RtB
Internaionalization
Creative Commons License
Quantum Integration
INTERNATIONAL BUSINESS
Stephan Langdon, MBA, M.ED
The Globalizing Economy
Leading Exporting and Importing Countries
Leading Exporting and Importing Countries, continued
Top 25 Companies by Foreign Asset Ownership
Foreign Direct Investment
Developed countries get the bulk of FDI (69%) while developing countries get around 30%.
Least developed countries get minimal FDI.
Implications for managers—significant opportunities around the world.
Multinational managers should look at risk rating of countries.
The Internet and Information Technology
Electronic Communication — E-mail, World Wide Web, etc. Allows multinationals to communicate with
company locations throughout the world. Multinationals can also monitor worldwide
operations. Information technology is spurring a
borderless financial market.
The Rise of Global Products and Global Customers
The needs of customers for many products and services are growing more similar, e.g., McDonald’s, Boeing, Toyota.
Global customers search the world for their supplies without regard for national boundaries.
Privatization
Sale of government-owned businesses to private investors, usually through stock or direct sale to other
companies. Two types of privatization contribute to
the global economy — the developed world and the developing world.
Privatization—Types
The Developed Countries Use privatization to make formerly
government-controlled enterprises more competitive in the global economy.
The Developing Countries Use privatization to jump-start their
economies or to speed the transition from a communist to a capitalist system.
New Competitors
Free market reforms are creating a potential group of new competitors.
Korean, Russian, Taiwanese, and Mexican companies are all emerging.
Chinese companies are also on the move.
Top 25 Emerging Market Companies
New Competitors are Emerging Global trade has two important effects in
developing new competitors: When developing countries are used as
low-wage platforms for high-tech assembly, multinationals facilitate the transfer of technology.
Aggressive multinationals are also expanding beyond their own borders.
The Rise of Global Standards Companies can make one or only a few
versions of product for the world market. This is cheaper than making different
versions for different countries. Drive to develop common standards to
save money.
Global Standards
Consistency in quality also an important requirement of doing business in many countries.
International organization for standardization (ISO) in Geneva, Switzerland Developed a set of technical standards (ISO
9001:2000 series).
Internationalization
Internationalization is the process by which Firms increase their awareness of
the influence of international activities on their future
Establish and conduct transactions with firms from other countries.
5 reasons global sourcing programs1. To focus on core competencies
2. To reduce and/or variablize costs
3. To gain expertise that is not currently in house
4. To increase quality, efficiency, and speed of delivery
5. To be able to scale operations effectively
Source: ITESA
REZNOR CASE
Flat World and NIN
Berlin Wall Windows Netscape Browser Workflow
Flat World NIN
Flat World and NIN
Berlin Wall Windows
Netscape Browser Workflow
Global Market Websites Facebook.com Access Musician Work
Danial Lanois Pay Pal
Flat World NIN
Flat World and NIN
Uploading Outsourcing Offshoring Supply-chaining In-sourcing In-forming Steroids
Flat World NIN
Flat World and NIN
Uploading Outsourcing Offshoring Supply-chaining In-sourcing In-forming Steroids
Flat World NIN
The world is flat . . . (Friedman)
Three converging developments A global, Web-enabled playing field that
allows multiple forms of collaboration Gradual adaptation of organizations through
horizontal collaboration in the value creation process extends this platform to different countries
3 billion people join the party - opening of economies like China, India, Russia, and in Eastern Europe, Latin America, and Central Asia to the world economy
Example of how triple convergence works
A global, Web-enabled playing field that allows multiple forms of collaboration is in place
A company installs an effective supply chain that allows it to source products from a country, e.g. India, Bangladesh, China, Ireland, etc.
A factory worker in China is able to benefit from global trade because his or her country has allowed information and products to flow “freely”
New “Arrivals”
Population data Population data
We are only seeing the tip of the iceberg. Not everyone has access yet Microsoft: in China, 1 in a million can mean
a total of 1,300,000 Bangalore: “we are hungry for success”
Its dominated by, but not all India Map of IT businesses
Why do Firms Internationalize? opportunities for growth market diversification higaher margins and profits Gain new ideas about products, services,
and business methods Better serve key customers that have
relocated abroad Be closer to supply sources, benefit from
global sourcing advantages, or gain flexibility in the sourcing of
products
Why do Firms Internationalize? Gain access to lower-cost or better-
value factors of production Develop economies of scale in
sourcing, production, marketing, and R&D
Confront international competitors more effectively or thwart the growth of competition in the home market
Invest in a potentially rewarding relationship with a foreign partner
STEP
Political Social Economic Technological
Dimensions of Internalization
Internationalization has both inward-looking and outward-looking dimensions.
