Theory of Absolute Advantage

Theory of Absolute Advantage (Adam smith theory)

  • Regarded as first formal theory in int’l trade
  • Country’s wealth is based on its available goods/ services rather than gold
  • Prescribes country to specialize in that product
    • That give it competitive advantage.
    • Advantage can be Natural/ Acquired.
  • Natural adv. Considers climate and natural resources
  • Acquired adv. Considers technology/ skill development through human effort
CountryOutput of XOutput of Y
A2 units4 units
B1 unit6 units
  • Absolute cost adv. To country A = product X, 2x>1x
  • Absolute cost adv. To country B = Product Y, 6Y>4Y
  • Specialization is recommended in respective goods.
    • Country A= X, Country B=y

Exchange rate:

Country A, 1x=2y

Country B, 1x=6y

  • Country A export… 2x for 6y, net gain= 2y (6-4)
  • Country B export … 6y for 2x, net gain= 1x (2-1)

Functional Area of International Business

Functional area of IB

Global Production/ Operations mgmt.

Global Prodn. / mfg.

Outsourcing.

Benefits of Outsourcing.

Risks/ Challenges of Outsourcing/ Global Sourcing

Logistics

Managing global supply chain.

Total Quality Mgmt.

Quality circle.

Six Sigma.

Inventory Mgmt.

Just In Time (JIT).

Foreign Trade Zones (FTZs)

Transport mgmt.

Concept of Global marketing/ Marketing Strategy.

GLOBAL MARKETING.

GLOBAL MARKETING STRATEGY.

Global marketing strategy:

ADAPTATION:

STANDARDIZATION.

Product strategies:

PRODUCT.

Global Branding

New product development

Why product innovation is essential?

Pricing & Strategy

PRICE DISCRIMIATION

Pricing Strategies

1.      Standardize pricing and local pricing

2.      Cost-based pricing

3.      Aggressive Export Pricing

4.      Penetration/ Skimming Price

5.      Transfer pricing

Factors affecting Int’l Pricing

Marketing communication & Strategy

Strategy on Standardization & Adaptation

Strategy on Media choice and communication/ Advt. Method

Strategy on Creative Communication

Distribution & Strategies

Types of int’l distribution channel/ Intermediaries

1.      Home country-channel

2.      Foreign country channel

3.      Alternative distribution structures

Int’l Distribution Strategies

Major factors Affecting consideration for Developing Int’l Distribution strategy

1.      Retail Concentration

2.      Channel Length

3.      Channel Exclusivity

4.      Other marketing considerations

a)      Consumer/ Market Consideration

b)      Company consideration

c)      Product consideration.

d)      Competitive environment – homogenous product direct channel

e)      Costs – incl. channel cost (commission, discount, incentive), Physical cost (transport, storage, inventory).

f)       Intermediary considerations.

Issues in int’l Distribution.

Global E-Marketing Strategy

STRATEGIES:

Alternative E-Biz Strategies.

Strategy in E-Documentation of Trade

Financial Mgmt. in IB.

Key function of Financial Mgmt

Sources of Funds for Int’l Operations.

Sources of global Debt-financing

Offshore Financial Centers (OFCs)

Investment Decisions

Tax practices

TAX TYPES. Tax Heaven.

Eliminating Multiple Taxation

Currency Risk Mgmt

Types of Currency Exposure Risks

Lessard-Lorange Model

Int’l HR Mgmt

Staffing Policy

Developing staffing policies

Diversity Mgmt

Labor Relation

Management Issues in Labor Relation

Preparing Employees for Repatriation

Global Production/ Operations mgmt.

  • Function that concerns with transformation of material resources inputs into output.
  • Opt./ prodn. Mgmt. has increased its role as:
    • Globally need to formulate strategy of mass production
    • Blending with concept of TQM
  • Effective utilization of resources making it
    • Cost effective manner
    • Satisfying increasing demand of customer
    • Through qualitative & quantitative needs
  • Firm need to make prodn. & logistics more efficient
  • Helps to improve firm’s competitive position which is possible by:
    • Lowering cost of value creation
    • Performing value creation activities
  • 3 issues should be considered
    • Where to produce,
    • What to make & buy
    • How to coordinate globally
  • 3 components of global prodn. Operation mgmt. are
    • Global production/ mfg.
    • Global sourcing and logistics
    • Supply chain mgmt.

Global Prodn. / mfg.

  • Basically, concerns with Where to produce,
  • While choosing location of prodn.
  • Firm choose particular country coz. Of location-specific advantages of the country.
  • Enter in market through FDI
    • Other market entering strategy
  • Use Virtual mfg. strategy to subcontract the mfg. to other firm in foreign country.
    • E.g. Nike don’t mfg., they subcontract to other companies in world
  • Manager should consider following factor:
    • Country Factor:
      • Influence factor cost, political economy, national culture on production cost
      • Allowing presence of location externalities
    • Technological factor:
      • Include fixed cost of setting up production facilities,
      • Minimum efficient scale of prodn.
      • Available mfg. tech. for mass customization
    • Product Factor:
      • Consists of value-to-weight ratio of product
      • Whether product serves universal needs
  • Global mfg. strategy depends on 4 key factors:
    • Compatibility- efficiency, cost, quality, flexibility, innovation
    • Configuration- centralize mfg., mfg. facility at specific region, multidomestic facility,
    • Coordination- linking & integration activity
    • Control- ensure manager implement the strategy as planned

Outsourcing

  • Function to outsource a firm’s production & operation activities from foreign countries
  • IB manager build/ manage supplier networks,
    • They will have to globally source production inputs.
  • Companies may make components domestically,
    • Or buy from foreign independent suppliers which
      • Provides greater flexibility for vertical integration.
  • Designed to win more orders for firm form a country
    • By pushing sub contracts.

Benefits of Outsourcing

  • Cost efficient- adv. of large gap between advance economy & emerging market
  • High tech products- get product components based on better technology
  • Better quality product- specialize in given product
  • Better delivery service- maintain timetable delivery of ordered component

Risks/ Challenges of Outsourcing/ Global Sourcing:

  • Cost lower then expected cost saving
  • Environmental factor- currency fluctuation, tariff, costs, energy cost,
  • Weak legal env. – china, India, Nepal,- weak IPR laws
  • Inadequate/ low skilled labor
  • Risk of creating competitors

Logistics:

  • Part of supply chain process that
    • Plans, implement, control efficient/ effective flow & storage of G/S and
    • Related info. from point of origin to point of consumption… to meet consumer needs
  • Covers all the activities that move materials to
    • prodn. Facility like factory through  
    •  prodn. Process and distribution system to user
  • Physically moves goods through supply chain
  • Incorporates:
    • Information
    • Transportation
    • Inventory
    • Material handling
  • IB manager reduce moving & storage cost by using JIT

Managing global supply chain

  • Company’s supply chain involved the
    • Coordination of material, info, fund, from
    • From initial raw material supplier to ultimate consumer
  • Mgmt. of value-added process from supplier to customers
  • Global Supply Chain refers to the firm’s integrated network of
    • Sourcing, prodn, distribution, organization
    • On world scale and located in countries
    • Where competitive advantage can be maximized.
  • Value chain is collection of activities intended
    • To design, produce, market, deliver, support G/s
  • Supply chain is collection of logistics specialists & activities
    • That provides input to mfg.er/ retailer
  • Supply chain mgmt. involved series of value-adding activities
    • that connect a company’s supply side.
  • Supply chain mgmt. differs from Material mgmt.
  • Material Mgmt. focuses more on transport/ storage of materials & final goods
  • Whereas supply chain mgmt. extends beyond that,
    • Includes mgmt. of supplier & customer reln.

Supply chain mgmt. strategy includes following elements:

  • Customer service requirement
  • Inventory mgmt.
  • Business process
  • Information system
  • Performance goal

Total Quality Mgmt.

  • Process that aims eliminating all the defect in prodn.
  • Stressing on 3 principles:             
    • Customer satisfaction
    • Employee involvement
    • Continuous improvement in quality

Quality circle

  • Small work groups that meet periodically to discuss
    • Ways to improve their functional areas &
    • Product quality continuously

Six Sigma

  • Statistically based philosophy that aims
    • To reduce defects
    • Boost productivity
    • Eliminate wastage
    • Reduce cost through out a company.
  • Prodn. Should be so much accurate that there could be only
    • 3.4 defects in a million units.

Inventory Mgmt.

  • Focuses more on transportation & storage of materials, final goods
    • So that production efficiency & productivity
    • Can be achieved without affecting flow of prodn.

Just In Time (JIT)

  • Sourcing raw materials and other parts
    • Just as they needed in the mfg. process
  • System gets raw materials, part, components to org.
    • Just in time for use without spending on inventory.

Foreign Trade Zones (FTZs)

  • Special locations for storing domestic and imported inventory
    • Avoiding paying duties until inventory is used in prodn. / sold
  • Same thing is with Export Processing Zone (EPZ)
    • To boost competitiveness in int’l trade.

Transport mgmt.

  • Relates to managing/ building transportation networks
    • For global operations of business
  • Transportation links together= supplier & mfg. companies – then customers
  • Involves decisions on selecting/ using most suitable, efficient
    • Means of transportation
  • Int’l trade takes place by air, ropeways, road

Concept of Global marketing/ Marketing Strategy

GLOBAL MARKETING

  • Multinational process of planning and executing
    • Conception, pricing, promotion, distribution of ideas, goods, services
    • To create exchanges that satisfy ind. & org. Goals
  • It is performance of biz. Activities that directs
    • Flow of company’s good/ service
    • To consumer/ users in more than one nation.
  • Global marketing is marketing process of focusing
    • The resources & objectives of company on global marketing opportunity
  • It consists in 4 major areas:
    • Product strategy
    • Pricing strategy
    • Promotion/ marketing communication strategy
    • Distribution strategy

GLOBAL MARKETING STRATEGY

  • Plan of action the firm develops for foreign markets
    • That guides its decision making on:
      • How to position itself & its offerings
      • Which customer segments to target
      • To what degree standardize programming elements

Global marketing strategy:

ADAPTATION:

  • Strategy in which firm modifies
    • One or more elements of its global marketing program
    • To accommodate specific customer requirements
    • In particular foreign market

STANDARDIZATION

  • Strategy that makes marketing program elements uniform.
    • With same product/ service in different target market
    • Even in global market place.
  • It is remarkable for 3 outcomes:
    • Cost reduction
    • Improved planning/ control
    • Ability to develop consistent image and
    • Build global brand

Product strategies:

PRODUCT

  • Firm’s offering that can satisfy needs of customers
    • In socially acceptable way
    • Which consists of
      • Physical goods   … Services
      • Ideas and information
      • Events                   …. IPRs

CONSIDERATION IN PRODUCT STRATEGY AND PLANNING:

BrandingPackagingLabelling
WarrantyCountry of originIPLC – Int’l product life cycle

Global Branding:

  • Brand that reach the world’s mega market and
    • Perceived as same brand by consumers and internal constituents
  • It can increase effectiveness of marketing strategy of firm
    • Allows to charge higher prices and
    • Deal more effectively in marketing + competitors
  • Provides sense of trust and confidence in purchasing decision

New product development:

  • It is to develop new product for new foreign market
  • Variation on product adaptation strategy
  • Adaptation policy makes modification on existing product line
  • New product development policy involves developing noticeably different product

NEW PRODUCT DEVELOPMENT PROCESS

  • Idea generation                idea screening
  • Concept of development              marketing strategy development
  • Business analysis                              product development & testing
  • Test marketing                                  commercialization

Why product innovation is essential?

