...Global Business Strategies Week 4 Discussion Questions MGT/448 May 02, 2013 Global Business Strategies Week 4 Discussion Questions What are the elements of capital budgeting? How do you determine these elements in the Global business arena? Provide examples of how you would use capital budgeting analysis to determine the desirability of global projects. There are three different types of capital budgeting processes: centralized, decentralized and integrated. In centralized capital budgeting, top management make all important strategic capital budgeting decisions. Operating managers bid on implementing projects selected by top management. In decentralized capital budgeting operating managers identify and initiate projects that are approved by top management based upon projected financial performance. Integrated capital budgeting has elements of both decentralized and centralized capital budgeting. Capital budgeting process defines the set and size of a firm’s real assets, which in turn generate the cash flows that ultimately determine its profitability, value, and viability. In principle, a firm’s decision to invest in a new project should be made according to whether the project increases the wealth of the firm’s shareholders. The two things to consider when you would use capital budgeting in global projects are the following; What will the Project Cost? This is the first and most basic question a company must answer before pursuing a project. Identifying the cost...
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...Water – The India Story March 23, 2009 1 Table of Contents Summary Global Water Situation – A Snapshot Water in India Innovative Water Management Initiatives 2 Freshwater rich regions across the globe are projected to face water scarcity if current reserves are not managed effectively Global Freshwater Scenario Global Freshwater reserves are rapidly depleting and this is expected to significantly impact many densely populated areas of the world Low to middle income developing regions as well as highly developed countries will face water stress in the future, unless existing water reserves are managed effectively • Although low and middle income developing countries currently have low per capita water consumption, rapid growth in population and inefficient use of water across sectors is expected to lead to a water shortage in the future • Developed countries traditionally have high per capita water consumption and need to focus on reducing their consumption through improved water management techniques and practices By 2025, India, China and select countries in Europe and Africa will face water scarcity if adequate and sustainable water management initiatives are not implemented Freshwater Situation in India Traditionally, India has been well endowed with large Freshwater reserves, but the increasing population and overexploitation of surface and groundwater over the past few decades has resulted in water scarcity in some regions ...
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...Knowledge of Cultures and Politics as Critical Success Factors in Enhancing Managers Success in Managing International Business Dzulfakar Bin Abdullah (Student no: 20131241445) UiTM Programme Code : BM 995 (Doctor of Philosophy in Business Management) Course Code : MGT 950 (Global Strategic Sustainable Management) Assignment 3: Theoretical Paper Lecturer : AP Dr Roshidi Hassan ABSTRACT Business life in the new millennium is becoming increasingly global. The concepts of globalization apply to both large multi-national corporations as well as to local organizations. Knowledge of local culture and politics has become critical success factors (CFSs) for multi-national corporations in their effort for global expansion. Thus in enhancing the success of managing international business (IB) managers must have knowledge of local cultures and political situations. Research on the impact of local culture and political stability on successful management of international business has become of interest only recently due to globalization process. The paper reviews several literatures that try to prove that knowledge of culture and political situation as CFSs for the success of managing international business. Keywords: Critical Success Factors (CFSs), Knowledge, Culture, Politics, International Business, Success. Knowledge of Cultures and Politics as Critical Success Factors in Enhancing Managers Success in Managing International Business Introduction Globalization...
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... Home Page » Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study In: Business and Management The Global Integration of Diversity Management: a Longitudinal Case Study Int. J. of Human Resource Management 18:11 November 2007 1895– 1916 The global integration of diversity management: a longitudinal case study Aulikki Sippola and Adam Smale Abstract Whilst the extant diversity management literature has provided a comprehensive array of theoretical frameworks and empirical studies on how organizations can and have approached the management of a diverse workforce, the same cannot be said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this underresearched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable amount of resources to the global diversity management integration process, reflected in...
