International-business-国际商务.docx
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1、如有侵权,请联系网站删除,仅供学习与交流1.2.3.4.5.6.7. International-business-国际商务【精品文档】第 9 页8. Differences in legal systems: COMMON LAW is based on the cumulative wisdom of judges decisions on individual cases through history. These cases create legal precedents, which other judges use to decide similar cases. For exa
2、mple, the United States of America, the United Kingdom, Canada CIVIL LAW is based on a codification, or detailed listing, of what is and is not permissible. For example, French, GermanOne important difference between common law and civil law systems is apparent in the roles of judges and lawyers. In
3、 a common law system, the judge serves as a neutral referee, ruling on various motions by the opposing parties lawyers. These lawyers are responsible for developing their clients case and choosing which evidence to submit on their clients behalf. In civil law system, the judge takes on many of the t
4、ask of the lawyers, determining, for example, the scope of evidence to be collected and presented to the court. RELIGIOUS LAW is based on the officially established rules governing the faith and practice of a particular religion. Theocracy. For example, Iran BUREAUCRATIC LAW is whatever the countrys
5、 bureaucrats say it is, regardless of the formal law of the land. Contracts can be made or broken at the whim of those in power. 9. Laws directed against foreign firms: Nationalization: Often when leftist governments obtain power, they choose to transfer ownership of resources from the private to th
6、e public sector. Expropriation: The transfer that when the host government compensates the private owners for their losses. Confiscation: The transfer that when the host government offers no compensation. Privatization: The conversion of state-owned property to privately owned property. Constraints
7、on foreign ownership: to avoid having their economies or key industries controlled by foreigners. Repatriate: Countries can also constrain foreign MNCs by imposing restrictions on their ability to repatriate (return to their home countries) the profits earned in the host country.10. Political risks
8、Political risk is divided into macropolitical risk (affects all firms in a country) and micropolitical risk (affects only a specific firm or firms within a specific industry).Examples of political risks:TYPE IMPACT ON FIRMSexpropriationLoss of future profitsConfiscationLoss of assets; loss of future
9、 profitsCampaigns against foreign goodsLoss of sales; increased costs of public relations efforts to improve public imageMandatory labor benefits legislationIncreased operating costsKidnappings, terrorist threats, and other forms of violenceDisrupted production; increased security costs; increased m
10、anagerial costs; lower productivityCivil warsDestruction of property; lost sales; disruption of production; increased security costs; lower productivityInflation Higher operating costsRepatriation Inability to transfer funds freelyCurrency devaluationsReduced value of repatriated earningsIncreased t
11、axationLower after-tax profits11. Elements of cultureLanguage; communication; religion; values and attitudes; social structure12. Low-context culture: the words used by the speaker explicitly convey the speakers message to the listener, such as German, Canadian, British, American.High-context cultur
12、e: the context in which a conversation occurs is just as important as the words that are actually spoken, and cultural clues are important in understanding what is being communicated, such as Chinese, Korean, Japanese.13. Hofstedes five dimensions of national cultureSocial orientation: individualism
13、-America; collectivism-JapanPower orientation: power respect-Asia; power tolerance-AmericaUncertainty orientation: uncertainty acceptance-the United States, Hong Kong of China, Singapore; uncertainty avoidance-Austria, Japan, Italy, FranceGoal orientation: aggressive goal behavior-USA, British, Germ
14、an; passive goal behavior-SwedenTime orientation: long-term outlook-Japan, Hong Kong of China, Taiwan of China; short-term outlook-Pakistan, Philippines14. What is international strategic management and whats the aim of international strategic management?International strategic management is a compr
15、ehensive and ongoing management planning process aimed at formulating and implementing strategies that enable a firm to compete effectively internationally.15. Strategic alternatives The home replication strategy: The firm uses the core competency or firm-specific advantage it developed at home as i
16、ts main competitive weapon in the foreign marks that it enters. the the The multidomestic strategy: The firm views itself as a collection of relatively independent operating subsidiaries, each of which focuses on a specific domestic market. the gThe global strategy: The firm views the world as a sin
17、gle marketplace and its primary goal is to create standardized goods and services that will address the needs of customers worldwide. the TTThe transnational strategy: The firm attempts to combine the benefits of global scale efficiencies with the benefits of local responsiveness.16. Distinctive com
18、petenceA firms distinctive competence may be cutting-edge technology, efficient distribution networks, superior organizational practices, or well-respected brand names. Without a distinctive competence, a foreign firm will have difficulty competing with local firms that are presumed to know the loca
19、l market better. The Disney name, image, and portfolio of characters, for example, is a distinctive competence that allows the firm to succeed in foreign markets. Similarly, the ready availability of soft-ware programs compatible with Windows operating systems gives Microsoft an advantage in competi
20、ng with local firms outside the United States.Whatever its form, this distinctive competence represents an important resource to the firm. A firm often wishes to exploit this advantage by expanding its operations into as many markets as its resources allow. To a large degree, the internationalizatio
21、n strategy adopted by a company reflects the interplay between its distinctive competence and the business opportunities available in different countries.17. Steps in international strategy formulation Develop a mission statement: define the firms values, purpose, and direction. Perform a SWOT analy
22、sis: assess the firms external and internal environments to identify strengths, weaknesses, opportunities, and threats. Set strategic goals: exploit the firms strengths and environmental opportunities. Neutralize external threats and overcome the firms weaknesses. Develop tactical goals and plans: d
23、evise the means to achieve strategic goals and to guide the firms daily activities. Develop a control framework: formulate managerial and organizational systems and processes.18. Three levels of international strategy for MNCs Corporate strategy: single-business; related diversification; unrelated d
24、iversification Business strategy: differentiation; cost leadership; focus Functional strategies: finance; marketing; operations; human resource management; R&D (research and development)19. Which mode of entry should it use?Decision factors: Ownership advantages Location advantages Internalization a
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