  • Innovative product carry export potential
  • Marketer facing decline sales can find another foreign market (IPLC)
  • Innovative product improves staying power in market

Pricing & Strategy:

  • Fair price is either low/ high
    • As it reflects perceived value of product
  • Too high price discourage buyers
  • Too low price incur loss to marketing firm

PRICE DISCRIMIATION

  • Consumer in different countries are charged
    • Different prices for same product/service
  • Strategy to maximize their profits
  • Effective in national market where there is price elasticity of demand

PRICE ESCALATION

  • Challenge for exporters in pricing coz.
    • It raises the prices for end-user (customers)
    • To very high levels in export market

GRAT MARKET ACTIVITY:

  • Price variation leads to gray market activity
  • Legal importation of genuine products into country
    • By intermediaries other than
    • Other than authorized distributors
  • Also known as parallel imports

Pricing Strategies:

  • Firm uses pricing strategy as strategy
    • To survive and win competition
  • Key pricing strategies are:

1.      Standardize pricing and local pricing

  • Int’l firm uses standardize price in foreign markets
    • In which same price is charged for all products in foreign market 
  • Local pricing- different prices are charged in different market
    • Reflecting difference in factors like:
      • Consumer purchase power
      • Distribution cost /    Tax system

2.      Cost-based pricing

  • Price of product depend in cost structure measured in terms of
    • Fixed, variable costs, profit, tariff, etc.  
    • Involved in production, mgmt., distribution, etc.

3.      Aggressive Export Pricing:

  • Aggressive export pricing is one adopted
    • To gain market share or
    • To remain competitive in int’l market
  • E.g. Dynamic Incremental pricing it assumes that it will have certain fixed costs
    • Whether or not it exports its product overseas

4.      Penetration/ Skimming Pricing:

Penetration pricing:

  • Policy in which product is first priced
    • Below the price of competitors product
    • So that it could quickly penetrate in market
    • Then raise it to target level

Skimming Pricing:

  • Policy in which product is priced
    • Above the competitors’ product when
    • Competition is minimal and
    • Firm can quickly recover investment

5.      Transfer pricing:

  • Pricing product for intra-corporate (within org.) SALES
  • Policy used in intra-firm sales for commercial transaction
    • Between two units of same MNC
  • E.g. Dabor Nepal produce 1000 units (WIP) and
    • Sell them in Dabor India (Finished goods)
    • Pricing applied there in would be transfer pricing

Factors affecting Int’l Pricing:

  1. Cost of production
  2. Production cost incurred to produce a product would determine price
  3. Exchange rates
    • Foreign exchange rate is critical issue in int’l marketing
      • But it has no impact in domestic marketing
  4. Market share and nature of product       
    • Company with bigger market share enjoy pricing flexibility
    • Market share can be bought with low pricing
  5. Tariff and Distribution cost
    • Products cost higher in host country
      • Due to tariff and foreign country distribution costs
  6. Promotion costs
    • If company spends more money in advt. in foreign market
      • It would see increase in promo cost
  7. Cultural factors:
    • E.g. south Asia have strong bargaining culture
      • When it comes to price of product

Marketing communication & Strategy”

  • Also known as marketing promotion
  • Companies use marketing comm.
    • To provide info. / communicate with
    • Potential & existing consumers
    • With aim of creating demand
  • Concentrates more on advertising strategy
  • Int’l promotion & advt. strategy relates
  • Firm’s attempt on communicating with target customer in foreign market
  • Communicating with customers in foreign markets is important
    • Due to geographical/ psy. Distances
  • Int’l communication strategy focuses more particularly
    • On Advt. as Personal selling is not possible
  • There can be
    • Direct marketing
    • Sales promotion

Strategy on Standardization & Adaptation:

  • Standardization:
    • Process of globalizing company’s promotional policy/ strategy
      • So that promotional message is uniform in all target market
  • Adaptation:
    • Act of changing company’s promotional mix to each country/ market
      • Creating local campaign

Strategy on Media choice and communication/ Advt. Method

  • Print media – newspaper, magazine, journal, catalogues
  • Audio-visual – TV, Films, Slides
  • Internet/ mobile – webpage, email message, SMS
  • Mural/ display media- wall painting, hoarding board, neo lights

Strategy on Creative Communication

  • Language factor – must be short, avoid slang/ idioms. Visual ads are best
  • Legal factor – must not be used if foreign country does not permit. Nepal govt. avoid tobacco ads
  • Socio-cultural factor – must consider cultural diversity. Local manager share imp. Input/ info
  • Production/ Cost factor – highly artful advt. is symbol of creativity & costly to produce

Distribution & Strategies:

  • Links mfg.er and final int’l consumers
  • Vary from one region to another/ one market to another
  • Consumer product channel of distribution
    • Tend to be longer than industrial product channel

Types of int’l distribution channel/ Intermediaries

There are 2 alternatives:

  1. Using estd. Channel- already existing channel is used
  2. Building company’s own channel- creating new distribution channels

Manager should have understanding on what type of channel that can operate in international distribution system:

1.      Home country-channel

  • Export mgmt. companies – researching, representing, screening, shipping
  • Trading companies – provide service, min. risk, financial assistance
  • Home country brokers/ agents – middlemen to bring int’l buyer and seller together
  • Foreign sales corporation (FSC)- allow exemption is home country income tax.
  • Export merchants – export jobber to carry goods

2.      Foreign country channel

  • Merchant middle men- import jobbers to purchase goods
  • Agents and brokers

3.      Alternative distribution structures

  • Network marketing – approach to sell at same time using network through distribution structure.

Int’l Distribution Strategies:

  • Distribution Strategy is means for delivering product to target consumer
    • the way product is delivered to consumer is determined
    • by firm’s entry strategy

Major factors Affecting consideration for Developing Int’l Distribution strategy:

1.      Retail Concentration

  • In concentrated system. Few retailers supply most of the market
  • In fragmented system, there are many retailers, none of which has major share in market
  • Strategy:
    • When buyers are concentrated, direct distribution is practical
    • i.e. sales through mfg.er’ s sales depot/ sales branches is feasible
    • direct sales is impractical due to high travel cost
      • and excess use of intermediaries
  • LINE OF Demarcation:
    • It is drawn between developed/ developing countries
      • In extend of retail concentration
    • In developed countries there is tendency for greater retail concentration
      • While fragmented in developing country

2.      Channel Length:

  • Channel is long when mfg.er require
    • To move its product through several middlemen like:
    • Import agent, wholesaler, retailers,
  • Channel is short when product has to change hands once or twice
  • Channel is direct when mfg.er sells product directly to final consumer
  • Channel is long in fragmented retail system

3.      Channel Exclusivity:

  • Exclusive distribution channel is one
    • Using specific channel exclusively for a given product
    • That is difficult for outsiders to access
  • E.g. in star hotel, new farmer/ their groups have difficult access for supplying vegetables

4.      Other marketing considerations:

a)      Consumer/ Market Consideration

  • Type of consumer- in org. wholesaler play important role, retailer in consumer market
  • Channel coverage- at small consumer, mfg. use direct sales to user
  • Order size – big order, mfg. use direct sells to consumer

b)      Company consideration

  • Desire for control- mfg. willing to distribute product use direct channel, no middlemen involve
  • Managerial ability and experience – mfg. lacking managerial ability, use middle men
  • Financial resources – good financial company use less middlemen
  • Service required – mfg. may have after sale/ before sale technical services

c)      Product consideration

  • Nature of product – perishable goods use direct channel
  • Unit value of product – high unit value require short/ direct channel
  • Technical products – distributed directly to industrial users; requires trained salesmen for post-sale service

d)      Competitive environment – homogenous product direct channel

e)      Costs – incl. channel cost (commission, discount, incentive), Physical cost (transport, storage, inventory)

f)       Intermediary considerations

  • Service provided by intermediary – mfg. can’t provide marketing service to ultimate user
  • Availability of desired intermediary – producer do not want to add middlemen as extra line
  • Sales volume possibilities- if middlemen increase sales volume, middlemen is hired
  • Middlemen’s attitude-

Issues in int’l Distribution

  • International Physical Distribution mgmt. (IPDM)
  • Containerization
  • Material and document handling – during customers in foreign countries

Global E-Marketing Strategy:

  • Marketing that uses electronic means/ methods
    • To conduct marketing activities such as
    • Buying, selling, distributing G/s in global market
  • It transforms marketing process from
    • Physical marketplace to Virtual Marketing space
  • It has given raise to reverse marketing
    • Where marketing activities initiated by customers rather than marketing firm

STRATEGIES:

  • B2B- biz of one country conduct marketing with biz firm to another country
    • Reduce cost of processing transaction
    • Enhance efficiency
    • Improve marketing linkage
  • B2C- earliest root is found in online retailing or e-tailing
    • Involves biz transaction with customer by gathering info, purchasing goods/ services
  • C2B- allows individual professional- lawyers, accountant, engineers,
    • To offer their service to biz
    • That allows individual to offer their service to biz.
  • C2C- horizontal interaction between consumer who
    • Share their product-related experiences via chat-room/ social media like FB, Twitter
  • G2B (govt to govt)
    • If biz takes initiative to market product to govt. of another country, it is B2C
    • If govt. takes marketing initiative, it will be G2B

Alternative E-Biz Strategies

  1. Brick & Mortar
    • Website is used only as firm’s brochure so that
      • It can market its biz online
    • Uses brick and mortar to provide info to customer
      • Generate strategy through marketing efforts
  2. Pure Click
    • Firm carries out entire marketing activities online only
      1. Very little physical presence of marketing actions
    • Incl. search engine, commercial sites, ISP, content sites, etc.
  3. Brick and click
    • Strategy to conduct marketing activity both: online and Offline
    • Try to reduce channel-conflict between
      • Online marketing & sales by Traditional Marketing Channels

Strategy in E-Documentation of Trade:

  • Strategy to benefit efficient documentation in int’l trade
    • Through the online facilities
  • Manual documentation and processing both are
    • Costly and inefficient
  • Electronic Data Interchange (EDI) has been introduced where firm
    • Can achieve efficiency with time/ cost saving
    • In its global marketing efforts like
      • Order placement, order-processing, distribution

Financial Mgmt. in IB

  • Operating globally need to focus themselves towards:
    • Receivables, cash mgmt., inventory mgmt.
  • Every single aspects of finance leads to effectiveness in operating biz. Houses
  • Financial mgmt. has 2 major functions
    • Acquisition of finance
    • Allocation of finance

Key function of Financial Mgmt.

