With reference to the definition of a MNC, British Petroleum (BP) is undoubtedly a MNC as it undergoes its business ventures throughout the entire world and in countries such as China, Australia, Canada and Mexico. A key aspect of MNC’s is to multi nationalize every aspect of your organisation when aiming to expand internationally, BP are successful in ensuring that every branch of BP around the world has the common sustainable goals. BP has a direct correlation in Foreign Direct Investment (FDI). A FDI is when an organisation finances into production or business ventures in an external country to the one they are operating in. There are many forms of FDI, however, BP are directly investing through expanding their own operations...
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...Overview The case explains why Starbucks had to expand outside the US and the entry strategies it adopted in international markets, and discusses the various risks faced by Starbucks and the effect of these risks in its revenues in international markets. Problem Major Problem The major problem of the case was the not so well planned international operations of Starbucks compared to its US operations and the entry strategies it adopted in international markets. Minor Problem The minor problems were: The pricing of the products offered. The high level of prices of the products of Starbucks is generally caused by too expensive cost of production that causes suffering to its customers. The operation problems encountered by the business due to lack of a trained workforce. The inappropriate and unsuitable real state/location for its store. Objectives To solve the problems of this case study. To recommend advices and solutions regarding the problems encountered of this business. Facts *Alternative Course of A*ction To study and think carefully about the decision of entering international markets. To go for a supplier of cheaper items needed in the operation that would enable the business to lower the prices of its products and make it affordable and attract those middle as well as low profile consumers. To hire trained applicants to ensure the smooth...
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...BU5003 International Business operation Tutor Dr Neil Moore Assessment number G35691 Number of words 2015 Date 14/11/2012 Essay topic: “The decision to develop and grow business operations can be a daunting prospect for any galvanization. In particular, the decision to expand into overseas markets generates a broad range of challenges and issues. Using contemporary examples and concepts considered in this module discuss the challenges and issues faced by business organizations as they decide whether or not to internationalize their operations.” As a company expands, it begins to get itself involved in marketing programs that may not have been part of the original business plan. Businesses evolve, and plan change and a company may begin to realize that it needs to get involved in international markets. Obviously, it has a lot of benefits when a company enters into a foreign market. Expanding sales, acquiring resources and minimizing risk are the three principal operating objectives that why companies engage in international business. Normally, these three objectives guide all decisions about whether, where and how to engage to be international business. So in order to seek high sales and profits, gain global market share and reduce dependence on existing markets, it is inevitable for any companies to go abroad. However, it also generates enormous number of challenges and issues...
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...BUSA 3000 / Globalization and Business Practices Wednesday 7:15pm- 9:45pm ADL 224 Fall 2013 INSTRUCTOR: Dr. Evaristo Fernando Doria Cell 408.348.4217 Email: edoria@gsu.edu Office: J. Mack Robinson College of Business / 35 Broad Street / Floor 14 / Suite 1419 Student Office Hours: Tuesday and Thursday 4:00pm to 5:00pm. Request always an appointment to edoria@gsu.edu. Email during this course for assignments and exchange of information: busafall2013wednesday@gmail.com. All emails will be answered by instructor within 7 working days. If not, please contact instructor asap. [pic] @edoriaGSU This is my Business Newsletter for my Current and Former Students. You are invited to follow it. It will provide you with information about new job opportunities, business advice, global news, and other topics. TEXT and REQUIRED READINGS: Soft Cover available at GSU Bookstore: International Business: Strategy, Management, and the New Realities by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9781269390705.) Hard Cover includes material to be taught at IB 3090 course: International Business: Strategy, Management, and the New Realities Third Edition by S. Tamer Cavusgil, Gary Knight, John R. Riesenberger, Pearson Prentice-Hall, 2012. (ISBN 9780132991261.) Also Required: Reading the business section of foreign newspapers for your assigned country and other information sources about this country (suggested places to start: http://www...
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...Words Sitting alone on a West Midlands train, I buried my face in my hands wondering what on earth I should do. “I can’t do this,” I told myself. I’d just spent the day calling international schools in Europe trying to sell them an education package for a friend’s business. I think telesales is one of the most soul sucking activities in the entire business world! “I can’t make money for other people for the rest of my life,” I said. “I won’t.” It was the summer of 2005, and it was my seventh day back on British soil after serving an 18-month mission for the LDS church in the US. I graduated with a degree in international business management before my mission, but now the prospect of pushing paper for a career, like all the other business minions, was not appealing. Like the sunny countryside whizzing by, my own train of though was working its way through hills and valleys of possibility. By the time I stepped of that train in my hometown, I had decided to go back to school and leave the country. Speech-language pathology was my ticket out of town. Five months later I had a confirmation of my choice. Without ever asking for it, I received a brochure in the mail from a college in Boston about my chosen program. As I pored over the booklet, one sentence, one word reverberated from the page: “Emerson college desires compassionate students.” Compassion. One word, seven sounds, was reason enough for me to pack up my life, sell everything that didn’t fit in my black...