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...MGT680-1302D-01 Strategic Management Toolscorp Corporation’s Introduction To The Global Marketplace Strategic Plan Overview David Lomidze American Intercontinental University Dr. Leland Taylor June 17.2013 Abstract This paper will address ToolsCorp Corporation’s attempt to penetrate the global marketplace and broaden the area of the operations and sales. Overall evaluation of the establishment and the environment and Toolscorp Corporation’s long term strategic plan development in early phase and its mission and vision statements will be defined. Toolscorp Corporation’s Introduction To The Global Marketplace Strategic Plan Overview Toolscorp Corporation ToolsCorp Corporation is the well-established organization that builds power tools, lawn mowers, lawn furniture, microwaves, and ranges and located it in Tennessee. All products are manufactured locally and sold through large retailers as Sears, Best Buy, and Wal-Mart. They have some advertisement and although they have a greatly established and very promising business in US and Canada, ToolsCorp is trying to introduce its product into the global marketplace. In case of success Toolscorp will become one of the largest establishment in its field and will overcome its competitors in sales by gaining huge share of the marketplace that gives the Corporation great power of dominating the market. Mission Statement Nine essential components of the mission statement are Customers, Products or Services, Markets...
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...Enterprise Resource Planning (ERP) strategy that places a Relational Database Management System (RDBMS) in central location in which all departments have access to manipulate. Although the existing design is working, evolving strategic demands forces the separation of domestic System Development Life Cycle (SDLC) from the global SDLC efforts. Financial obligations of the ERP processes makes planning and project management efforts more exhausting with global and domestic ROI calculation using the same budget path. Breaking out domestic projects creates the need for a new hierarchical governance structure for domestic SDLC within the ERP framework, which includes an executive, program implementation, and ongoing operations level. The activities for each level will create roles and responsibilities that will enhance the decision-making process in determining the priorities of the domestic project portfolio. The new SSC process will engage the ERP to take a more critical role in meeting the needs of the organization by having the empowerment to modify the ERP system during workflow processes to bring about relevant change to extend the competitive advantage. It will also facilitate the decision to buy or build when applicable only upon its benefits when compared with domestic competitors based on need and available resources (Batada & Raliman, 2011). Furthermore, the development of a domestic version of the Request for Proposal (RFP) document, which will help the direction...
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...Chapter 2 Strategic International Human Resource Management CHAPTER OVERVIEW This chapter is about Strategic International Human Resource Management (SIHRM). While the first chapter described the new global business realities and introduced IHRM, this chapter describes international business strategy and how IHRM supports and enhances the international business strategies of the firm. The chapter starts with a general description of the process of international strategic management and then follows with an explanation of the evolution of international business strategy and describes how IHRM fits into the overall strategic management of the MNE. This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed international business might expect from effectively tying together an international business strategy and SIHRM. The chapter then summarizes the findings of research studies on the nature and role of strategic IHRM. LEARNING OBJECTIVES * Describe the development of SIHRM and the process of international strategic management. * Describe the evolution of the MNE in terms of various stages of internationalization and the methods firms use to enter international markets. * Describe the process for developing MNE strategy and IHRM strategy and the relationship between the two. * The extent and nature of research into...
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...Effects of Quality Management on Domestic and Global Competition Paper MGT 449 SylviaWilkerson April 5, 2010 Quality Management must contain all aspects of the company’s operations in order for an organization to be competitive in the domestic and global market. Quality Management involve management and employees involvement of producing goods and services that continuously satisfy the needs of the customers. As well as providing employees with working environments which is healthy and enables employees to perform above and beyond. To maintain competitive in the business environment, the organization must constantly look out for the opportunities to grow as well as reduce costs. The automobile industry is a competitive organization domestically and globally. By applying the combination of quality and management Toyota Motor Corporation has been voted the most admired motor vehicle company globally by Fortune magazine in 2005 and Ford Motor Company has been recognized as one of the worlds ethical companies. Both companies has been recognized in the automobile industry for their industry quality, global care, and social responsibility. Toyota Motor Corporation (TMC) is one of the global leading manufacturing companies with nearly 70 years in the market and has become the world’s third largest vehicle manufacturer with a wide range of models and high technology. Ford Motor Company have 90 plants world wide. Both automobile companies is recognized globally for their...
