... The internationalization of Renault : a strategy of development in emerging countries Nowadays, Renault is the car manufacturer of reference in France, ahead of Peugeot and Citroën of the PSA group. The Renault-Nissan alliance, established in 1999 and based on two independent companies with their own culture and their own brand identity, is the fourth largest automotive group in the world. After experiencing some difficulties in the 80's, Renault has developed an aggressive strategy of international development that makes it today one of the key players in the global automotive market. By focusing on cultural, political, legal and ethical issues, we will first explain the different stages and difficulties in the internationalization of the group. Then, we will study its different implementation strategies in the several new markets and finally, we will discuss the consequences of the internationalization of Renault. The story of Renault started on the 24th of December in 1898. The society Renault Frères grew rapidly and in 1903, Fernand Renault started to develop the commercial network of the company and created the first subsidiaries abroad – England, Belgium, Italy, Germany, Spain and the United States. However, because of collaboration during the 2 nd world war, the state became owner of Renault Frères in 1945. During this period, the internationalization was started but limited : only some european countries and french colonies like Algeria were foreign markets. It was...
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...capabilities of the firm that can be leveraged to create competitive advantage. Effective international strategy depends greatly on the proper configuration and management of a company’s global value chain. The sometimes conflicting demands of global integration versus local responsiveness are examined. Finally, a typology of strategic alternatives including multidomestic, international, global, and transnational strategies is presented. CHAPTER OUTLINE OPENING CASE: Value Creation in the Global Apparel Industry [See Fig 11.1 and Map 11.1.] Zara, a large clothing retailer headquartered in northwest Spain, has used an innovative strategy to power its global expansion. The company has grown to more than 1,292 stores in 72 countries since its founding in 1975. Zara has made extensive use of information technology and e-business methods to implement dramatic reductions in the time it takes to design, manufacture, and distribute fashionable clothing at moderate prices. Zara has achieved extraordinary speed and...
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...Cash is flooding into emerging markets by Patrick Gillespie @CNNMoneyInvestApril 25, 2016: 4:38 PM ET Brazil lawmakers vote to impeach President Rousseff Investors are hungry for emerging markets again. Nearly $10 billion has rushed into emerging market debt in just the last two months. Experts say that's a significant turnaround -- a net $103 billion bolted out of emerging market debt between 2013 and 2015, according to Bank of America (BAC) Merrill Lynch research. Money is starting to flow into emerging market stocks too as recently as last week, though not as much yet. The timing is good. The broad MSCI emerging market stock index is up 5.5% this year, well above the gains -- or lack thereof -- in U.S. and European markets. Stock markets in Brazil, Argentina and Russia are up 10% or more so far this year. South Africa and Mexico's markets are up too. "We are in a sweet spot for emerging market assets," says Richard Turnill, BlackRock (BLK)'s Global Chief Investment Strategist. Interest in emerging market investments is being fueled by a few key changes, experts say. In short, many of last year's headwinds have become this year's tailwinds. 1. Commodity prices, which drive growth in emerging markets, have risen since February after plummeting the last two years. 2. The Federal Reserve now expects to raise U.S. rates fewer times this year than previously thought. Higher rates tends to attract more money. So investors are seeking higher returns in riskier...
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... 7. References……………………………………………………………………… 16 1. Executive summary This report aims to analyze the branding activities of Jaguar Cars and how the company is run with the help of its main global marketing activities. The report discusses and analyses the external business environment of the company using situational analytical tools such as the PEST analysis and Porter’s five forces. To better understand the branding of Jaguar Cars, the ‘Brand Onion’ tool has been used to analyze the company’s marketing mix. The report also compares and contrasts the way in which the brand image has been communicated in mature developed markets and emerging markets. Specifically this report will analyze Jaguar’s position in the automobile market in the United Kingdom and the United States of America as the developed countries and China’s emerging economy. 2. Introduction a. Overview of the Automotive industry in the UK The United Kingdom has a strong and growing automotive...
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...SPECIAL REPORT ON EMERGING MARKETS www.dreamgains.com White Paper Special Report On Emerging Markets ABSTRACT This paper examines the four emerging economies- Brazil, India, Russia and China (BRIC) - that are expected to play an increasingly important role in the global economy in the coming decades. These four countries have come to symbolize the exciting challenges and opportunities presented by dynamic emerging markets. The first part of the report outlines key features of these economies and their growing contribution to world output and trade. The second part analyses the contribution of India towards the same. By 2050, the BRIC economies will account for 44% of global GDP. The emerging market accounts for an increasing share of global activity. Two centuries of vigorous industrialization has propelled economies of North America, Western Europe and Japan into a dominant position in terms of their share of world output. But the past three decades have seen steady erosion from the peak they attained during the 1970. The emerging economies now account for over half of world output. These dynamic economies are changing the world economic order as they industrialize, improve their infrastructure and rapidly develop their service sectors. By 2050, they will account for almost 78% of global output. This projection uses realistic assumptions of annual growth rates of 5.3% to 2050, well below those posted in recent decades by the economies of developing Asia at over...