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...ENTRY USED BY INTERNATIONAL FIRMS TO ENTER INTO NEW MARKETS. TERMPAPER SUBMITTED IN PARTIAL FULLFILMENT OF THE REQUIREMENTS OF THE COURSE GLOBAL STRATEGIC MANAGEMENT, DEPARTMENT OF BUSINESS ADMINISTRATION, AND UNIVERSITY OF NAIROBI. DATE17TH MARCH 2012 Modes of entry used by international firms to enter into new markets. Introduction A mode of entry into an international market is the channel which an organization employs to gain entry to a new international market. International firms use several entry modes to expand their businesses globally, and to enter into new markets, there are some basic decisions that the firm must takes before foreign expansion like: first they determine which markets to enter, when to enter those markets, and on what scale. The decision on which foreign markets to enteris based on the nation’s long run profit potential.-The international firm looks in detail at economic and political factors which influence foreign markets.-Long run benefits of doing business in a country depends on following factors:- Size of market (in terms of demographics)- The present wealth of consumer markets (purchasing power)- Nature of competition. By considering such factors firm can rank countries in terms of their attractiveness andlong-run profit. The time of entry is an important factor to be considered. Entry is early when an international business enters a foreign market before other foreign firms and late when it enters after other international businesses. The...
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...INTERNATIONAL HRM The emphasis throughout this book has been on HRM as it is practice in organizations in the United States. But many of these firms also engage in international trade. A large percentage carry on their international business with only limited facilities and representation in foreign countries. Others, particularly Fortune 500 corporations, have extensive facilities, and personnel in various countries of the world. Managing these resources effectively, and integrating their activities to achieve global advantage, is a challenge to the leadership of these companies. We are quickly moving toward a global economy. While estimates vary widely, approximately 70 to 85 percent of the U.S. economy today is affected by international competition. Recent popular books have suggested that many U.S. companies need to reassess their approach to doing business overseas, particularly in the area of managing human resources. To a large degree, the challenge of managing across borders boils down to the philosophies and systems we use for managing people. In this chapter we will observe that much of what is discussed throughout this text can be applied to foreign operations, provided one is sensitive to the requirements of a particular international setting. The first part of this chapter presents a brief introduction to international business firms. In many important respects, the way a company organizes its international operations influences the type of managerial...
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...Cork Institute of Technology Bachelor of Business (Honours) in Information Systems – Award (NFQ – Level 8) Summer 2007 International Business (Time: 3 Hours) Instructions Answer: Section A: Answer all question one on case study Section B: Answer three (3) from five (5) questions. % of marks allocated for this exam: 70 Do not write, draw or underline in red. Examiners: Ms. C. O’Reilly Mr. L. Elwood Section A: Case study - John Higgins Answer all Question 1 Leonard Prescott, vice president and general manager of Weaver-Yamazaki Pharmaceutical of Japan believed that John Higgins, his executive assistant, was loosing effectiveness in representing the U.S parent company because of an extraordinary identification with the Japanese culture. The parent company, Weaver Pharmaceutical, had extensive international operations and was one of the largest U.S. drug firms. Its competitive position depended heavily on research and development (R&D). Sales activity in Japan started in the early 1930s, when Yamazaki Pharmaceutical, a major producer of drugs and chemicals in Japan, began distributing Weaver’s products. World War II disrupted sales, but Weaver resumed exporting to Japan in 1948 and subsequently captured substantial market share. To prepare for increasingly keen competition from Japanese producers, Weaver and Yamazaki established in 1954 a jointly owned and operated manufacturing subsidiary to produce part of Weaver’s product line. Through the combined effort of both parent...
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...boat market in Australia and produces in excess of 12,000 boats a year. The company is based at Coomera, on Queensland’s Gold Coast, and has over 300 employees. A multi-award winner Quintrex recently won two prestigious 2007 Australian Marine Industry Federation awards in the categories “Day Boat of the Year” and “Fishing Trailerable Boat of the Year (Aluminium Under 6m)” for the 580 Freedom Cruiser and 580 Coast Runner respectively, in May, 2007. Quintrex’s innovative 580 Freedom Cruiser began the winning streak in early May, being awarded Modern Boating magazine’s “Aluminium Boat of the Year” in Sydney. Quintrex Export Manager Trevlynn Petzke, said that the company had not sold into Russia before last year. "Austrade's Moscow-based Business Development Manager, Sergey Kask, alerted us that a customer in Russia might be interested in our range," Mrs Petzke said. "It took about eight months before we made our first sale, because we did not have a dealer in place in Russia. Austrade was vitally important here; they helped us through the process – and have continued to help us." Quintrex now has the Admiral Group as its Russian distributor of aluminium boats up to 7m. Trevlynn Petzke...
