Developing International Strategies by Rudolf Grünig, Dirk Morschett

By Rudolf Grünig, Dirk Morschett

This publication makes a speciality of the improvement of techniques for the profitable internationalization of huge and medium-sized businesses. turning into foreign deals very important possibilities for corporations of all sizes, yet in an more and more complicated surroundings, the strategic making plans concerned can be a problem. The publication addresses this, declaring feedback that permit huge and medium-sized businesses to learn from internationalization.

After a finished advent to internationalization and strategic making plans, the authors clarify ideas, suggesting distinct tactics for constructing foreign thoughts. The ebook distinguishes among going worldwide for brand new markets and internationalizing creation and sourcing. For either, the e-book proposes approaches for appearing significant strategic analyses and for constructing winning overseas techniques. finally, it highlights the demanding situations confronted via overseas businesses and discusses worthy choice approaches.

The publication deals important insights for corporation executives, individuals in government MBA courses, and master’s students.

Show description

By Rudolf Grünig, Dirk Morschett

This publication makes a speciality of the improvement of techniques for the profitable internationalization of huge and medium-sized businesses. turning into foreign deals very important possibilities for corporations of all sizes, yet in an more and more complicated surroundings, the strategic making plans concerned can be a problem. The publication addresses this, declaring feedback that permit huge and medium-sized businesses to learn from internationalization.

After a finished advent to internationalization and strategic making plans, the authors clarify ideas, suggesting distinct tactics for constructing foreign thoughts. The ebook distinguishes among going worldwide for brand new markets and internationalizing creation and sourcing. For either, the e-book proposes approaches for appearing significant strategic analyses and for constructing winning overseas techniques. finally, it highlights the demanding situations confronted via overseas businesses and discusses worthy choice approaches.

The publication deals important insights for corporation executives, individuals in government MBA courses, and master’s students.

Show description

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Cost economies can be divided into two categories: • By opening new markets, fixed costs can be spread across more products. In this case, economies of scale will arise. In industries where development costs are high, this may be vital for survival. An example is the aircraft industry. Boeing and Airbus could not survive without recovering their high development costs by selling their aircrafts beyond their home markets. • Economies in the replication of knowledge often occur in the services sector.

This section just presents three models that the authors believe are key concepts for understanding the phenomenon: the theory of comparative advantages, the economies of scale and the OLI paradigm. Comparative advantages (see Grant 2013, pp. ), mainly cost advantages, explain many of the phenomena associated with economic internationalization: • Absolute cost advantages of different countries lead to international trade. Sri Lanka produces tea more cheaply than many other countries, including New Zealand, but New Zealand produces mutton more cheaply than Sri Lanka.

Of these, 560 were state-owned enterprises, 1280 were privately owned Vietnamese firms, and the remaining 960 were FDI enterprises. 1 million people, or just under 5 % of all workers (see Pham 2008, pp. ). The FDI enterprises are mostly owned by Asian companies. Almost 95 % of the capital invested comes from East and Southeast Asia. But the industry’s exports go, with 56 %, predominantly to the US and Canada and, with 15 %, to Europe (see Pham 2008, pp. ). Of these exports, it can be assumed that a large proportion originates from FDI enterprises.

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