Int Business

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Int Business by Mind Map: Int Business

1. Strategy & Opp assessment for Int Environment

1.1. 14. Exp & Countertrade

1.2. 15. FDI & Collaborative Venture

1.3. 16. Licensing, Franchising & other contractual Strategies

1.4. 17. Global Sourcing

2. Strategy & Org in Int Firms

2.1. 13. Global Market Opp

2.2. 12. Strategy & Org

3. Foundation

3.1. 1.internationalisation of the firm

3.2. 2.Globalization and internatoinalization

3.2.1. 4C Risks of Int

3.3. 3... 4 Organization participants

3.3.1. Focal firm

3.3.2. Distribution channel intermediary

3.3.3. Facilitator

3.3.4. Governments

3.3.5. Reasons for Going Int

3.3.5.1. Reative

3.3.5.2. Proactive

3.4. 4. Cultural environment

4. Environment of Int Biz

4.1. 5. Ethics

4.2. 6. Theories of Int Trade and Investment

4.2.1. Theo

4.2.1.1. Comparative (Country)+ Competitive(firm) = National Competitive Ad

4.2.1.1.1. Competitive Advantage (Firm)

4.2.1.1.2. Comparative Advantage (abundance in Country)

4.2.1.2. National Industrial Policy

4.2.1.3. International Product life Cycle

4.2.1.3.1. Introduction (enjoy manuf & export)

4.2.1.3.2. Maturity (less export)

4.2.1.3.3. Standardization (import)

4.2.1.4. FDI

4.2.1.4.1. Competitive + Comparative + Int advantages

4.2.1.5. Non FDI (JV- Equity,

4.2.2. New Trade Theory

4.2.3. Strategies

4.2.3.1. location implications

4.2.3.2. first-mover implications

4.2.3.3. policy implications

4.2.4. Internalizing Innovative Model

4.2.5. Uppsala Model

4.3. 7. Political & Legal System

4.3.1. 4 strategies from multinational

4.3.2. value chain

4.4. 8. Gov Intervension

4.5. 9. Reg Economic Integration

4.6. 10. Emerging Market

4.7. 11. Int Monetary & Financial

5. Functional Area Excellent

5.1. 18. Global Mkt

5.2. 19. HRM

5.3. 20. FMA

6. Int Business % Subject Week Date 10 Presentation 2 25 Individual Case study Essay 6 1-Apr 25 Group Report 11 May-20 40 Exam

7. How do firms internationalize ?

7.1. Macro, Micro, Firms' capabilities & Cost

8. Different types of Focal Firms

8.1. large, Small, Global born

9. Case Study - Logoplaste

9.1. Rigid plastic container industry 21% of container

9.1.1. APA largest 30%

9.1.2. FCMGs such as P&G, Coca-Cola

9.2. Plastic pellet

9.2.1. supplied by Petrochemical

9.3. Distribution

9.3.1. On-sit sets up inside or close to clients’

9.3.2. Off-site units serve customer from a central location,

9.3.3. - in-house manufacturing in Europe with its “hole-in-the-wall” concept.

9.3.4. scale benefits and diversifying client risk

9.4. History

9.4.1. Dictated minimum production scale and just-in-time deliver.

9.5. Business Model

9.5.1. open-book policy

9.5.2. null transportation costs

9.5.3. reliable quality and competitive prices

9.5.4. Strategies

9.5.4.1. Cost competitive player,

9.5.4.2. ILab, innovation Lab, established partnership with various equipment manufactures.

9.6. Initial Expansion

9.6.1. Hole-in-the-wall concept expanded to Spain in 1992

9.6.2. In 1997, partnered with Coca-Cola and in 1998, partnered with 2 larger plants for P&G

9.7. Globalization

9.7.1. North America, Central and Eastern Europe, China and Asia- Pacific

9.7.2. Challenging markets – accepted P&G offer by first seting up plant in Malaysia

9.8. Challenges

9.8.1. 1. Structure and Financing – succed in financing in 2010, the entire Brazilian operation

9.8.2. 2. Client recruitment and retention – 100% customer retension, let client enjoy higher scale benefits (Lean)

9.9. Competition

9.9.1. 1. Alpla-Werke

9.9.2. 2. Amcor

9.9.3. 3. Graham

9.9.4. 4. Packaging and Plastipak

9.10. Industry Trends

9.10.1. 1. Industry consolidation 2. production consolidation (demand increased) 3. sustainability (eco-friendly packages, such as bio-polymer bottles, efficient Supply chain Mgt) 4. globalization