The outward-looking perspective incorporates an awareness of the nature of competition in foreign markets
Dimensions of Internalization (cont.)
Includes the following modes of activities: Exporting. Acting as licensor to a foreign company.
Establishing joint ventures outside the home country with foreign companies.
Establishing or acquiring wholly owned businesses outside the home country.
Dimensions of Internalization (cont.)
Similar to the Sequential Approach theory of internationalization:
As firms build confidence, experience and success:
Existing Business
New Business
Partially Owned Wholly Owned
(1) Capital Participation
(2) Joint Venture
(3) Acquisition
(4) Greenfield
Dimensions of Internalization (cont.)
Not all firms do or can follow the sequential process of internationalization: Dependent upon industrial and environmental conditions
Need to coordinate operations in many countries and many value chain activities
Dimensions of Internalization (cont.)
Internationalization affects firms in equally important ways from an inward perspective.
The related modes of activity include: Importing/sourcing. Acting as licensee from a foreign
company. Establishing joint ventures (JVs) inside the
home country with foreign companies. Managing as the wholly owned subsidiary
of a foreign firm
Dimensions of Internalization (cont.)
Many firms have an appreciation of the global environment but do not seek out international opportunities in countries that differ greatly
Questions to explore: What products/services can be “global”? How can a firm know if it has a globally
competitive product? How can the firm successfully take a
product global?
Internationalization
Theory
Internationalization
Theory
Types of Internationalisation
Upstream internationalisation
Downstream internationalisation
importoutsourcing
market entry
outwardinternationalisation
inwardinternationalisation
Implications for Your Project
Upstream Internationalisation (Supply chain management) Location of key suppliers Relationship with key suppliers Changes in number and frequency of changes Supply strategies , e.g. vertical integration
Downstream Internationalisation (Export management) Goals, relationships, strategies, organisational development
Degrees of Internationalisation
Degree of commitment/level of involvement (structure)
Degree of change within the firm (process)
International Product Life Cycle
Basic Assumptions The relative weight of changes in factors of production at various
stages of a product’s life cycle Changes in a product’s degree of market attractiveness
Implications for Internationalisation Extension of the life cycle of products Reduction in unit costs of production
Other useful concepts Product vs. Market lag Client-followers vs. Market searchers
The Network Approach to Internationalisation
Firms within an industrial market are inter-dependent
They share resources Their relationships are both stable and changing They are mutually vulnerable Markets are networks of relationships
Some Characteristics of a Network
Intensity Power sharing Reciprocity Cohesion, through
Domain consensus Positive evaluation Work co-ordination
FACTOR ENDOWMENTS (HECKSCHER – OHLIN)
Introduces concept of ‘factors of production’. A country will have a comparative advantage in producing
goods which make intensive use of factors of production which it has in abundance
A country exports products which use intensively its relatively abundant factors and
imports products which use intensively its relatively scarce factors
Leontief paradox
Industrial Clusters
A concentration of suppliers and supporting firms from the same industry located within the same geographic area
Examples include: the Silicon Valley, fashion cluster in northern Italy, pharma cluster in Switzerland, footwear industry in Pusan, South Korea, and the IT industry in Bangalore, India
Industrial clusters can serve as an export platform for individual nations
National Industrial Policy
Proactive economic development plan implemented by the public sector to nurture or support promising industry sectors with potential for regional or global dominance. Public sector initiatives can include:
Tax incentives Monetary and fiscal policies Rigorous educational systems Investment in national infrastructure Strong legal and regulatory systems
National Industrial Policy:Ireland as an Example
Beginning in the 1980s, the Irish government implemented a series of pro-business policies to build strong economic sectors. The “Irish Miracle” resulted from:
Fiscal, monetary, and tax consolidation Partnership with the industry and unions Emphasis on high-value adding industries
such as pharma, biotechnology, and IT Membership in the European Union; subsidies
and investment received from the EU Investment in education
FDI Based Explanations: Dunning’s Eclectic Paradigm
Three conditions determine whether or not a company will internalize via FDI:
1. Ownership-specific advantages – knowledge, skills, capabilities, relationships, or physical assets that form the basis for the firm’s competitive advantage
2. Location-specific advantages – advantages associated with the country in which the MNE is invested, including natural resources, skilled or low cost labor, and inexpensive capital
3. Internalization advantages – control derived from internalizing foreign-based manufacturing, distribution, or other value chain activities
The background - Uppsala
The firm is assumed to strive for growth and long term profit
The firm is assumed to avoid uncertainty and keep risk taking at a low level
The behavioral theory of the firm bounded rationality –
perfect decisons are infeasable
limited search satisficing behavior - meet
criteria for adequacy, rather than to identify an optimal solution
conflicting goals, Incremental adjustments
to changing conditions of the firm and its environment
Dynamic model (present state important for future changes and subsequent states)
State Aspects
Market knowledge
Information stored and retrievable in minds of individuals, computer memories or in written form
Objective or experiential – latter most crusial
Market commitment
Amount and specificity of resources committed to a market
(experiential knowledge may be one type)
Change Aspects
Commitment decisions
Response to perceived probalems/opportunities
High perceived uncertainty leads to low commitment
Increased (experiential) makret knowledge leads to lower preceived market uncertainty
Small steps unless very large resources
Current business activities
Prime source of market experience
Johanson & Vahlne – 1990 (1) Stages model is one
possible manifestation of the State and change aspects model
Internationally experienced firms may allocate resources on the basis of real market conditions rather than in response to the unknown
Validity of model mainly in early stages (low experiential knowledge and high uncertainty)
World more internationalized and homogeneous
Psychic distance smaller and market knowledge less country specific
Johanson &a Vahlne – 1990 (2) Service firms may
internationalize in a different manner
Internationalization processes should be related to processes in the environment (market, network, industry, technology, etc.)