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...inception in the 1880's. By nature we do not trust other countries other than our own but globalization is beginning to change all that. There was one way to describe country-to-country relations back then: non-existent. Well at lease when we talk of relations that is founded in trust and understanding. We forge alliances only because of the things we get from it. But globalization has formed some semblance of unity among all us and the concerns of other nation that back then were opted to be resolved on their own are now an issue with other countries as well and all unite to propel themselves to a solution. Globalization is often used for its financial connotations. The influence it has however is not contained solely to the economy. Other international aspects such as social relations, political discourse and psychological manifestations are also a part of globalization. We have constantly heard the globalization pros and cons and the debate of these globalization pros and cons continue up until now. Here is a bit of a crash course of the pros and the cons of globalization. Pros of globalization are that more accessible market for anyone all over the world regardless of color, race, and social class. “Steady supply of cash to developing countries and even the well established ones. There is an increase in the production capabilities of companies and because of this they now have more freedom to customize their services and products fitted to the needs of the consumers. Political merging...
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...firms to local markets. 1989, came the idea of the transnational firm is described as a less bureaucratic firm that has differentiated subsidiary roles and control is mostly based on organizational culture and administrative heritage. It continues to examine the global multibusiness firm (GMBF), a more appropriate model, incorporates insights of earlier model but also identifies evolving business technologies and managerial management which have changed the strategic face of global business. Strategic assembly involves constructing firms in a forward looking manner with the aim of gaining and maintaining competitive advantage. There are three stages of international firms, multinationals, transnational and global multibussiness. And finally, the article talks about, more recent concept of transnational firms which has shifted focus of global strategy away from tension between local market and scale based economies. International companies of today are embedded in a turbulent environment which is direction and pace.GMBF construct proposes which are changing the international business environment. It identifies the resources needed so as to gain competitive advantage and also the strategic purpose of the resources. A case study of Renault group and Renault Turkey identifies the nature of relationship and dynamic character of global assembly. NAME: IRUNGU MARY...
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...Management COURSE OUTLINE ATW 395/3 – International Business Lecturer: Dr.Shankar Chelliah (DBA) Day/Time/Venue: Monday/9.00-10.50am/DK S email: shankarchelliah1@gmail.com Tel: 04 653 3426/012-4618731 Office: Level 2, Room 216, School of Management COURSE SYNOPSIS The course aims to introduce the core knowledge of international business as a core subject in the bachelor program. The students will be exposed to globalization, international business theories, government intervention in international business, emerging market, foreign market entry strategies and the existence of regional economic integration that affect international business. COURSE OBJECTIVES The objectives of the course are: 1. To enable students to understand the impact of globalisation and the key issues facing international businesses 2. To explain the environment in international business such as politics and law, emerging market and the regional economic integration 3. To make students appreciate the existence and use of fundamental international business theories and its evolution 4. To enable students to understand the various entry modes available to capture international market LEARNING OUTCOMES At the end of the course, students will be able to: 1. Acquire the pre-requisite knowledge of venturing a business at international level and describe the key concepts that driving globalization 2. Comprehend the environment of international business where the firm operates, and the challenges...
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...Syllabus International Business 1 (IB-1) 2012-2013 1-IBMS 1. INTRODUCTION This International Business (IB-1) course is designed to provide students with a basic understanding of the international business environment. In order to be successful, IBMS Students need to familiarize themselves with the basic concepts and definitions of today’s competitive business world. Students must become aware of the major actors and forces that help shape the international business context. The course covers a variety of topics, which include the theoretical foundations of global trade and investment, the political environment, foreign direct investment and market entry, international business strategy and operations. The course is structured around lectures and workshops. Students are expected to attend all lectures and workshops. In the lectures, students will learn about the field of international business. In the workshops, students are expected to present and discuss international business cases. These business cases provide helpful examples and insights towards an understanding of the International Business theory taught in lecture classes. Students are encouraged to contribute to meaningful discussions, develop the ability to defend their position and apply knowledge to “real life” situations based on the cases presented in class. Attendance IB-1 is not a spectator sport. Attendance and contribution accounts for 10%...
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...Azerbaijan State Oil Academy MBA Programme International Business Environment SYLLABUS Instructor: E-mail: Term: Class Day(s): Total course duration Mehriban Kerimli mehriban.k@gmail.com Autumn 2014 Thursday, 1830 51 hours REQUIRED TEXT: International Business: The New Realities, by Cavusgil, Knight, & Riesenberger COURSE DESCRIPTION This course provides an overview of the environments, markets, institutions, challenges, strategies, and operations of international and cross-cultural business; the globalization of business and associated challenges posed for the competitiveness of the modern enterprise; and the orientations, strategies, and tactics appropriate for international business success. COURSE OBJECTIVES: Upon conclusion of this course, diligent students should: become sensitized to the urgency and challenges of international business; have a substantial understanding of the fundamentals of international business with respect to the environments and consumers in major world markets; understand basic managerial requirements for the successful performance of firms in international business; be able to fit in quickly and perform in the international business operations of any firm. The case is not a team project and must be completed independently. CASE To facilitate learning about real-world international business and help improve your writing ability, you will be assigned one case from the text to write up. In writing up the case, your task is to respond to all the questions...
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