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...had been realized – the entire collapse of a centralized management paradigm. Even basic services halted – tomato farms as well as police services could not get deliveries from suppliers, make payrolls, or collect from customers. Even such mundane activities in relatively non-integrated industries could be struck and struck hard by the lack of capital and basic finance. Vastly more complicated and capital intensive industries such as shipbuilding and aircraft manufacturing were throttled the same, but have been destined to much longer and more complicated recoveries. The domestic aircraft industry has been targeted as a “national treasure” industry of focused investment and restoration. In global terms, the Soviet Union was indeed an aerospace superpower. Its engineering ability, productive organization and domestic national market had achieved a vertically integrated and complex product line covering all facets of aircraft markets – light aviation, cargo, military, rotary wing and passenger. Only the United States as a sovereign achieved the same. Europe only managed to retain global competitiveness by massive trans-national subsidies and cooperation in the form of EADS. However, in a global industry of truly leviathan corporations, Russian enterprises were muscle bound in other ways, trapped with products of narrow appeal and lacking in some key technological components not as heavily stressed in their domestic industry. Also keeping them bound were inflexibility in...
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...The Strategic analysis: A Case Study of ZTE This essay studies the strategic management in ZTE and has four parts. First part is a brief introduction of ZTE. Then the environmental analysis of ZTE is given and the challenges are stated. A critical analysis of ZTE’s strategy based on the environment is given in the third part. The last part is the future implication. Part 1 Introduction ZTE first founded as Zhongxing Semiconductor Co. Ltd, in 1985, Shenzhen, China. At its early age, ZTE has gained great success. In 1995, ZTE became the first Chinese firm in telecom industry to attain the ISO09001 quality standard certification. In 1996, ZTE started to take the multi-product research and development strategy, which included wireless switching, transmission, access, video conferencing and power supply systems (ZTE, 2012). In 1997, ZTE was listed on Shenzhen Stock Exchange in China. ZTE is currently the biggest telecommunications equipment manufacturer in China’s A stock market. In 2004, it became the first A-share company to be listed in Hong Kong Stock Exchange (Datamonitor, 2011). The focuses of ZTE never limited only in domestic market. ZTE launched its international expansion and expanded aggressively since 2000s. The initial overseas destinations were mainly in Asia and Africa. Currently, ZTE is becoming a global leading provider of telecom equipment and networking solutions which serves clients in 140 countries across the world (Datamonitor, 2011). Due to ZTE’s implementation...
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...no large cash presence. A commission in doing indirect exporting is often common in which a 3rd party is usually involved. Manufacturing is a much more extensive project in which a company sets up shop in a foreign market. 3. The differences are not that obvious. Strategic alliances often are made to speed up and concentrate on the need for further development of a product. The alliance helps fray down the entire cost of the project whereas joint venture focus more on a common interest in which doing business in a 3rd market is sought or a project is going underway. Both types often have management issues amongst each other. 4. A firm can be multi domestic in relation to each foreign market is different. In a multi domestic market, the need to be adaptive is high along with stressing the principle of trying to keep prices low. All markets differ and the ability to adapt and change to a certain market from a global standpoint will enable a firm to think globally along with being able to fundamentally carry on multi domestic operations within a specific market. 5. One important condition is that a host government may not permit wholly owned subsidiary’s. Another reason a joint venture may be more useful is because there may be tax advantages involved and that two operations take on the risks together. 6. Management contracts are often wanted because expertise is brought with it. A fee is often paid for the know how of delivering tacit-knowledge. In addition, poor nations may...
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...Semester Project: What does it mean to be an Operations Manager in The International Environment Fedorenko Danil 21.02.2013 Introduction Many of the techniques used in Operations Management are essential for the international business consultant. These tools allow consultants to advise companies on selecting the best locations for their facilities, determining the most efficient balance of employees to comprise their global workforce, customizing products to satisfy specific local needs, maximizing the efficiency of the global supply chain, and determining the necessary capacity of local operations. In order to use these tools in a multinational context the operations manager must have a solid grasp on global issues. He or she must be familiar with the firm's overall international strategy and the reasoning that went into developing it. He or she must be must familiar with the critical success factors involved in selecting site locations, the process by which an international corporate strategy is formed, and the changes in the organization that will need to take place in order to implement it. Without a grasp of these concepts the operations manager will not be able to use the tools of operations management to help his or her firm establish a presence in new markets. How OM Techniques can help International Consultants to become better Managers The operations aspect of international consulting should start with a SWOT analysis, an examination of Strengths, Weaknesses...
