Картинки на тему «International business» |
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1 | **SLIDE KH1** INTERNATIONAL BUSINESS | 9 | 80% of parts used are U.S. made). Price: |
(IB) [Read: Head, Chapter 1, pp. 1-23] | $21,955US (basic model). | ||
Characterized by firms' activities in | 10 | THE REASON: where cars (and car parts) | |
international trade and/or investment IB | are produced Why produce overseas? Market | ||
differs from domestic business (DB) in | proximity, product modification, foreign | ||
what? (1)MARKETS (WORLD VS DOMESTIC), | technological and production skill, cost, | ||
(2)PRODUCTION, (3)ACCOUNTING/CONTROL ( | reliability,.. WHERE SHOULD YOU PRODUCE? | ||
-----? details below) WHAT ELSE? | Where should you procure your | ||
2 | Broadly speaking, there are at least | parts/services? Should you build your | |
six factors that separate IB from DB | factory overseas? (foreign direct | ||
(Head). They are: (1)Political separation, | investment) Ability in global networking | ||
(2)physical separation, (3)relational | is a source of firms’ competitiveness | ||
separation (e.g. bus. networks), | Removal of investment (FDI) and trade | ||
(4)environmental separation (e.g. climate, | barriers would allow firms to develop | ||
natural resources ), (5)developmental | global networks according to firms' | ||
separation, and (6)cultural separation. In | strategies. E.G. Shifting | ||
IB, one or more of these separations | marketing/production effort to where | ||
significantly affect company business | growth is globally. | ||
(e.g. possible sources of IB risks). In | 11 | DIFFERENCE BETWEEN DB AND IB | |
DB, these are all negligible factors (in | COUNTRY-SPECIFIC FACTORS: cheap labour, | ||
most circumstances). SPECIFIC ISSUES (1) | what else? CULTURE, INSTITUTIONS, | ||
Should you sell in global markets? (Where, | LANGUAGE, .. --> NOT A SERIOUS FACTOR | ||
why/why not?) GLOBAL MARKETS BRING: | IN DB IMPLICATIONS -in international | ||
growth, scale economy, technology, | marketing, consumer behaviour may differ | ||
competitiveness, ....... Why? | from DB -in production, HRM may differ | ||
3 | Growth in volume of world merchandise | from DB -standard of living/cost/wages may | |
trade and GDP, 2005-13 (Annual % change). | differ, but note: NOT ALL FDI GOES TO LOW | ||
Source: WTO. Ratio of world exports of | WAGE COUNTRIES. (Figure below.) -Competent | ||
goods and commercial services to GDP, | firms are able to take advantage of the | ||
1980-2010. Index, 2000=100. Source: IMF. | above differences by turning them into | ||
WTO. | expanded new opportunities not available | ||
4 | Thanks to the GATT / WTO(?), world | from domestic sources. | |
trade has grown massively. | 12 | NOT ALL FDI GOES TO LOW WAGE | |
5 | GLOBAL MARKETS BRING GROWTH (FIGURE | COUNTRIES. -Cheap labour is not always the | |
1.1), SCALE ECONOMY, TECHNOLOGY, | reason for FDI -Competent firms are able | ||
COMPETITIVENESS, ... WHY ?? Because of | to take advantage of the above | ||
added market size and competition Who | country-specific differences by turning | ||
sells globally? Who doesn't sell globally? | them into expanded new opportunities not | ||
Any correlation with competitiveness? WHAT | available from domestic sources. | ||
MATTERS IN SELLING IN FOREIGN MARKETS ? | 13 | FDI inflows and outflows, 1999-2007, | |
CULTURE? Should you modify your products? | and 2008 forecast. Source: OECD. | ||
What should you modify ? (2) Should you | 14 | ||
produce / procure globally? - TI has 50 | 15 | ||
plants in 19 countries. HP's new product | 16 | Portfolio investment and foreign | |
development team: members from JAPAN, the | direct investment. We'll discuss FDI in | ||
US, the UK, GERMANY work jointly | depth later in the course. | ||
real-time. Why ? | 17 | Some stats: Canada 2011. Transaction: | |
6 | WHICH CAR IS THE MOST | Canada (2004). + Money in (Bn$). - Money | |
"AMERICAN"? (All sold in the | out (Bn$). Goods (exports+). 419. 446. | ||
U.S. market) MAZDA NAVAJO (sold by Japan’s | Services (exports+). 56 (2009). 91 (2009). | ||
Mazda Co.) DODGE STEALTH (sold by | Income (receipts+). 38. 63. Portfolio | ||
U.S./German Mercedes Chrysler) MERCURY | (sales+). 82. 41. FDI (sales+). 61. 68. | ||
CAPRI (sold by U.S. Ford) GEO PRIZM (sold | 18 | (3) INTERNATIONAL ACCOUNTING/TAXATION | |
by U.S. GM) FORD TAURUS (sold by U.S. | is problematic. A FIRM MUST HAVE A HOME | ||
Ford) HONDA ACCORD WAGON (sold by Japan’s | COUNTRY despite its business activities in | ||
Honda) TOTOTA CAMRY (2012) (sold by | other countries. The firm’s home country | ||
Japan’s Toyota) "Domestic (American) | taxes the firm, but other countries also | ||
content index" MN-75, DS-28, MC-18, | want to tax it. (Note: Tax treaties | ||
GP-64, FT-100, HAW-65 , TC-(US-made parts: | between countries may or may not exist. | ||
80%+) What determines domestic content | Even if they exist, they often do not | ||
index? | completely cancel out double taxation.) | ||
7 | TRANSFER PRICING IS ANOTHER ISSUE. Can | ||
8 | firms maintain many sets of books for | ||
9 | Jim Lentz, President of Toyota Motor | international taxation purposes? | |
Sales USA, showing 2012 Toyota Camry (over | |||
International business.ppt |
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