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WHAT ELSE?
Broadly speaking, there are at least six factors that separate IB from DB (Head).
They are:
(1)Political separation, (2)physical separation, (3)relational separation (e.g. bus.
networks), (4)environmental separation (e.g. climate, natural resources ),
(5)developmental separation, and (6)cultural separation.
In IB, one or more of these separations significantly affect company business
(e.g. possible sources of IB risks). In DB, these are all negligible factors (in most
circumstances).
SPECIFIC ISSUES
(1) Should you sell in global markets? (Where, why/why not?)
GLOBAL MARKETS BRING:
growth, scale economy, technology, competitiveness, .......
Why?
WHY ??
WHICH CAR IS THE MOST "AMERICAN"? (All sold in the U.S. market)
MAZDA NAVAJO (sold by Japans Mazda Co.)
DODGE STEALTH
(sold by U.S./German Mercedes Chrysler)
MERCURY CAPRI
(sold by U.S. Ford)
GEO PRIZM
(sold by U.S. GM)
FORD TAURUS
(sold by U.S. Ford)
HONDA ACCORD WAGON (sold by Japans Honda)
TOTOTA CAMRY (2012) (sold by Japans Toyota)
Jim Lentz, President of Toyota Motor Sales USA, showing 2012 Toyota Camry (over 80% of
parts used are U.S. made). Price: $21,955US (basic model).
IMPLICATIONS
-in international marketing, consumer behaviour may differ from DB
-in production, HRM may differ from DB
-standard of living/cost/wages may differ,
but note:
NOT ALL FDI GOES TO LOW WAGE COUNTRIES. (Figure below.)
-Competent firms are able to take advantage of the above differences by
turning them into expanded new opportunities not available from domestic
sources.
FDI inflows and outflows, 1999-2007, and 2008 forecast. Source: OECD
+ Money in (Bn$)
Goods (exports+)
419
446
Services (exports+)
56 (2009)
91 (2009)
Income (receipts+)
38
63
Portfolio (sales+)
82
41
FDI (sales+)
61
68