Behavioral model could be supplemented by economic models
Strategic thinking should supplement emergent development, chance, and necessity
The stage model
TWO
Moving Forward
Friedman’s view of a “flat world” “Flatteners” or developments that
helped create this flat world Summarize these flatteners into his
notion of a “triple convergence”
Flat World
Globalization 1.0 (1492-1800): discovery that the earth was round, exploration, European powers expand their power, including trading reach
Globalization 2.0 (1800 – 2000): multinationals followed their countries
Globalization 3.0 (2000- ): individuals of diverse backgrounds able to collaborate and compete globally
Flat World
Playing field has been flattened traditional advantages accruing to one country
or a large multinational are being challenged Coefficient of globalization
Completion for global knowledge work Intellectual work, intellectual capital, can
be delivered, distributed, produced, and put back together again . . . with relative freedom in the way we do work
WHAT IS THE SIGNIFICANCE OF ALL THIS?
Significance of Flat World
Level playing field Traditional, comparative advantages
held by those with access to information and/or technology can now be challenged
Individuals from non-traditional backgrounds can now engage in economic activity, at times in ways not seen before
FLATTENERSFIRST THREE ARE PLATFORMS CONTRIBUTING TO COLLABORATION
Flatteners: first three are platforms contributing to collaboration
11/9: the fall of the Berlin Wall opening Windows Fall of the “Wall” between East and West Berlin Political systems that were once closed opened
up Windows
8/9: Netscape goes public Emergence of an internet browser
Work flow software: Development of software which when installed
in different computers and in different places allows them to work with each other
11/9 as a platform for collaboration
11/9: the fall of the Berlin Wall which separated East and West Berlin and Germany
The fall of the “wall” resulted in the eventual collapse of countries that were part of the Council for Mutual Economic Assistance or COMECON, sometimes referred to as the “Eastern bloc”, or
the Soviet empire Included in this “bloc” were countries like the
Czech Republic, Bulgaria, Romania, East Germany, Poland, etc.
Friedman’s claim
this event tipped balance of power across the world towards more democratic, free-market oriented governments
11/9 as a platform for collaboration (Continued)
Centrally planned countries “opened up” In 1991, India abolished trade controls China accelerated reforms (although some of
china’s economic reforms started in the 70s) Global exchange of digital information
now possible as political restrictions eased up Huge personal empowerment
8/9 as a platform for collaboration
8/9: Netscape goes public The initial browser was Mosaic which was
designed to allow researchers/scientists in remote locations to access each other’s work
Mosaic was transformed into the first browser to be made available to the public (for free)
Coupled with introduction of Windows 95, including GUI capability, these made accessing the internet much easier Early access to the internet were text based
8/9 as a platform for collaboration (Continued)
Browsers as gateway to Internet From internal systems to systems of
systems Dot com bubble allowed massive
investments in the internet highway; by the time the bubble burst, an initial physical infrastructure – fiber optic cables, switches, etc. – was in place
From resistance to email and cell phones (early 90s) to emergence of terms like B2B and B2C.
Work-flow software as a platform for collaboration
Work flow software: software that allows computers and in different places to communicate and work with each other using different modes, e.g. audio, video, etc.
