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146 International Business- Dr. R. Chandran is the main reason why cement companies such as Cemex and Lafarge Coppe engage heavily in local production in all the countries they enter. 3. Localization and customization of products: The need to customize the product to suit local requirements is high. Customization of a product requires a deep understanding of local market needs and the ability to incorporate this understanding into which products to market and their design. Localising production in the target market area significantly enhances a firm’s ability to respond to local market needs. 4. Requirement for local production: There is a strong requirement for local production by the host country. This is one of the major reasons why foreign automobile companies rely heavily on local production in markets such as the European Union, China and India. The Hyundai Corporation has strengthened its production base in India and components are procured in India. Besides the above criteria, the strategic approach for successful companies could be on the following lines: a. Product focus, i.e. Bic pens and Ray ban. b. Human Resource focus, i.e. Infosys and Wipro. c. Technology focus, i.e. Microsoft and Singapore airlines. d. Service focus, i.e. FEDEX and Singapore airlines. They are going in their respective business with complete focus. The Extent of Ownership Control over Locally Performed Activities Entering the market via an alliance permits a company to share the costs and risks associated with market entry and allow rapid access to local knowhow. However it also has the potential for various types of conflict. Alliance based entries are often more appropriate under the following conditions: 1. The company is short of capital. In the 1950s, Xerox Corporation decided to enter the European market through an alliance with the United Kingdom’s Rank Organisation. Rank’s goodwill and presence in the UK benefited the Xerox Corporation immensely. 2. There are large physical, linguistic and cultural differences between the host and the home country. The more dissimilar and unfamiliar the target market, the greater is the need for a firm to rely on a local partner to network and provide local know how. Given a choice the company would prefer to obtain these assets through an acquisition. However, in unfamiliar markets, a firm’s ability to manage an acquired subsidiary is often very limited, and hence the involvement of a local partner becomes inevitable. Only for Private Circulation
147 International Business- Dr. R. Chandran 3. A subsidiary would not be able to integrate its operations easily with the other multinational operations and hence puts major constraints on a firm’s ability in the initial stages of operations. 4. In a typical joint venture, the two partners pool different but complementary know-how. They interact regularly through their core operations and understand each other’s working. Both partners learn the other’s know-how and often if one firm learns faster than the other it may sooner or later seek to dissolve the alliance. 5. Government regulations stress upon local equity participation. Historically, several countries with a very large market potential such as China and Brazil have been successful in imposing joint ventures. STAGES OF GLOBAL ORGANISATIONS Globalization process does not take place instantly. It is a deliberate and cautious move for several companies. Nike and Addidas took more than a decade to move to other countries from their origin. Apple, HP and Dell are fast globalizing their operations due to technology advantages. if they are not quick then technology obsolescence will crop up and finally they have to lose their current status to their competitors. However, in the normal process, a complete globalization has to pass through several stages as described in the following table: Stages Purpose Action End Result Stage # 1 Stage # 2 Stage # 3 Stage # 4 Make the presence feel – the move for product or service Study the whole nation and explore the avenues for production Set up production facility with a local or alone Expanding to neighboring areas Physically export and establish one strong contact overseas Find out a right partner. Jointly promote the product/s. establish brand in one market. Identify location or develop a complete network. Reduce the cost and service the market. Take the products from the unit and spread in One market established. Trial and errors are overcome, confidence is built Awareness is created in one territory. The demand level is known for the production. Becoming close to the customer at a reduced cost and part of the local The whole region is aware. Loyalty is built. Only for Private Circulation
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147<br />
<strong>International</strong> <strong>Business</strong>- <strong>Dr</strong>. R. <strong>Chandran</strong><br />
3. A subsidiary would not be able to integrate its operations easily with the<br />
other multinational operations and hence puts major constraints on a<br />
firm’s ability in the initial stages of operations.<br />
4. In a typical joint venture, the two partners pool different but<br />
complementary know-how. They interact regularly through their core<br />
operations and understand each other’s working. Both partners learn the<br />
other’s know-how and often if one firm learns faster than the other it may<br />
sooner or later seek to dissolve the alliance.<br />
5. Government regulations stress upon local equity participation.<br />
Historically, several countries with a very large market potential such as<br />
China and Brazil have been successful in imposing joint ventures.<br />
STAGES OF GLOBAL ORGANISATIONS<br />
Globalization process does not take place instantly. It is a deliberate and<br />
cautious move for several companies. Nike and Addidas took more than a<br />
decade to move to other countries from their origin. Apple, HP and Dell are<br />
fast globalizing their operations due to technology advantages. if they are<br />
not quick then technology obsolescence will crop up and finally they have to<br />
lose their current status to their competitors. However, in the normal<br />
process, a complete globalization has to pass through several stages as<br />
described in the following table:<br />
Stages Purpose Action End Result<br />
Stage # 1<br />
Stage # 2<br />
Stage # 3<br />
Stage # 4<br />
Make the presence<br />
feel – the move<br />
for product or<br />
service<br />
Study the whole<br />
nation and explore<br />
the avenues for<br />
production<br />
Set up production<br />
facility with a<br />
local or alone<br />
Expanding to<br />
neighboring areas<br />
Physically export and<br />
establish one strong<br />
contact overseas<br />
Find out a right partner.<br />
Jointly promote the<br />
product/s. establish brand<br />
in one market.<br />
Identify location or<br />
develop a complete<br />
network. Reduce the cost<br />
and service the market.<br />
Take the products from<br />
the unit and spread in<br />
One market established.<br />
Trial and errors are<br />
overcome, confidence is<br />
built<br />
Awareness is created in<br />
one territory. The demand<br />
level is known for the<br />
production.<br />
Becoming close to the<br />
customer at a reduced cost<br />
and part of the local<br />
The whole region is<br />
aware. Loyalty is built.<br />
Only for Private Circulation