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...China’s Green Credit Policy: Building Sustainability in the Financial Sector World Resources Institute June 8, 2011 Motoko Aizawa, Sustainability Advisor, IFC The Green Credit Policy - the Domestic Context • Pattern of rapid economic growth characterized by: High consumption of energy and natural resources Environmental pollution & biodiversity loss Growing social tension and inequality • Recognition that administrative measures need to be coupled with market-based policies • Turning to the power of the market: Environmental economic policies Environmental Tax Ecological Compensation Mechanism Green Trade Policy Green Government Procurement Green Insurance Green Securities Green Credit China’s Green Credit Policy • Context: Banks provide 80-90% of funding to Chinese enterprises • Dual Purpose: Direct credits away from highly polluting and high energy-consuming enterprises and projects Direct credits toward energy conservation and emission reduction at preferential terms • Launched in July 2007 by three agencies: Ministry of Environmental Protection (MEP) China Banking Regulatory Commission (CBRC) People’s Bank of China (PBOC) • New feature: Inter-agency collaboration with clear implementation responsibilities Based on lessons learned from the 1995 policy experience IFC Partnership with Chinese Agencies on Green Credit • Objective: Knowledge transfer of IFC experience in sustainable...
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...| 53 | EPC Industry in India: Issues and Challenges EPC Report 4 Cover pages.indd 53 2/20/2011 8:19:18 PM Contents Chemtech Foreword KPMG Foreword Executive Summary Acronyms Used Methodology Coverage and Scope Setting the Context Value Creation Strategies Key External Drivers and Issues Key Internal Issues End-Use Industry Views EPC Industry in India Action Agenda for Sustained Growth Acknowledgements About Chemtech About KPMG in India 48 51 52 52 2 3 4 4 8 8 10 17 22 29 33 |1 | EPC Industry in India: Issues and Challenges EPC Report New.indd 1 2/20/2011 8:13:28 PM CHEMTECH Foreword trong infrastructure and industry are critical for India as the country sees leapfrogging growth. As far as both these sectors are concerned, India is in a sweet spot, which has created multitude of opportunities in the fields of engineering, capital goods and construction. S Though, India has witnessed significant investments in both industrial and infrastructure space, the growth has remained restricted due to various weaknesses of the Indian EPC industry and difficulties for the foreign players to ply in the market. Jasu Shah Founder & Chairman, CHEMTECH Foundation At this juncture, it is an imperative to address the challenges, which restrict the growth of this sector in India and will continue to repress industrial development lest addressed. CHEMTECH has made an attempt to address the issues faced by the EPC industry through each edition of its international...
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...The Reality of Quick Response (QR) in the Japanese Fashion Sector and the Strategy Ahead for the Domestic SME Apparel Manufacturers Nobby (Nobukaza) Azuma School of Management Heriot-Watt University UK E-mail: nobukaza@aol.com N.Azuma@hw.ac.uk Fax: +44-(0) 131-451-3498 Abstract Quick Response (QR) has long been perceived as the essential survival strategy of the textile and apparel (T-A) manufacturers in the developed economies against offshore competition. However, the regionalization of global economies and active governmental investment in the T-A industry in the offshore countries has allowed the offshore QR to become increasingly feasible. This changing facet of QR may spell out more lucrative opportunities for Japanese "apparel firms", which have predominantly in-house creative and marketing functions, to widen the scope and the scale of their fashion business operations, since the economic upgrading in the Pacific Rim will create a huge consumer market that shares similar fashion trends as in the Japanese market. However, the apparel firms' production shift offshore has, on the other hand, threatened the existence of the domestic SME apparel manufacturers that have traditionally served their apparel firms customers, now that QR is no longer the sustainable competitive advantage of domestic manufacturing. The purpose of this paper is to explore the levels of QR implementation, identifying the potential pitfalls and drawbacks of the current QR initiatives in the Japanese...
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