  1. Deciding capital structure:
    • Involves determining proper mix of debt & equity in org.
    • Capital structure is mix of long term financing- equity/ debt financing
      • That support int’l activities
  2. Raising Funds for Int’l Operations:
    • Raise money in global capital market
    • Equity financing is obtained throughout the world
      • Where investor and firm meet to buy/sell shares of stock
    • Debt financing is where firm borrow Eurocurrency market
      • Which uses currency banked outside its country of origin
  3. Mgmt. of Working capital and Cash Flow
    • Mgmt. of company’s currency assets and liabilities (cash, account receivables, inventory)
    • Firm would pool funds into its centralized depository from
      • Firms network of subsidiaries and
      • Affiliates to distribute to units that firm funds.
    • Various methods for transferring funds
      • Within MNC include dividend pay, Royalty Payment, Transfer Pricing, Loan
  4. Capital Budgeting for int’l operation
    • Relates to analyzing investment opportunities so that
      • Capital expenditure realize better returns
    • Mgmt. undertakes to evaluate viability of proposed int’l projects
    • Mgmt. calculates NPV of proposed projects
      • To decide whether it should be implemented
  5. Mgmt. of Currency Risk:
    • IB involves multiple currencies, currency risk
      • Due to forex fluctuation & other factors
  6. Mgmt. of Int’l Accounting & Tax Practices
    •     Diversity of accounting standards and tax practices in different countries
      • Which should be properly managed in int’l biz.

Sources of Funds for Int’l Operations

GLOBAL EQUITY FINANCING

  • Equity financing is selling shares to investors,
    • Which provides them percentage if ownerships in firm
    • As well as pay dividends
  • Firms also retain earnings that firm can
    • Reinvest profit rather than paying it out as dividend to investor
  • Firms obtain capital without debt

International Financial Centers (IFCs)

  • Global capital market is concentrated in major financial centers: New York, London, Tokyo
  • Firm can access major suppliers of capital
    • through banks, stock, exchange, venture capitalist
  • Europe has largest share of Over-the-Counter (OTC)
  • Refers to the process of how securities are traded for companies
  • Securities that are traded over-the-counter are traded
    • opposed to on a centralized exchange.

DEBT FINANCING

  • Borrowing of money from bank or financial intermediaries or
    • Sale of corporate bonds to individual or institution
    • To raise capital
  • They are done from 2 sources:
    • Loan from banks
    • Financial intermediaries
    • Sale of corporate bonds
  • Advantage: does not sacrifice any ownership to obtain needed capital

Sources of global Debt-financing:

  1. Int’l Loan:
    • Firm borrow from banks in its home market or foreign market
    • Int’l complicated by
      • differences in national banking regulation
      • inadequate banking infrastructure
      • shortage of loanable funds
      • fluctuating currency values
  2. Eurocurrency market:
    • Currency banked outside of its country of origin
    • Role if declined in favor of euro
    • EURODOLLARS are US Dollar held in banks outside USA
      1. Including foreign branches of US banks
    • Deposits tend to provide yield more than domestic deposits
  3. London Inter-Bank Offered Rate (LIBOR)
    1. Deposit rate that applies to inter-bank loans within LONDON

Offshore Financial Centers (OFCs)

  • Provide large amount of fund currencies other than their own.
  • Enables companies to take advantage of favorable tax rates
  • Financial services operate in Hong Kong, Singapore, Switzerland, New York
  • Off shore banking is mode of OFS,
  • OFCs offer low to zero taxation, moderate,

Benefits of OFCs

  • Could have tax benefits
  • Include high level of confidentiality
  • Internationally accepted debit card

Investment Decisions:

  • Construction of mfg. facility in another country
  • Investment board is justifiable if Positive NPV
  • Refers to capital budgeting decisions of the firms
  • Construction of capital budget in process of
    • Projecting net operating cash flows of potential investment
    • To determine if it is indeed a good investment
  • While investing abroad, manager need to evaluate:
    • Cash flow from local operation
    • Cash flows from projects to parent company

CAPITAL BUDGETING:

  • Purpose of capital budgeting is to help manager
    • Decide which international project provide best financial return
  • Mgmt. undertakes to evaluate viability of proposed international projects
  • Calculates NPV of proposed project
    • To decide whether it should be implemented or not.

Tax practices:

  • Wants to tax all companies within its territory
  • Tax practice & taxation system varies from country

TAX TYPES

  1. Direct Tax:
    • Calculated on actual income
    • Either individual or firm impose tax on incomes like
      1. Profits, capital gain, intra-firm, royalties, interest, etc.  
    • Common form of direct tax is corporate income tax
  2. Indirect tax:
    • Sales tax, tariff, value added tax,
      • Applied to purchase price, material cost, etc.
    • Sales tax is flat percentage of tax on value of goods/ services
      • Paid by ultimate user

Tax Heaven

  • Countries with low tax are friendly to business / investment
  • Panama, Switzerland, Monaco, Norway, Denmark, etc. are tax heaven country
  • They are among highest GNI

Eliminating Multiple Taxation:

Firms have to pay doubt or triple taxes on same product or Transaction in two or more countries

There are 2 methods:

  1. Tax treaties:
    • Country has sovereign right to levy taxes on all income generated
    • MNC run into a problem when their income is taxed in foreign country
      1. As well as parent country
      1. It results double taxation
    • To avoid such doubt tax, countries sign tax treaties
    • Tax treaties has 2 objectives:
      1. Preventing double taxation
      1. Providing remedies to double taxation
    • Tax treaties covers: Income Tax, Inheritance tax, Value Added Tax
    • EU agreed in multilateral agreement with respect to VAT
    • Tax treaties tend to reduce taxes of one treaty country.

Nepal’s Tax Treaties:

  • Nepal signed DTAA (Double Tax Avoidance Agreement) with Bangladesh on 2015
  • Nepal has signed treaties with 11 countries till now.
  • Nepal has still prohibited Nepali investment abroad.
  • Foreign Tax Credits:
    • Automatic reduction in domestic tax liability when firm can prove
      • It has already paid income tax abroad.
      • When these two countries have tax treaties
    • Bangladesh has signed treaties DTAA as tax treaties
    • Ensures that MNC has paid taxes in one country and
      •  Stop companies from evading tax

Currency Risk Mgmt.

  • Manager try to protect corporate assets from exchange losses ie.
    • Losses due to forex rate changes/ fluctuation
  • Currency exchange rate can influence rupees equivalent of foreign currency.
  • To become successful in financial mgmt. there is
    • Foreign Exchange Risk mgmt. or
    • Currency Risk Mgmt.
  • As major financial risk in int’l biz arise from exchange rate changes
  • Currency Risk Mgmt. in global operations involves:
    • Defining exposure
    • Setting up monitoring
    • Adopting policy
    • Formulating strategy 
  • There are 2 types of strategies:
    • Operational strategy: involve balancing exposed assets with exposed liabilities
      • Using lead and lags in Cash Flow &
      • Balancing revenues in one currency with expenses in same currency
    • Financial Strategy: include using forward contract, options, other forex instruments
      • to limit exposed position

Types of Currency Exposure Risks

  1. Transaction exposure:
    • Firm faces exposure when outstanding A/c receivable/ payable are
      • Dominated in foreign currencies
  2. Economic Exposure:
    • Results from exchange rate fluctuations affecting
      • Pricing of product,
      • Cost of input
  3. Translation Exposure:
    • Firm combines financial statement of foreign subsidiary into
      • Parent’s financial statement.
      • Process of consolidation

Lessard-Lorange Model:

Suggest that firms can deal with problems of exchange rates and control in 3 ways:

Initial Rate: spot exchange rate when – budget is adopted

Projected Rate: spot exchange rate – forecast for end of budget picture

Ending Rate: spot exchange rate when- budget and performance are being compared

  • Suggests the firm to use projected spot exchange rate
    • To translate budget and performance figures into corporate currency

Int’l HR Mgmt.

  • Consideration of int’l labor and managers
  • When firm go global, operate in multiple country,
    • Org. function of HR gain global dimension
    • Which should be handled through mgmt. strategies
  • HRM is strategic function of global biz. Mgmt.
  • MNC’s whose HRM Policy support its
    • Strategy created superior value in global market
  • To develop effective HRM policies/ strategies
    • It’s a big challenge for most of MNC
  • HRM refers to mgmt. function through which
    • Global manager acquire, develop, motivate, maintain
    • Effective team of HR who come from different background.