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...000 per year.) From 2000 to 2008, the BRIC countries' combined share of total world economic output rose from 16 to 22 percent. Together, the BRIC countries accounted for 30 percent of the increase in global output during the period. As BRICS observed as emerging market, many investors recognize the potentially attractive return characteristics and diversification benefits of this asset class. However, most pension plans and other institutions currently allocate less than 5% of their overall portfolio to emerging market equities. In Russia there is by now momentous verification of the growth of consumerism throughout the history decade. Parallel trends are observing in China and India, where middle classes growth is very quick. It is anticipated that within a decade, each of BRIC countries will demonstrate higher profits, amplified demand for capital, and stronger state currencies. As a result, overseas firms will desire to observe foremost financial pointers, as Purchasing Power Parity, Gross National Income and Human Development Index, in addition to developments in the cultural, political, and legal environments of those countries The BRIC thesis posits that China and India will become the world's dominant suppliers of manufactured goods and services, respectively, while Brazil and Russia will become similarly Dominant as suppliers of raw materials. It's important to note that the Goldman Sachs thesis isn't that these countries are a political alliance (like the European...
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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, 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...
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...in your country? 5 Question 3: Do you think recency bias has led to overestimating the potential of the BRICs? How would you, as a manager for a company assessing these markets, try to control this bias? 6 Question 4: How might managers interpret the potential for their product in a market that is, in absolute economic terms, large but, on a per capita basis, characterized by a majority of poor to very poor consumers? 6 Question 5: In the event that the BRICs fail to meet projected performance, what would be some of the implications for international business? 6 Question 6: Compare and contrast the merits of GNI per capita versus the idea of purchasing power parity, human development, and green economics as indicators of economic potential in Brazil, Russia, China, and India. 7 Conclusion 8 Reference 9 “BRIC” BRIC is a grouping acronym that refers to the countries of Brazil. Russia. India and China, which are all deemed to be at a similar stage of newly advanced economic development. It is typically rendered as "the BRICs" or "the BRIC countries" or "the BRIC economies" or alternatively as the "Big Four" BRICS is an international political organization of leading emerging economies, arising out of the inclusion of South Africa into the BRIC group in 2010. As of 2012. its five members are Brazil. Russia, India. China and South Africa. With the possible exception of Russia, the BRICS members are all developing or newly industrialized countries, but they...
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...Influences of emerging technology The impact of new and emerging technology on the global scale depends very much on the same factors that influence local acceptance and uptake. There are countries with different levels of industrialisation, technology infrastructure and wealth. Also political cultural and economic forces in present help various technologies succeed in some area and hinders them in others. If there is a rise in acceptance in technology it could create manufacturing opportunities. China with its huge population combined with political and cultural change has become the favoured location for many manufacturing industries. Countries with strong economic growth and population and a good disposable income are very accepting to the rapid uptake of technology. At the moment there is an enormous growth in information and communication fields. This has created a significant social change. (p167) Copy paragraph p168. Emerging technologies often result from an unorthodox combination of existing entities. The focus of these new technologies lies in the areas of: * Group collaboration on tasks * Next generation internet architecture that facilitates smoother communication * Real-world web services It is the norm to have multidisciplinary teams from around the globe working on one project. Collaboration tools * Podcasts * Peer to peer voice over IP * Desktop search * wikis Research of the new technologies p 170-171 Factors...
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...global emerging markets studied by Goldman Sachs Investment Research. In this paper I will revise the initial portfolio strategy from 1999 that touched on long-term perspective on short term risk. The emerging countries are within Asia, Latin America, Eastern Europe, and Middle East. The information the company provided was strictly based on a predicted study of future outcomes based on emerging markets. The paper of itself does not issue a company strategy on how to use the information found. In this paper I will use scenarios the company presents and determine how Goldman Sachs should invest 5 million dollars recently received to maximize its wealth. In the overview Goldman Sachs mentioned: That they developed a model of discount rate determination that permits the company to recreate discount rate history and calculate discount rates for 23 emerging markets over the last 25 years. The comparison of current discount rates versus their long-term trend has powerful investment implications and turns the investment decision on its head. Abnormally high discount rates relative to history (normally interpreted as punishing cash flows) may be a buy signal, while abnormally low rates may be a sell signal. Current emerging market discount rates are approximately in line with their five-year moving average. From purely a risk perspective, Asian markets appear undervalued, while Latin America and EMEA seem to be slightly overvalued (Mariscal and Hargis, p. 1). Emerging markets...
