Project Report Synopsis

Name Name Of The Programme Registration Number Address for Correspondence Email-Id Name Of The Project Guide Designation & Address Title Of The Project : YS .CHAKRAVARTHY : Post Graduate Diploma In Management (PGDM)-IB : B11120534 : : : K.KARTHIK : FINANCE ANALYST :

INFLUENCE FACTORS IMPACT OF INTERNATIONAL BUSINESS MANAGE MENT ENVIRONMENT

ORGANAITION: ICICI DIRECT

Purpose Of The Project:

1. Developing markets have huge markets. For companies, mostly in the developed countries, which have been operating below their capacities, the developing markets offer immense opportunities to increase their sales and profits. 2. Many Multinational Companies (MNCs) are locating their subsidiaries in low wage and low cost countries to take advantage of low cost of production. This not only helps the MNCs to operate on a more cost efficient model but at the same time, provide benefits of employment and profit sharing to these countries. 3. Changing demographics also adds to increasing globalization. As stated above, demographic changes are more visible in India. In the days to come, richer countries will face shortage of working-age people while India will have a surplus. It is not just the number of people that India has, but also its quality of the people. India has a high availability of engineers, producing 400,000 every year; in addition to engineers India produces 850,000 graduates and 70,000 diploma holders every year.

Working Title Aim Objectives:

: INFLUENCE FACTORS IMPACT OF INTERNATIONAL BUSINESS

MANAGE MENT ENVIRONMENT

: The Main Aim Of The Study International Business Standards

To study of international business activities impact of business environmental sources research studied at ICICI DIRECT To know International trade is, in principle, not different from domestic trade as the motivation and the behavior of parties involved in a trade do not change fundamentally regardless of whether trade is across a border or not. The main difference is that international trade is typically more costly than domestic trade. To study the reason is that a border typically imposes additional costs such as tariffs, time costs due to border delays and costs associated with country differences such as language, the legal system or culture. To study another difference between domestic and international trade is that factors of production such as capital and labor are typically more mobile within a country than across countries. Thus international trade is mostly restricted to trade in goods and services, and only to a lesser extent to trade in capital, labor or other factors of production. Trade in goods and services can serve as a substitute for trade in factors of production.

Scope of the Study:

In such a situation, a few key factors, such as finance flow or investment, are a great force. To manage a business internationally, the right human Resources are necessary, and to manufacture goods, the right technologies are a prerequisite. There should also be a sizeable enough market to generate revenue. To manufacture goods in any country, the raw materials, components, consumables, and capital items are required. Easy access to all the above is as easy as domestic procurement today. As a result, the scope of international business has widened.

HYPOTHESIS
The action research is based on authentic documentation, as systematically collected by the researcher since the completion of his licentiate thesis (Palojrvi 1986), except for Case 1, which sums up the findings of five construction projects in the years 1974-1984. Cases 2-9 are growth strategies, mergers, and acquisition and delivery projects in the years 1984-2006, and they are causally coupled to deepen the longitudinal analysis. In the cases, the formal risk identification mostly meant "what can go wrong?" However, the product suppliers recognized the opportunities as well. Early risk identification at the business level often led further to proactive RM. The case evidence conforms well to Hypothesis 1. To manage the hypothetical major risks, it was more beneficial to take measures proactively, i.e. early on and at the business level, rather than to wait until firm commitments had been made. It was useful to have ample calendar time available when analyzing contractual role alternatives, key appointments, or the entry mode, which are difficult to change at the project level. The case evidence also conforms well to Hypothesis 2. In all the cases, the major risks that occurred were inherent in at least one or often even both of the two hypothetical managerial competencies. Other major risks appeared only sporadically. Thus, at least the two hypothetical major risks should always be identified and further managed in each project. The key managers' competencies regarding cross-cultural issues were a more common major risk (or source of one) than the selected contractual role and other arrangements, although major risks were also inherent in the contractual arrangements

Proposed Work Plan:

Sl.no 1. 2. 3. 4.

Period One week One week Two Week Two Week

Particulars Study the international business management Collection of Data analyzing the trend analysis domestect&international Document / Report preparation