Staffing Policy

  • Concerned with selecting employees who have
    • Knowledge, abilities, skills, and attitude
    • Required for performing particular jobs
  • Tool for developing & promoting MNC corporate image
  • People who have knowledge and skills
    • Required for performing particular jobs
  • It also wants to hire people whose
    • Behavioral styles, believe, and value are consistent

Developing staffing policies:

  1. Ethnocentrism Staffing:
    • Fill mgmt. position with home country nationals
      • When staffing employee for MNC
    • It believes that not only employees of home country
      • But principles & mgmt. of home country is implemented
    • Stress in hiring home country employees which is easier to adopt
    • Its drawback: result competencies as managers are home nationals
      • Lacks local coordination of host countries
  2. Polycentric Staffing:
    • Directs MNC manager to staff host country nationals
      • To fill up mgmt. positions of each subsidiary
    • Considers differences between operations in home/ host countries
    • Considers host country’s political, legal, economic conditions
    • Disadvantage: Creates gap between home & host operations as
      • Fail to create company differences due to employees
  3. Regio-centric Staffing:
    • Hire nationals from countries of home country region
      1. For filling up mgmt. position of MNC  
    • Particular region that heavily shares common cultural values and practice
    • Given top priority to people from region where home country staff is preferred
  4. Geocentric Staffing:
    • Seeks the best people for key jobs throughout the world
      • Regardless of their nationality
    • Seeks hire people from across the world
      • on basis of their attitude & skills
    • benefits is beyond, as it draws people from any country
      • If they meet criteria
    • Offers great leaning opportunities
      • That help generate ideas/ enhance competencies
    • Economic factor, decision making routines and legal problems
      • Complicate the geocentric staffing policy

EXPATRIATION:

  • Employees are placed for foreign assessment;
  • Sending managers/ employees for foreign assessment is called expatriation

REPATRIATION:

  • After completing long term abroad, he/she repatriate back home
  • It is known as repatriation

Diversity Mgmt.

  • Int’l labor force has been diverse and
    • Getting more diverse
  • Labors come from different socio-cultural, educational, political, racial backgrounds
  • There are different diversity as enumerated below: As Diversity in
    • Attitude towards women, culture, race, language, education
  • Further Guidelines are proved to be effective in managing diversity:
    • Equality & social justice
    • Careful selection of members
    • Cultural harmonization
    • Estd. Equal power
    • Discovering positive feedback

Labor Relation:

  • It is relationship between employees/ employer/ govt
  • Labor relation influence prodn., efficiency, industrial peace,
    • Harmony & org. stability
  • Int’l labor relation is the
    • Degree to which organized labor can limit the choice
    • Of int’l biz.
  • Ability to integrate and consolidate global operations
    • Limited by org. labor

Management Issues in Labor Relation

  1. Unionization of Labor
    • Trade unionism has become strong global phenomenon
    • Important in molding employees relations or industrial relations
      1. In domestic & int’l organization
    • Trade union is legal authority to bargain & negotiate with firms
      1. On behalf of employees on various issues  
    • Workers have right to organize & bargain collectively
  2. LR dimensions
    • Employee relation (ER) is reln. Between employees & their employer
    • Industrial relation (IR) is reln. Between employer and labor in industrial sector
    • Policy makers have increasingly understood that
      1. Sound labor reln. Essential to industrial development
      1. Filling gap of poverty, illiteracy, unemployment
    • Inappropriate labor related decisions
      1. Leading to poor and unfriendly labor relation
    • Key issue in int’l labor relation is
      1. Degree to which organized labor can limit their choices
      1. Of int’l biz.
    • Int’l firm ability to integrate global operations to realize experience curve.
  3. Codetermination
    • Industrial relations practice in which
      • Trade union represents on corporate board and
      • Participate in decision making activities
  4. Collective Bargaining Practice:
    • Process used to make agreements between mgmt. and labor union
    • Collective bargaining in US is highly regulated
    • US govt. play relative bargain role in estd. Agreements
    • Labor union and mgmt. representative
      1. Meet and negotiate a contract
    • Contract governs collective working relationship until it expires
  5. ILO Role and Influence:
    • Int’l Labor Org. is between, govt, workers, employers,
    • ILO sides itself with social justice, harmony, development
    • Global firm operates across national boundaries,
      1. But labor union do not
    • Due to this, balance of power in MNC clearly rests with mgmt.
    • Unions are pushing hard for int’l labor standards
    • They prefer ILO labor standards

Preparing Employees for Repatriation:

Repatriation is act of returning home from a foreign assignment after completing it.

  1. Preparation:
    • Repatriation gives mixed feeling to employees
    • Concerns with professional & personal changes
    • Individual experiences reverse cultural shock
    • As they spent several yrs. Abroad in foreign assignment,
      • As adjustment to life back to home is stressful
  2. Counselling:
    • HR manager can provide counselling in types of problem employees
      1. Face upon retuning home
    • Firm can provide counselling to address psy. Needs
  3. Monitoring compensation:
    • Firm need to monitor his compensation & career path
    • Firm can adjust it as Equal to/ better than before – went abroad
    • Companies struggle to determine proper degree to which
      • They should equalize pay for the same job.
  4. Interim Financial Support:
    • Firm can provide bridge loan and
      • Interim financial assistance +
      • Counselling on financial aspects to address financial needs.   

International Strategic Management

Table of Content

Int’l Strategic Mgmt

Strategy & Opportunity Assessment

Role of Strategy in Int’l Biz.

Assessing Global Market Opportunities

Estimating/ Assessing Market Potential

1.      Estimating Industry Market Potential

2.      Estimating Company Sales Potential

Determinants of Company sales potential

Approaches to Global mgmt

1.      Ethnocentric

2.      Polycentric

3.      Regio centric

4.      Geo-centrism

Pressures for Cost Reduction and Local Responsiveness

Choosing Strategy (type and choice).

1.      International Strategy

2.      Multi-domestic (Localization Strategy)

3.      Global Strategy (Global Standardization Strategy)

4.      Transnational Strategy

Entering & Operating in Int’l Market

1.      Exporting/ Importing

2.      Collaborative Venture and Strategic Alliance

a.      Strategic Alliance

b.      Joint Ventures

c.       Consortia/ Consortiums

d.      Management Contracts

e.      Turnkey Operation

f.       Equity Alliance

3.      Licensing and Franchising (special collaborative arrangements)

Licensing

Franchising

4.      Wholly Owned Subsidiaries (Foreign Investment Mode)

Outsourcing:

Global Sourcing

Off-shoring

Reasons for Outsourcing and Global Sourcing

Multinational Companies

Transnational Companies

Types of MNC.

On basis of Management Orientation.

On the Basis of Organization Purpose.

Foreign Direct Investment.

Types of FDI

Int’l Strategic Mgmt.

  • It is essential for managers for reasons:
    • To view biz through analysis of external env. PESTLEG model
    • To formulate biz. Mission, goal, programs
    • Match corporate level goals with biz. Functional goals
    • Top mgmt. committed towards pushing lower level mgmt. operations
  • Identify & manage firm’s competencies & unique resources
    • To emerge winner in int’l market
  • Components of IB strategy:
    • Resource allocation
    • Distinctive competence
    • Synergy

Strategy & Opportunity Assessment:

  • Assessing opportunities in foreign market &
    • Formulating and choosing appropriate strategies
    • In external env. Is key part of IB strategic mgmt.
  • Concerned with evaluating firm’s competencies that keep it different from competitor
  • Global market opportunity is favorable combination of
    • Circumstances/ location/ timing that
    • Offer prospects for exporting/ investing/ sourcing/ partnering in foreign market
  • IB manager try to coordinate sourcing/ marketing/ mfg./
    • Other value adding activities on world wide basis.
  • Seek to develop product that make base customer
  • Require skillful organizing, integrating, coordinating, activities

Role of Strategy in Int’l Biz.

  • Strategy is planned set of actions that
    • Manager employ to make best use of firm’s resources and core competencies
    • In order to gain competitive advantage
  • SWOT analysis decides
    • Which customer to target,
    • What product to offer,
    • How to deal with competitor,
    • How to organize & coordinate firm’s activities.
  • Firm wants to become globally competitive on base of 3 objectives:
    • Efficiency
      • Refers to reducing cost of firm’s operation & activities in global scale
      • Special attention to how they organize their
        • R &D, mfg., Product source, Marketing, Customer service
      • Ensures that provide low-cost parts and components with quality
    • Flexibility:
      • Concerned to accommodate risk and opportunity
      • Diversity and volatility if int’l env. Are challenging for manager
      • It affects firm’s ability ti
        • Tap local resources and sustain the challenges for managers.
      • Manager may sign contracts with
        • Suppliers and distributors
        • Engaging direct investment
        • Adapt marketing & human resources
      • Ensures it can respond to specific customer needs in individual foreign market
    • Learning:
      • Ability to learn from operating in int’l env. And
        • Apply this learning on world wide basis.
      • Global biz. Env. Provides unique learning opportunity to firm
        • That internationalize its business.
      • MNC acquire new technical and managerial know-how,
        • New product lines/          improved R&D capabilities
        • Cultural knowledge/       partnering skills,
        • Survival capabilities in unfamiliar env.

Assessing Global Market Opportunities

  1. Analyzing org. to internationalize
  2. Assessing suitability of G/S for foreign market
  3. Screening countries to identify target market
  4. Assessing industry market potential
  5. Choosing foreign biz partners
  6. Estimating company sales potential

Estimating/ Assessing Market Potential

Estimating market potential or demand in foreign countries requires manager to use innovative research methods for gaining insights or data

1.      Estimating Industry Market Potential

  • Estimate of sales for all firms in the particular industry for specific period.
  • Industry-specific market has its potential indicators, to access/ analyze
  • Enable researcher to refine analysis & identify most attractive country
    • For firm’s product/ service and
    • Gain industry specific insights and
    • Understand how to adapt its product
  • Many data/ variables are considered”
    • Size/ growth of market
    • Tariff and non tariff barrier
    • Standard and regulation of industry
    • Unique customer requirement
    • Potential indicators:
      • GNP               personal income
      • Population
      • Leapfrogging: Leapfrog from tradition of ‘no telephone’ to directly ‘cell phone’
      • Substitution                buyer’s behavior

2.      Estimating Company Sales Potential

  • Estimating sales/ demand/ market potential in foreign market.
  • Share of Annual Industry sales the firm can realistically achieve in target country.
  • Requires researcher to obtain highly refined market information

Determinants of Company sales potential:

Height of competition,   Pricing & Financing of Sales,        Quality of HR,    Quality of Financial resources,    Risk bearing

Access to distribution channel,   Firm’s reputation

Approaches to Global mgmt.