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...leader in building materials, encourages great commitments to customers, employees, and other stakeholders. The organization has developed it’s strategies, geographical focus, product mix and operational elements to regularly keep up with the changing market place and sustain it’s leading role. The restructuring of the organization has vastly improved performance. Grouping the cement and the concrete division under the same country manager instead of having two enables specific focus to the end consumer as well as cutting unnecessary internal costs. After organizational restructuring, the company changed it’s geographical focus going from the normal traditional structures in place in Asia, Middle East, Europe and North America, to new adaptable structures in emerging markets. This change included dividing operations into 3 regions, so that each center would be a mix of both emerging and developing – this way. Weaker markets could piggyback on the benefits of developed regions. This approach stemmed from the reality that emerging countries are driving sustainable needs for infrastructure and housing. Changing the product portfolio and market differentiation remained a top priority for Lafarge. Two main projects have been launched by the Boston Company Group, to achieve the right balance of product and market differentiation. BCG launched the Extra Mile and the RTM (Route to Market) projects. The two projects aim to change the product portfolio by adapting the...
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...Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Our series of company, industry and country profiles complements our premium products, providing top-level information on 10,000 companies, 2,500 industries and 50 countries. While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative and quantitative summary information you need - including predictions and forecasts. All Rights...
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...and our present expectations or projections. These risks include, but are not limited to, obesity and other health concerns; scarcity and quality of water; changes in the nonalcoholic beverages business environment, including changes in consumer preferences based on health and nutrition considerations and obesity concerns; shifting consumer tastes and needs, changes in lifestyles and competitive product and pricing pressures; risks related to the assets acquired and liabilities assumed in the acquisition, as well as the integration, of Coca-Cola Enterprises Inc.'s former North American business; continuing uncertainty in the credit and equity market conditions; increased competition; our ability to expand our operations in developing and emerging markets; foreign currency exchange rate fluctuations; increases in interest rates; our ability to maintain good relationships with our bottling partners; the financial condition of our bottling partners; increases in income tax rates or changes in income tax laws; increases in indirect taxes or new indirect taxes; our ability and the ability of our bottling partners to maintain good labor relations, including the ability to renew collective bargaining agreements on satisfactory terms...
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...HBR.ORG The Globe F A Cautionary Tale for Emerging Market Giants PHOTOGRAPHY: GETTY IMAGES How leadership failures in corporate Japan knocked its companies off the world stage by J. Stewart Black and Allen J. Morrison ifteen years ago, Japanese companies accounted for 141 of the companies and 35.2% of the revenues of Fortune’s then brand-new Global 500 list. By 2000 their share of revenues had fallen to 20.8%, and by last year it had shrunk to 11.2%, with only 68 Japanese companies making the list. During the same period, U.S. firms’ portion of Global 500 revenues, which was 28.4% in 1995, grew slightly, to 30%. Firms from the European Union and Switzerland, meanwhile, increased their portion from 31% to 36%. Much of Japan’s loss has been a gain for firms from emerging markets. Since 1995 companies from the BRIC nations (Brazil, Russia, India, and China) have seen their combined share of Global 500 revenues leap from 0.9% to 10.4%. But will those countries lose their edge in the years ahead, as Japan did? Or will they find ways to remain globally competitive and protect their share—as the U.S. and Europe have done? To answer those questions, we first need to understand why Japan was unable to continue the meteoric rise it saw in the 1970s and 1980s, because the new generation of emerging-country multinationals bears a disturbing resemblance to corporate Japan in the 1990s. Over the past quarter century, we have tracked the rise and fall of Japanese business, and...
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...sustained severe losses in the first two weeks of October, 2008, accelerating the downward trend that started at the beginning of the year. As a consequence, from New York to Moscow, and London to Sao Paulo, equity prices have fallen sharply – with the major stock indices of the G7 and BRICs losing nearly half of their value since the beginning of the year. This has seriously damaged banks’ balance sheets and restricted their lending capacity. With the cost of short-term credit rising dramatically and liquidity drying up, these events have been dubbed the worst financial meltdown since the Great Depression in 1930s. More importantly, the shock waves from the US financial market have spread throughout the globe, with many countries on the brink of recession (see Figure 1, Appendix). How did a “house fire” in America turn into a global banking crisis? Sub-prime mortgages are a financial innovation designed to provide home ownership opportunities to borrowers in the U.S. with a higher risk profile (such as borrowers with low incomes, bad credit histories or limited disposable income). Most of the sub-prime mortgages were given out on a variable interest-rate basis, with the risk of potentially large adjustments to monthly payments if interest rates rose. Instruments of this nature increase the probability of foreclosure. Institutions (lenders) were “easy” with credit regarding these mortgages under the assumption that housing prices would continue to appreciate...
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