FOREIGN DIRECT INVESTMENT – LOCATION ATTRACTIVENESS FOR RETAILING FIRMS IN THE EUROPEAN UNION1 Pervez N. Ghauri Manchester School of Management, UMIST United Kingdom Email: Pervez.Ghauri@umist.ac.uk Ulf Elg Dep. of Business Administration, School of Economics and Mgmt, Lund University, Sweden Email: ulf.elg@fek.lu.se Rudolf R. Sinkovics Manchester School of Management, UMIST United Kingdom Email: Rudolf.Sinkovics@umist.ac.uk 1 The authors would like to thank Handelsbanken’s Research Foundations
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Responses to Review Questions Answer One What are the factors that influence a company's 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,
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knowledge creation, the latter to recognize the fact that new knowledge is developed in relationships. Journal of International Business Studies (2009), 40, 1411–1431. doi:10.1057/jibs.2009.24 Keywords: internationalization theories and foreign market entry; network relations theory; experiential knowledge; commitment; trust; opportunity Received: 10 July 2007 Revised: 15 October 2008 Accepted: 4 November 2008 Online publication date: 21 May 2009 INTRODUCTION Much has changed since our model of
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ANALYSIS OF BUSINESS ENVIRONMENT IN SWEDEN Supervisor: Alcina Nunes Students: Ruta Rudokaite and Aiste Sankauskaite Bragança, 2013 Contents Demography and geography 3 Geography 3 Population 4 Language 5 Religion 5 Political, social and legal environment conditions 6 Political Conditions 6 Social conditions 7 Legal environment 8 Economic environment 9 Economic conditions 9 Entrepreneurship conditions 12 Competitiveness indicators 14 Conclusion 17
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Chapter 11 Global Strategy and Organization International Business Strategy, Management & the New Realities by Cavusgil, Knight and Riesenberger International Business: Strategy, Management, and the New Realities 1 Learning Objectives 1. The role of strategy in international business 2. The integration-responsiveness framework 3. Distinct strategies emerging from the integration-responsiveness framework 4. Organizational structure 5. Alternative organizational arrangements for international
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to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
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to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
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International Business ( Semester 2, 2014) * Topic 1: Context * Globalization: There is no agreed or consistent definition for globalization but the key features including: * Everything and everyone equal * Intensive and rapid flows cross border flows (eg product, finance) * Not just economic but social, culture also. * Implication for nation states (countries)- a loss on power for the countries on politically as well as economically. * “ Globalization is
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to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
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Summary Global Marketing A market-responsive approach Svend Hollensen Second Edition 2001 ISBN 0-273-64644-3 -1- PART 1 Chapter 1 THE DECISION WHETHER TO INTERNATIONALIZE Global marketing in the firm SME: small medium sized enterprises LSE: large scale enterprises Companies wit little international experience and a weak position in their home market have little reason to try to perform on global markets. Instead they should try to establish a stronger position on their
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