1.      Ethnocentric:

  • Home country system is superior
  • Sees similarities in foreign countries
  • Biz and operation planned/ carried out from home basis

2.      Polycentric:

  • Each host country is unique
  • Sees vast difference in foreign country
  • Each country is separate market entity & individual strategies are worked out

3.      Regio centric:

  • Sees similarities and differences in world region
  • Ethnocentric and Poly in its view of rest of world
  • Mgmt. policy covers a group of countries which
    • Have comparable biz and market characteristic
  • Created to serve whole region with
    • Effective operation and closer control.
  • E.g. Arabic culture as whole in middle east

4.      Geo-centrism:

  • Firm adopt world wide global mgmt. and become global in nature
  • Estd. Mfg activities at specific region where
    • They are able to obtain economies of scale and
    • Maintain coordination system of prodn. Promotion, distribution
  • It is more preferable that calls: Operation/ Coordination/ org. set up, etc.
  • Follows middle path of extreme polycentrism, ethnocentrism, regio centrism

Pressures for Cost Reduction and Local Responsiveness.

Pressure for cost reduction:

  • Firm have to go mass production
  • Mfg. standardized product at cheaper location
  • Price is main weapon of competitive market

Pressure for local responsiveness:

  • Firm to be responsive towards local needs and problems of foreign country where operating
  • Pressure arise from difference in
    • Customer taste and preference
    • Infrastructure/ traditional practice
    • Distribution channel
    • Host-govt., federation of TRADE, LABOUR union

Choosing Strategy (type and choice)

1.      International Strategy:

  • Try to create value by transferring skills and product to foreign market
    • Where local indigenous competitors lack those skills
  • Create value by transferring different product at home to new market
  • Centralise product development function like R&D at home country
    • Estd. Only local mfg./ marketing unit at other nation
  • Head office at home country to take control over product
ADVANTAGEDISADVANTAGE
ABILITY to transfer core competency to foreign marketLack local responsiveness
Ability to economise global suppliesInability to realize location economies
  

2.      Multi-domestic (Localization Strategy)

  • Customize firm product, mgmt. strategy, biz strategy
    • To condition of foreign country where it is operating
  • Localize firm’s product and biz as per local condition
  • Strategy to orient in achieving max. local responsiveness
  • Estd. Complete set of value creating activities incl
    • Promotion, marketing, R&D, etc.
Ability to customize productInability to realize location economies
Ability to make quick responses to policy changes, market changeFail to transfer core competencies to foreign market 
 Decrease in profit
  

3.      Global Strategy (Global Standardization Strategy)

  • Focus on pursuing low cost tactics
  • Tries to increase profitability by reaping cost reduction that 
    • Comes from experience curve effects and location economies.
  • Concentrates on production, marketing, R&D in favorable location
  • Strategy is not to customize coz, it increases cost
  • GLOBAL prefer market standardized product worldwide so that
    • They can get max. benefit from economies of scale
    • That result from experience curve
  • Enables firm to go with aggressive pricing in world market
  • It has cost advantage over other firms
  • Concerned with Ethonocentric/ Regio-centric mgmt.
  
Ability to exploit experience curve effectLack local responsiveness
Ability to exploit location economiesDifficulty in handling resistance in subsidiary  
  

4.      Transnational Strategy:

  • Effort to create balanced combination of all strategies
  • Focus on reducing costs, transferring skills, products,
    • Boosting local responsiveness in foreign market
  • Based on the view that flow of skills and product offerings
    • from foreign subsidiary to home country. ND
    • Foreign subsidiary to other foreign subsidiary
  • Process referred to- GLOBAL LEARNING
  • This is recommended when- high pressure for cost reduction and local responsiveness
Ability to exploit experience curve effectDifficult in implementing
Ability to realize location economiesHigh cost in flexibility
Ability to reap benefit of global responsivenessHigh cost in controlling and monitoring subsidiary
Well balance authority and responsibility sharing 

Entering & Operating in Int’l Market

IB mode of entering int’l market and operating successfully.

1.      Exporting/ Importing

  • Commonly used for entering in foreign market
  • Exporting is making product in domestic market &
    • Selling it another country.
  • Involve use of marketing channel to reach to buyer in foreign market
  • Exporting is performed by:
    • Export agents
    • Overseas marketing subsidiaries
  • Counter-Trade:
    • Refers to range of barter like agreement by which
      • G/S can be traded for other G/s
    • When country’s currency is non-convertible

2.      Collaborative Venture and Strategic Alliance

a.       Strategic Alliance:

  • Collaboration of two or more firm to follow specific strategy. There r of 2 types:
    • In Formal joint venture- two or more firm have equity stakes
    • Short term contractual agreement in two 2 companies agree
      • To cooperate in particular task as developing product through R&D
  • It is created for following resn:
    • Protect company from political & economic risks
    • Address situation in which company do not have competent employees
    • Gain specific resources of collaboration (distribution network, knowledge, culture, image)

b.      Joint Ventures:

  • Collaborative arrangements between unrelated parties/ firm
    • Which exchange/ combine various sources
    • While remaining separate/ independent entity
  • Various combination of ownership
  • When govt, is involved it is Mixed Venture.
  • Done to achieve particular strategies;
    • It is also based on strategic alliance
  • There are of 2 types: equity, contractual
    • Equity JV involved each partner taking equity stakes in venture, each partner invest in equity
    • Contractual JV is contractual agreement between partners.
Small amount of investmentRisk of giving control of tech to partner
Better understanding of host countryShare ownership leading to conflict and battle
Sharing market cost and risk with local partnerConfusion in controlling investing firms

c.       Consortia/ Consortiums

  • It is similar to JV but has difference as:
    • It involves large number of participant firms
    • Operates in country/ market where no participants is currently active.
  • More than 2 org. from different countries participate
    • Joint biz venture is called CONSORTIUM
  • It pool financial and managerial resources from different firm different country
  • Lessen risk, as all investment is not made into single org.

d.      Management Contracts:

  • A company signs a contract with another country/ company
    • To manage its assets till the time that
    • It develops HR or technology necessary for managing assets.
  • Mgmt. contracts are used primarily when
    • Foreign company manage better than owners.
  • They are means by which company may transfer such talents,
    • Using part of mgmt. personnel to assist foreign company for short time
    • For certain mgmt. fee
  • E.g. East India Hotel/ Oberoi Hotel has taken contract
    • In managing hotels in Egypt and Australia
Viable option for tech firms to enter global marketLoss of control
Good strategy where host country lack skillsTime delays
Alternative for FDI Loss of quality
Do not involve high risk, still yields high returnLoss of flexibility

e.      Turnkey Operation:

  • Firm agrees to set up operating plant for foreign client &
    • Hand over the ‘key’ when plant is fully operational.
  • If Chinese company build factory in Nepal, and makes It
    • Ready to operate, it hands over key to local party. In Nepal
Way to earn economic return from know how/ exporting technologyFirm has no long term interest in country & take minority equity interest
Useful where FDI is limited by host govt. Firm create competitor (oil refine in Middle East)
Less risky than FDI, in unstable political/ eco. Env.Firm’s process tech. is source of competitive adv.

f.        Equity Alliance:

  • Collaborative arrangement between companies from different country
    • In which at least one of collaborative company
    • Take ownership position
  • Each party take ownership by buying part of shares or
    •  Swapping/ exchanging shares with each others.
  • It is done to solidify collaborating contract, such as
    • Supplier-buyer contract, making it
    • More difficult to break- when ownership is large enough
    • To secure board membership for investing company.
  • Occurs when firm create alliance in equity investment
    • By participating in equity capital of business.

3.      Licensing and Franchising (special collaborative arrangements)

Licensing:

  • Arrangement where one company allows another company to
    • To use its brand name/ trademark/ technology/ patent/ copyright
    • Other assets in exchange of ROYALTY – based on sales
  • Include excessive transportation cost, govt. regulation, home production cost.
Helps to spread R&DInconsistent product quality
Little additional capital.Prohibits origin to invest in foreign 
Legitimate IPR in foreign marketNo tight control over mfg. marketing, strategy,
Primary use by mfg. firmFirm lose control over competitive advantage
Allow firm to invest at barrier 
  •  E.g. coca cola supplies formula to Bottlers Nepal, a licensee.

Franchising:

  • Specialized form of licensing in which
    • Franchisor not only sells intangible property (IPR)
    • But also insist franchisee to accept strict rules
    • As to how to conduct business.
  • Involvement of long term commitment in this strategy
  • It operationally assists biz. To continue independently
  • Franchisor gives franchisee right
    • To use its brand name and all related trade market in returns of royalties
Way of gaining foreign returns on customer serviceNo mfg. operation by foreign company 
Limited financial commitmentAbility to make profit to support competitive attack
Royalty payments are some percentagereputation at risk when no quality control 
Relieved of cost and risks of opening new marketFirm set up- master franchise in each country

4.      Wholly Owned Subsidiaries (Foreign Investment Mode)

  • A firm owns 100 % stock in foreign company
  • There are 2 main forms:
    • Greenfield Investment:
      • Involves estd. Of wholly new operation in foreign country.
      • Direct investment that occur when firm headquarter in one country
        • Build operating facilities or subsidiaries in foreign country.
      • Foreign operations then become widely wholly owned subsidiaries of firm.
      • It capitalize on lower labor costs
      • Goal is to transfer production to location where labor is cheap.
    • Acquisition:
      • Occur when company of relatively bigger in size or operation
        • Acquires another estd. Company in foreign target market
      • Good strategy when company wants to enter foreign market rapidly
        • Yet retains max. control.
      • There are some reasons for acquiring overseas company:
        • Product/ Geographical diversification
        • Gaining expertise on marketing, tech, mgmt.
        • Having rapid entry into market

Outsourcing:

  • It is to purchase selected value-adding activities, including
    • Prodn. Of intermediate goods/ finished products
    • From independent suppliers
    • Outside the company
  • It is cost effective to outsource these activities
  • E.g. BOP (Business Process Outsourcing) where firm
    • Purchase from external suppliers, such as service of
      • Accounting, HR, Travel service, IT service, Customer Service.

Global Sourcing:

  • Outsourcing of product/ service from independent
    • suppliers or company Owned subsidiaries
    • located abroad for Consumption in home country or third country.
  • Also called global procurement/ global purchasing
  • It is foreign market entry strategy that relies on
    • Contractual reln. Between buyer & foreign source of supply.
  • Domestic sourcing:
    • Allows firm to avoid problems related to
      • Border regulation, tariff, language, culture, currency.
  • But many firm prefer global outsourcing, as it covers
    • Larger scope and offers more choices and high efficiency.