Example: Wild Brain produces cartoons in SF Recording sessions Design and direction Writers Animation All in different locations using Virtual Private
Network (VPN)
Work-flow software as a platform for collaboration (Continued)
Example 2: Pay Pal Emergence of protocols and standards to
facilitate communication among systems
FLATTENERS: THE NEXT SEVEN ARE NEW FORMS OF COLLABORATION
Flatteners: the next seven are new forms of collaboration
Uploading Outsourcing Offshoring Supply-chaining In-sourcing In-forming Steroids
Flattener 4: Uploading
Power or capability of individuals to send up, out, and around their own products and ideas Apache – a web server that allow web
browsers (in different computers) to interact with different web servers. Web servers allow a user to use his or her home or office to host a web site.
Flattener 4: Uploading (Continued)
Open source communities “community rules” Examples:
Linux operating system - offers a family of operating systems; can be adapted to run on the smallest desk top computer, laptop, palm pilot, etc.
Firefox (Mozilla) Blogging, Wikis, etc.
Flattener 5: Outsourcing
India as an example of how outsourcing began
Educational infrastructure in India 7 Indian Institute of Technology 6 Institute of Management As a result, Indian nationals would go to the US
or developed countries to find work Dot-com boom created “physical highway”
to allow for India to get “connected” Reform of telecommunications system in
India
Flattener 5: Outsourcing (Continued)
US companies start looking for opportunities to utilize labor pool in India
Late in the 1990s, the Y2K issue emerged
Indian “expats” return to India after “dot.com bubble” burst
Friedman sees the massive amount of programming to prevent a “Y2K” disaster and return of expats catalysts India’s emergence as an outsourcing destination
Flattener 6: Offshoring
Offshoring: move a strategic process or portion of a company’s value chain to a foreign location
Distinction Outsourcing: have another company do a
specific, but limited function, e.g. accounting
Offshoring: move production or an important process offshore
Flattener 6: Offshoring (Continued)
China as an example of the emergence of offshoring
1977: Deng Xiaoping starts economic reforms in China
Mid 1980s: applies for membership in WTO
Finally accepted into WTO mid 1990s Watershed moment in the sense that as a
member of WTO, China has to play by international rules
Flattener 6: Offshoring (Continued)
Example: ASIMCO From efforts to find “new china” managers to
manage their business to investing in the US US operation takes care of finishing, also allows
company to keep abreast with technology Film: China Brands Friedman does mention possible limits to
growth in China, including need for further reforms
Work-types companies avoid offshoring
Relationship-oriented work Process where repeatable process map cannot be
created Roles with complex industry structure and/or long
product learning curves Success criteria are not well defined or
measurable Strategic aspect to the business High levels of sensitive intellectual property are
shared across wide groups of people
Work-types companies push offshoring
High transaction volume High repeatability Low domain knowledge needed Low mission criticality Few touch points Low complexity Low training efforts Non-strategic Well defined process and metrics Easily transmitted over electronic wires Outcomes can be easily managed
India Advantages
Low cost Native English Early market entrance
Governmental software export strategy since 1972
Early adoption to quality standards Strong educational programs Government incentives
Technology park development Tax advantages and tax breaks Low import duties
India Disadvantages
Geo-political risk with Pakistan Electrical Power issues 24 hour travel Time zone Costly Turnover Salaries rising 20% annually for skilled workers Mid-manager staffing difficulties Cultural differences
Brazil Advantages
Low cost Time Zone and Proximity Early adoption to quality standards Strong educational programs Multilingual Support (Spanish and Portuguese
support) Government incentives
Technology park development (but need more) Tax advantages and tax breaks
Brazil Disadvantages
Corruption Lack of Qualified People Delays Infrastructure IP Problems English Brain Drain Higher cost than India and China Poor infrastructure especially off coast High sunk cost Costly turnover
China Advantages
Scale Labor Speed Low cost Strong educational programs and joint university
programs Government incentives
Technology park development Tax advantages and tax breaks
China Disadvantages
Focus on Asia English Cultural differences and inward thinking Uncertain governmental actions Communist effect on property laws Communist bureaucracy Intellectual property theft is rampant Data Privacy Poor infrastructure especially off coast Manufacturing focus Poor customer service Need for local representation/local partner Indian offshore companies are having problems with
offloading their own work to China
Flattener 7: Supply Chaining
Wal-Mart as an example of a company that pursues supply chain management aggressively
Coefficient of Globalization Learning to sell new products: sushi
Flattener 8: Insourcing
World Synchronized: Supply Manager Trust through systemes Toshiba Repairs Shoes.com UPS
Flattener 9: In-forming
In-forming: capability to build your own supply chain . . . of information, knowledge, entertainment
Flattener 10: Steroids
Computing capability has increased in terms of computational, storage, and input/output capacity
Instant messaging and file sharing VOIP Video conferencing Computer graphics Wireless communication