Off-shoring

  • Relocation of biz. Process or entire mfg. facility to foreign country.
  • Relocate home country’s biz or factory plant to foreign country
  • Common in service sector, incl. banking, legal service, customer-service

Reasons for Outsourcing and Global Sourcing

  1. Obtain lower prices
  2. Getting higher technology products
  3. Get better quality products
  4. Obtain better delivery service

Multinational Companies

  • Organization with extensive international operations in two or more countries simultaneously
  • involves producing and selling goods & services in other countries
  • Consists of parent company called home country
  • Its two or more subsidiaries called host country
  • (Parent company and subsidiary) function at high degree of strategic integration
  • Strategic integration aims at achieving synergy through creation of compatibility and interdependence across varied organizational groups, processes, and activities that are autonomous in nature.
  • According to UN, “multinational corporations cover all enterprises with control assets, factories, mines, sales office and like, in two or more countries

Transnational Companies

  • Companies similar to multinational companies, but there is a small difference
  • Transnational also operate in many countries, but there isn’t centralized mgmt.
  • Do not have a home country to manage them
  • It shall start as a new company
  • Take decision suitable to operating context
  • Employs senior executives from many countries and tries to make decision from global perspective
  • E.g.: nestle, Toyota 
Multinational companyTransnational company
Multinational companies have a centralized management systemCompany that maintain significant operations in more than one country but with decentralizes management
They own a home country and its subsidiaries They do not have subsidiaries but jus many companies
It faces barrier in decision making due to its centralized managementIt is able to gain more interest in local market since they maintain their own system

Types of MNC

On basis of Management Orientation

Refers to mgmt. orientation adopted by MNC in abroad

  1. Ethnocentric: uses home country culture, technology, mgmt.
  2. Regio-centric: uses system of home country as a region. E.g., rules of Arab in other nations
  3. Poly centric: adapts itself to host country’s system

E.g., Thailand people gets holiday on Buddhists holidays but (not Dashain)

  • Geo centric: combination of all three,  

World-wide approach for global mgmt. system and culture

Eg. CEO of Microsoft, CEO of google

On the Basis of Organization Purpose

  1. Raw material seeker: MNC estd. In search for raw materials, earliest form like British east India company
  2. Market seeker: MNC goes for lucrative market for their goods
  3. Common & popular form used by Unilever, Suzuki, etc.
  4. Cost minimizing: Explores and enters in market of lower production cost,
  5. Most recent and emerging form,
  6. Min. cost makes more competitive in the market
ADVANTAGEDISADVANATGE
FDIForm monopolistic
Technology transferPolitical corruption
Developing SkillHarm to environment
CompetitivenessProfit go back to MNC
Employment opportunityImporting their skilled labor
Industrialization 

Foreign Direct Investment

  • foreign direct investment (FDI) is an investment in the form of a controlling ownership in a business in one country by an entity based in another country,
  • REFERS TO INVESTMENT PLACED DIRECTLY IN BUSINESS OPERATIONS IN FOREIGN COUNTRY
  • FDI usually involves participation in management, joint-venturetransfer of technology and expertise,
    • includes “mergers and acquisitions, building new facilities, reinvesting profits earned from overseas operations, and intra company loans”,
  • Moving capital across birder
    • for purpose of actively controlling property and ownership
    • of a company in foreign country
ADVANATGEDISADVANTAGE
Diversifies investors portfolioNot suitable to strategic based industries
Promote stable long-term lendingInvestor have less moral attachment
Provide financing to developing countryUnethical access to local market
Provide technology transfer 

Types of FDI

Greenfield Investment

  • Building new mfg. facilities in foreign countries
  • E.g. HONDA built USA facility in 1980

Cross-Border Merger and Acquisition:

  • Merge with or buy foreign companies
  • E.g. Ford bought Mazda (japan) and TATA bought Jaguar (UK)

Theories of Int’l trade and investment

Table of Content:

Int’l trade and investment,

Int’l Trade Theories,

Initially evolved trade doctrines,

Doctrine (Theory) of Mercantilism.,

Laissez-faire Doctrine,

Theory of Absolute Advantage (Adam smith theory),

Theory of Comparative Advantage (Ricardian Theory),

Factor Endowment theory: H-O Theory,

Int’l Product Life Cycle (IPLC) Theory,

Theory of national competitive advantage,

Porter’s Diamond,

Implications of int’l trade and investment theory,

FDI-based Theories (Int’l Investment Theory),

Implications of int’l investment FDI theories.,

Contemporary issue in Int’l Trade,

Int’l trade and investment

  • UNO came with out of Bretton Woods Conference
    • To boost int’l trade and economic growth
    • To achieve monetary stability
  • They decided to set up following org.
    • IBRD (Int’l Bank for Reconstruction and Development) of World Bank
    • IMF (Int’l Monetary Fund)
    • ITO (Int’l Trade Org.)

Int’l Trade Theories

  • IB manager must understand int’l trade theory because:
    • Help to explain what might be produced competitively
    • Where company go to produce item efficiently
    • Understand govt. practices with free flow of trade among countries
  • Focus on enumerated questions like:
    • What product to import or export?
    • How much should we trade?
    • With whom to trade?
  • Int’l trade is done for comparative advantage
  • Country with rich in natural, human, technological resources have surplus prodn.
  • Country with no comparative adv. Import from surplus nation
    • For which int’l trade occurs.

Initially evolved trade doctrines

  • Mercantilism
  • Laissez-faire

Doctrine (Theory) of Mercantilism

  • Countries should export more than they import
  • If successful, they would receive gold form countries that run deficit
  • It gives importance to trade, … but to exports only
  • Goal was to gain from trade,
    • But at cost of other countries
  • Countries focused on accumulation of gold through export
  • Protectionism was developed for which
    • They imposed heavy tariffs on imports
  • Gold was form of wealth which admired and
    • Gold obtained through balance of trade.
  • This concept dominated for 200 yrs. Where,
    • It meant one nation could increase wealth at expense of other.
    • As gold is limited, trade that increase nation’s gold supply must be reduced.
  • It resulted fierce competition
  • Laissez-faire doctrine became watchword for this movement

Laissez-faire Doctrine

  • Today it is called “Free Market Mechanism”
  • Emphasis is to permit Pvt. Sector to work on its own,
    • Govt. must not have any type of market-intervention
  • It cause lawlessness, as it is to free

Theory of Absolute Advantage (Adam smith theory)

  • Regarded as first formal theory in int’l trade
  • Country’s wealth is based on its available goods/ services rather than gold
  • Prescribes country to specialize in that product
    • That give it competitive advantage.
    • Advantage can be Natural/ Acquired.
  • Natural adv. Considers climate and natural resources
  • Acquired adv. Considers technology/ skill development through human effort
CountryOutput of XOutput of Y
A2 units4 units
B1 unit6 units
  • Absolute cost adv. To country A = product X, 2x>1x
  • Absolute cost adv. To country B = Product Y, 6Y>4Y
  • Specialization is recommended in respective goods.
    • Country A= X, Country B=y

Exchange rate:

Country A, 1x=2y

Country B, 1x=6y

  • Country A export… 2x for 6y, net gain= 2y (6-4)
  • Country B export … 6y for 2x, net gain= 1x (2-1)

Theory of Comparative Advantage (Ricardian Theory):

  • Gains from trade will occur even in a country
    • That has absolute adv. In all products because
    • Country must sacrifice to produce more efficient output
  • Also known as Comparative Cost Adv theory of int’l trade
  • Specifies term, TERM OF TRADE (TOT),
    • To advise country what quantity of imports of any product
    • Can be purchased through exports of
    • Fixed quantity of efficient product.
  • TOT means what quantity of imports can be purchased through
    • Sale of fixed quantity of exports.
  • TOT=
    • Useful to formulate national trade plans and policies
CountryOutput of X (jute)Output of Y (cotton)
A Nepal4 units8 units
B Bangladesh1 unit6 units

                Country A, 1x=2y,      Country B, 1x=6y

  • Comparative adv. For A =X is jute….
  • Comparative adv for B=Y is cotton…
  • Specialization is recommended for A in X and B in Y
  • Int’l exchange rate is 1x=3y
    • Country A exports 4 x for 12y, net gain… 4Y (12-8)  
    • Country B exports 6Y for 2X, net gain… 1X (2-1)

Ricardo’s Assumption:

1.There are two countries and two commodities.

2.Perfect competition both in commodity and factor market.

4.Labor is the only factor of production other than natural resources.

5.Labor is homogeneous i.e. identical in efficiency, in a particular country.

6.There is free trade i.e. the movement of goods between countries is not hindered by any restrictions.

7.Production is subject to constant returns to scale.

8.There is no technological change.

9.Trade between two countries takes place on barter system.

10.Full employment exists in both countries.

11.Constant returns to scale (i.e. doubling the inputs in each country leads to a doubling of

12. No Transportation costs

Factor Endowment theory: H-O Theory

Leontief Paradox

  • American economist Dr. Wassily Leontief tested H-O theory under U.S.A conditions.
  • He found out that U.S.A exports labor intensive goods and imports capital intensive goods,
    • but U.S.A being a capital abundant country
    • must export capital intensive goods and import labor intensive goods
    • than to produce them at home.
  • This situation is called Leontief Paradox which negates H-O (Heckscher–Ohlin) Theory.

Factor endowment

  • H-O theory by Heckscher and Ohlin, states that,
    • A country should export goods which require factors in which
      • Country is abundant in.
    • It should import the goods which require the use of factor which
      • Country is scarce in.
    • This will give a country a comparative advantage in goods which are being produced.
  • It is not the sole factor influencing commodity price and international trade.
  • The H-O Theory neglects other factors like technology, technique of production, natural factors, different qualities of labor, etc., which can also influence the international trade.

Int’l Product Life Cycle (IPLC) Theory:

  • As the product reaches stage of maturity and decline,
    • Prodn. Will shift to foreign location,
    • Esp. to emerging economies where,
    • unskilled, inexpensive labor can be made efficient for standardize prodn. Process
    • A product passing through its death stage of PLC in one market need not die in another market.
    • Unwillingness of firm to write off its productive assets may force into international markets.
  • In market, product passes 4 stages:
    • Introduction, growth, maturity, decline, death
  • Product in dying stage can be introduced fresh in other market

Theory of national competitive advantage:

Porter’s Diamond

  • Explains why nation achieves int’l success in particular industry
  • Why japan is good in automobile? Switzerland in Luxury watches?
  • There are 4 attributes (characteristic) that
    • Shapes the env. In which local firm compete
  • Attributes are known as porter’s diamond
  • His team attempted to explain why a nation achieves int’l success
    • In a particular industry which could not be easily answered by H-O Theory and Comparative Theory.

Factor Endowment:

  • Factor of prodn. Is affected by skilled manpower/ infrastructure (Factor endowment)
  • Country with better factor endowment (skilled+ infra)   
    • Can do better in given industry

Demand condition:

  • If knowledgeable consumer in domestic market
    • Pressurize firm to create high quality, useful, innovative product
  • This increase possibility that firm’s product enter foreign market
  • USA, japan, Europe has entered in many country due to better product   

Related supporting industries:

  • Presence/ absence of such industry determine competitive adv. Of firm in nation
  • Availability/ efficiency of int’l bank in Nepal
    • Determine adv. Of Nepali manpower agency firm
  • Eg. Efficient tyre manufacturer impact competitive adv. In automobile industry.
  • Eg. German have good textile as they produce high quality sewing machine

Firm strategy, structure, rivalry:

  • Firm’s strategy on financial, marketing, technical areas,
  • Structure are condition to govern firm create, organize, manage
  • These all determine competitive adv. In a country

Overall, theory states that

  • These 4 attributes create a diamond
  • Firms are successful when diamond is favorable
  • Competitive adv is achieve when diamond is favorable
  • Govt.  can play role of facilitator/ obstruction for the env. 

Implications of int’l trade and investment theory:

  • IB manager must understand int’l trade theory because:
    • Help to explain what might be produced competitively
    • Where company go to produce item efficiently
    • Understand govt. practices with free flow of trade among countries
  • Focus on enumerated questions like:
    • What product to import or export?
    • How much should we trade?
    • With whom to trade?
  • Int’l trade is done for comparative advantage
  • Country with rich in natural, human, technological resources have surplus prodn.
  • Country with no comparative adv. Import from surplus nation
    • For which int’l trade occurs.

Following implications can be inferred based on above theories of int’l trade.

  1. Free trade implications
    • Free trade promotes specializing in prodn. And
      • Export= For the commodity having comparative adv. And
      • Import= those having comparative disadvantage
    • Evident from Absolute/ Comparative Cost adv. Of Adam smith and David Ricardo
  2. Trade pattern implication
    • Country should structure its int’l pattern in such a way that
      • Specialize in production and 
      • Export=Relative abundance of factor of prodn.
      • Import= factor endowment is relative scarce
    • It is from factor endowment (HO) theory
  3. Trade competitiveness implications
    • Identity commodity of national competitiveness
      • Not only in present and potential stage of product life-cycle in different country market
      • But also in condition of
        • Factor endowment
        • Market demand
        • Related and supporting industry
        • Firm’s strategy n=and rivalry
    • Such implications are from IPLC and Porter’s diamond theory

FDI-based Theories (Int’l Investment Theory)

Foreign direct investment:

  • Refers to investment places directly in biz. Operation in foreign country. Its int’l investment
  • Act of moving capital across border for the purpose of actively controlling
    • Property and ownership of company in foreign country.
  • When firm undertake FDI it becomes MNC or MNE
  1. Monopolistic Advantage Theory:
    • Stephen Hymers proposed this theory in late 1960s which holds that
      • FDI is made by forms in oligopolistic industries possessing technical and other advantages
      • Over indigenous (local) firm
    • Such firm would then have advantages like economies of scale, superior technology & mgmt.
    • There is monopolistic benefit over local firms
  2. Product and Factor Market Imperfection Theory:
    • It is expansion of monopolistic advantage theory, made by Richard Caves in 1970s
    • Superior knowledge permitted investing firm
      • To produce differentiated products so that
      • That buyers would prefer rather than locally made similar products
    • It could give firm some control over local firms.
    • This theory holds that investment flow into other national under imperfect condition
  3. International product life cycle (ILAC) Theory:
    • Raymond Vernon’s IPLC theory maintains direct link between int’l trade and int’l investment
    • Explains that FDI is natural stage in a product life.
    • If a company tries to retain (sustain) in exporting market
      • It shall have to invest in overseas production activities
      • When other companies begin to offer similar products
    • Investing abroad in this way will increase during 3 and 4 stage (maturity and decline)
    • For this company will have to locate production activities in those countries
      • Where factors of production are less expensive
  4. Internalization Theory:
    • It is extension of market imperfection theory,
      • States that to receive higher return on its investment
      • A firm will transfer its superior knowledge to foreign subsidiaries rather than licensing
    • The firm will be able to send knowledge/ tech/ mgmt. across border while maintaining it within firm
  5. Eclectic theory/Dunning’s Eclectic Theory of int’l prodn.:
    • It is miscellaneous theory as it combines diverse elements of some FDI theories
    • This theory explains that a firm goes abroad for investment
      • Due to following three advantages:
        • Ownership specific advantage- firm get benefit of tech., knowledge, economies of scale, monopolistic adv.
        • Location specific advantage- profit due to location: physical, economic, political benefit
        • Internalization advantage- firm get higher returns in: licensing, franchising, exportation
          • Rather than full operation
          • Transfer of superior tech./ mgmt. to foreign country.
  6. Modified Theories for third world firms:
    • Applicable to the firms from third world (poor, under-develop nation)
    • The firms from third world have been importing technology (as product)
      • from developed nations/ advance economies
    • Such technologies are designed for larger markets.
      • So poor nation export output after meeting domestic demand
    • In such case, IPLC theory doesn’t apply to the third world firms

Implications of int’l investment FDI theories

  1. Market Imperfection approach or, Internalization theory:
    • Market imperfection for which firm prefer
      • Investing in foreign nations instead of directly exporting/ licensing
    • Two things that market imperfect:
      • Barrier to exporting
      • Barrier to sale of know-how (technology)
    • Coz of market imperfection, firm invest abroad
      • Transferring its superior knowledge/ technology
      • To foreign nation so that they can
      • Gain higher returns on their investment
  2. Location advantage
    • Location-specific adv. Incl. natural resources (mineral, water, oil)
      • Which are nature specific to location/ nation
    • Firm must undertake FDI to exploit such endowment
    • Companies like Tam oil, Shell, BP invest in Gulf to exploit oil
    • E.g. S. Korean Hyundai chose Chennai for mfg. as it includes:
      • Skilled labor in low wage
      • Location of auto part mfg. near Chennai
      • Cheap land
      • Efficient sea route through Chennai Int’l Port
  3. PLC advantage
    • Relates to Product Life Cycle advantage
    • Firm producing product in home country,
      • Produce product in foreign market
  4. Competition
    • FDI theories, esp. Porter’s Competitive Advantage Theory
      • Carry implication related to market competition, as rivalry among competitors
    • FDI is reflection of rivalry among competing firms
  5. Market in Developing country:
    • There is difference between developed and developing country market
    • Developing country is characterized by
      • Small- saving, flow capital formation
      • Low investment and structural imbalance in economies
    • There is huge gap in resources, as well as
      • Gap in technology, mgmt., human skills
    • FDI not only bring capital, but also technology and mgmt.
    • Foreign investment make available foreign currency like (US dollar)
      • That they need to pay for imports
    • FDI create Employment, Raise Export, Increase govt. revenue by taxes, Familiar to mgmt. and work system
Positive impact of FDINegative Impact of FDI
Transfer capital, technology, mgmt. skillFew employment opportunity
Rise in exportEnv. Effect and industrial accident
Contribute economic growthOver-dependence on foreign capital
Increase govt. revenueUndue political influence
Employment generationCultural distortion

Contemporary issue in Int’l Trade

  1. Free trade, Fair trade, Protectionist Trade
    • Wave of free trade is strong in world
    • Free trade enables firm to specialize activities
      • They perform best, leading greater efficiency, more prodn. & high std. living
      • Creates job, consumer enjoy wide choice of goods, firm get wider in market
    • Some country have controlled/ protectionist trade by
      • Using tariff, non-tariff, exchange control technique
    • Fair trade is trade system based on trade RULES               
      • It is rule based trade so that poor/ least developed country
      • Get special privileges when they trade with developed country
      • Supported by regional trading system SAFTA, BIMSTEC, ASEAN
  2. Subsidies and countervailing:
    • subsidies provided by developed nations to their exporters
      • have become one of the biggest issues.
    • however, it is highly controversial as subsidy distort
      • free competition in market because products of developed countries
      • become cheaper due to subsidies whereas,
      • poor nations cannot subsidize their products,
    • To remove unwanted subsidies on goods
      • Countries impose countervailing duty (CVD)
    • It is permanent surcharge imposed by importing nation on imports
      • that had enjoyed subsidies from exporting nations
    • such duties off set subsidy allowed by exporter’s govt.
  3. Sanitary and Phyto-sanitary measures:
    • A critical issue in IB related to sanitary and Phyto-sanitary (SPS) hazards
    • Sanitary issues relate to humans and animals
    • Phyto-sanitary relate to plants
    • Because of their concern for protecting health of people,
      • Animal, plants, countries protect themselves
      • From trade in those goods which threaten for health issues
  4. GSP and Preferential System of Trade:
    • Generalized system of Preference (GSP) is preferential system of int’l trade
    • It is an agreement under auspices (sponsorship) of WTO
      • WTO in which products of developing nations
      • Provided duty free access to developed countries including USA, EU
    • Nepalese hand-woven woolen carpets & other handicrafts items
      • Are enjoying such privileges
  5. Dumping and Anti-Dumping measures (ADM)
    • Dumping occurs when a foreign company floods another foreign market
      • With goods at lower price than selling price
      • In its own domestic market
    • During dumping there is unfair trade practice and WTO permitted measures to curb
      • Negative impact of dumping by imposing Anti-dumping
  6. Voluntary Export Restraints (VER)
    • It is type of import quota imposed by exporting nation at
      • Request of importing countries govt.
    • In 1981, Japanese automobiles export to US,
      • As US govt. had requested japan to do so.
    • As a result of VER, US limited auto-import from Japanese only
      • To no more than 1.68 million vehicles per year

International Business

Concept and Nature of IB

  • The exchange of goods and services among individuals and business in multiple countries.
  • A specific entity, such as a multinational corporation or international business company that engages in business among multiple countries.
  • Actors/ agents of IB are MNCs and Multi-national enterprises (MNE)
  • A commercial transaction across country borders is known as international business.
  • For example —–A company sells products in the United States, Japan, and Asia etc.
  • Involves interaction between govt. and pvt. Sector across border

Dimensions of Ib

  • Many parties enter in IB
  • Govt, are permanent institution that also involve in it
  • Biz. Firms are already into IB
  • There are different combinations
    • G2G (govt), G2B (biz), B2G, B2B, B2C (consumer- when govt. is directly doing biz)

Characteristics of IB

Multiple country involvedEconomic interdependenceBased on free market economy
Movement of product across borderImpact on Int’l org.Standardized technology

IB vs. Domestic Biz

BasisInternational businessDomestic business
Multiplicity of countriesCountries are different with diversity in political. Legal and other env. factorsCountry is same with homogeneity in political, legal and another factor, etc.
RiskDegree of risk is higher in international businessDegree of risk is comparatively lower in domestic business
Consumer’s taste and preferenceInternational markets are heterogeneous in terms of taste and preference of consumersDomestic markets are more homogeneous in terms if taste and pref. of consumers
CurrencyComplexities & fluctuations in foreign currency exchanges can easily complicate international business activitiesIt mostly involves a single national currency due to which there is less complexities.
Socio-cultural elementSocio-cultural factors are different so management practices fetch different unpredictable impact or outcomeSocio-cultural factors are quite homogeneous so that outcome can be predicted up to some extent
Ecological concernsThere had been steady rise in ecological concerns across the world Domestic business has fewer such concerns
Legal differencesIB manager have to analyze and consider laws of foreign countries as well as of the firm’s home countryDomestic business is governed basically by laws of only one country.
Mobility of factors of productionMobility of factors of production is less across countriesMobility of factors of production is more within geographical boundaries of nation

Component of IB (IB MODES)

Modes of IB are presented in figure below:

A. International Trade/ Sales:

  • Most common and conventional and largest IB mode. It includes
  • Import and Exports
    • Merchandise Import and Exports
      • Merchandise exports are tangible goods sold out of country
      • While merchandise imports are goods brought into country from other countries
    • Service Import and Export:
      • Services are exported and imported and are non-product international earnings
      • Firm or individual receiving payment is making service export, while,
      • Firm or individual paying is a service import
      • Service sales have various forms:
        • Tourism and transport service
        • Performance of services
        • Use of assets and IPRs
    • Assets/ IPR Import-Export:
      • It includes Patent, Copyright, Trademark, Trade Secrets
      • Involves protection of IPR internationally at different nations
  • Entrepot:
  • It is mode of import which is not meant for country’s domestic consumption
  • But for re-export to another country.

B. International Investment

  • They consist of FDIs and Joint Ventures (JVs).
  • it is to enhance people’s welfare that a country’s govt brings in foreign investment
  • it includes:

  • Direct Investment
      • They are fully foreign where a company purchases a sufficient share in another country.
      •  It is done to obtain significant mgmt. control
      • Commonly known as FDIs
      • In FDI. Control on company need to be 100 or 50 % interest.
      • If a country holds a minority stake & remaining ownership is widely spread.
      • No single owner may be able to control the company effectively.
      • As a result, investor having largest stake will continue to have control in company.
      • When two or more country share ownership of FDI it is Joint Venture
      • When govt. joins a company in FDI, it becomes Mixed Venture.

  • Portfolio Investment
      • They are purchase of shares and bonds to obtain a return on funds invested.
      • Generally, such investment have no intention to control the org.
      • So they are known as non-controlling interest
      • Companies use portfolio investment primarily for short-term financial gain as a
      • Means to earn more return on its money with relative safety.

Globalization

Globalization:

  •  The process by which business or other organization develops international influence or start operating on an international scale is known as Globalization.
  • The tendency of investment funds/ business to move beyond domestic and national market to other market around the globe is known as Globalization.

International Business:

  • The exchange of goods and services among individuals and business in multiple countries.
  • A specific entity, such as a multinational corporation or international business company that engages in business among multiple countries.
  • A commercial transaction across country borders is known as international business.
  • For example —–A company sells products in the United States, Japan, and Asia etc.

Global localization/ Glocalization:

  • Successful global marketer must have ability to
    • Think globally and act locally.
  • Ability to be as much of an insider as local company,
    • But still reap the benefit that results from
    • World-scale production.

Types/ Form of Globalization:

  • Economic globalization- liberalization, deregulation, privatization, communication, FOREX
  • Political globalization- billing, policies, plans, exchange views, legal system, RIGHTs of citizens
  • Socio-cultural globalization- cultural values, beliefs, customs, media, tourism (valentines in Nepal)
  • Natural globalization- (global warming, ozone, loss biodiversity, pollution, exploit resources,
  • Technological globalization- ICET- information communication & entertainment technology

Factors affecting globalization:

  1. Expansion of Technology:
    • Advance expansion in info-tech, communication, transport, etc.
    • Increase flow of ideas and info. Across border
    • Knowledge of every nation would grow and customer learn about foreign product and service
  2. Liberalization and cross-border trade
    • Countries with liberalization have free trade, finished goods+ resources exchange
    • Removing barriers cause int’l trade & resources movement
      • That increase market to other countries too
  3. Cost concern:
    • Firm have goal of achieving economies of scale
      • To reduce unit cost production
    • It’s the way to reduce- development/ production/ inventory cost
    • Firm can locate production plant where cost of factor of prodn. Is low
  4. Rise in competition:
    • Globalization imposes rise in competition from foreign brands and companies,
    • Industries are compelled to improve standard and quality for consumer satisfaction.
    • When domestic business meets standard at international level, business goes internationally.
  5.   Growing consumer pressure
    • Consumer build pressure on firm to supply more/ new/ better products
    • Firm have to supply the goods as per demanded by consumer
    • Firms do not limit themselves to their domestic market
      • So they go global to reach out to demanding buyers in foreign market
  6. Expanded cooperation:
    • Govt. have realized their own interest can be addressed through int’l cooperation
      • For which they sign treaties, agreements, with other nation
    • They go for cross national cooperation
    • Bilateral + regional trade agreements like SAFTA, BIMSTEC
    • Facilitates movement of goods, service, investment across border.

Reasons for Int’l Business Expansion

  1. Taking comparative/ competitive advantage of business
    • Firms expand business internationally to take comparative & competitive advantage
    • According to Comparative Cost Theory of International Trade of David Ricardo,
    • Gain from trade will occur even in a country that has absolute advantage in all product
      • because the country must sacrifice less efficient output
      • for more efficient output
    • when it produces more efficient products, it sells to the country
      • that have no comparative adv. In particular product 
    • Competitive Advantage theory shows how a country and its firm gain competitive advantages.
  2. Matching with consumer pressures:
    • In most part of world, people’s affluence has increased.
    • It has increased pressures on companies to do more on Research and Development, internet, etc.
    • All these things are done to satisfy demanding consumers.
    • Consequently, companies go global to serve these markets by expanding business.
  3. Benefitting from International Product Life Cycle (IPLC):
    • A product passing through its death stage of PLC in one market
      •  need not die in another market.
    • Unwillingness of firm to write off its productive assets
      •  may force into international markets.
  4. Managing and Escaping Competition:
    • Firm choose to globalize their market for two competition related reasons
      • To avoid tough competition in domestic market
      • To exploit competitive potential in international market.
    • Firms have explored new foreign market to sell their products as
    • There is tougher competition in domestic market
  5. Adjusting excess capacity:
    • It is economic basis that forces firms to locate international market to sell
    • Their surplus production so as to utilize their excess capacity.
    • Practically, firms undertake foreign business to minimize their fixed cost per unit.
  6. Gain Higher Profit Margin:
    • Govt. of various country provide support & incentive
      • To promote int’l biz. And trade, like tax free export income
    • It is push factor for firm to go into int’l market
    • Contributes to enlargement of their profit margin  

Drivers of Market globalization:

  1. Crisis in capitalism
    • Capitalistic model is emphasis on capital and production
      • Over production creates crisis of not getting goods sold in market
        • So they expand them to oversea market
      • Capitalism emphasis on over-accumulation of capital
        • They face crisis on where to use capital in optimum way
        • So they go global
  2. Technological advances
    • Tech have connected one market with other market at global
    • New technologies have made production and operations efficient and cheaper
    • Efficient/ low cost transport have made economical to get goods from one place to another
      • Transportation technology (high speed travel and efficient transportation)
    • Transportation service help people to move efficient and quickly
    • Transport and media have increase pace of globalization
  3. Comparative/ competitive Advantage:
    •     Firms expand business internationally to take comparative & competitive advantage
    • According to Comparative Cost Theory of International Trade of David Ricardo,
    • Gain from trade will occur even in a country that has absolute advantage in all product
      • because the country must sacrifice less efficient output
      • for more efficient output
    • when it produces more efficient products, it sells to the country
      • that have no comparative adv. In particular product 
    • Competitive Advantage theory shows how a country and its firm gain competitive advantages.
  4. Competition
    • Globalization imposes rise in competition from foreign brands and companies,
      • To avoid domestic competition
      • To exploit competitive potential in int’l market
    • Industries are compelled to improve standard and quality for consumer satisfaction.
    • When domestic business meets standard at international level, business goes internationally.
  5. Increase market size and geographic diversification
    • A company starts operation in two or more country, it is said to be globalized
    • If home country market is saturated, it will go to foreign market
    • Where they can find potential consumer and enhance their market
    • As market grow cross border, it leads to globalization of market
  6. Political tends towards Regional Economic Bloc
    • After 1990, there is trend of socialization of global community and integration
    • Nepal is integrated with SAFTA, BIMSTEC
    • Such group bind together several nations into
      • Trade community offering significant market
    • It can remove/ reduce trade barriers
      • To promote trade activities across border
  7. Growing consumer pressure
    • In most part of world, people’s affluence has increased.
    • It has increased pressures on companies to do more on Research and Development, internet, etc.
    • All these things are done to satisfy demanding consumers.
    • Consequently, companies go global to serve these markets by expanding business.
Advantages of GlobalizationDisadvantage of Globalization
Enhance productiveThreat to socio-culture values of country
Transfer of technology, capital, mgmt.Threat to national sovereignty
Increase employment opportunityInsecurity in job and income source
Promote industrialized economiesEnvironmental degradation
Increase trade, export, importUnfair competition, monopolies of MNCs
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