BEHAVIOUR OF A GLOBAL CORPORATION
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BEHAVIOUR OF A GLOBAL CORPORATION  [Hill, pp. 43-57], [Head, pp. 13-18, 23-31] and culture [R/H, Ch.5, 122-139]] PowerPoint PPT Presentation


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BEHAVIOUR OF A GLOBAL CORPORATION  [Hill, pp. 43-57], [Head, pp. 13-18, 23-31] and culture [R/H, Ch.5, 122-139]] NORTEL NEWTWORKS CORP. (formerly Northern Telecom) Headoffice in Toronto, Canada C.E.O. Mike S. Zafirovski (a U.S. citizen),

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BEHAVIOUR OF A GLOBAL CORPORATION  [Hill, pp. 43-57], [Head, pp. 13-18, 23-31] and culture [R/H, Ch.5, 122-139]]

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BEHAVIOUR OF A GLOBAL CORPORATION

 [Hill, pp. 43-57], [Head, pp. 13-18, 23-31] and culture [R/H, Ch.5, 122-139]]

NORTEL NEWTWORKS CORP. (formerly Northern Telecom)

Headoffice in Toronto, Canada

C.E.O. Mike S. Zafirovski (a U.S. citizen),

(Former C.E.O., Bill Owens, also a U.S. citizen, was vice chairman of the United States Joint Chiefs of Staff, the second-ranking military office in the United States, in the Clinton administration.)

Less than one fourth of its workforce in Canada:

(At December 31, 2006, approximately 33,760 regular full-time employees)

• 12,950 in the U.S.; • 7,080 in Canada;

• 5,950 EMEA; and • 7,780 in other countries.

Canada accounts for less than 10% of Nortel’s sales revenue

For the Years Ended December 31 ($mil.) 2006 2005 2004

United States . . . . . . . . . . . . . .$ 5,092 $ 5,203 $4,645

EMEA (Europe, M.East, Africa).3,239 2,704 2,483

Canada. . . . . . . . . . . . . . . . . . .720 571 552

Asia . . . . . . . . . . . . . . . . . . . . 1,736 1,422 1,238

CALA (Caribbean and L.America)631 609 560

Consolidated . . . . . . . . . . . . .$11,418 $10,509 $9,478


Most of Nortel's corporate tax is paid in the U.S.

Most of its plant and equipment and key executives are located in the U.S.

Nortel says: the company owes no allegiance to Canada and could decamp if its key workers continue to bolt to lower-

tax climes ("the U.S. states")

Is Canada relevant in Nortel's business decisions?


Nestle


LG Electronics (part of LG Group, formerly Goldstar Electronics)


(I) ASSESSING INTERNATIONAL BUSINESS ENVIRONMENT: MEASUREMENT DIMENSIONS (Sometimes termed “separations,” i.e. what separates a country from other countries? E.g. Head)

(A)Political Environment:

Collectivism vs. individualism

Totalitarian vs. democratic systems

Political freedom vs. economic freedom

(B)Economic Environment:

Market vs. command economies

Level of economic development

(C)Legal environment

Intellectual property rights

Product safety and liability

Contracts 


(A)Political environment

Implications for IB?


(B)Economic environment

Implications for IB?


II. EVALUATING COUNTRY-SPECIFIC FACTORS

1A. POLITICAL FACTORS (Hill, CH.2)

1B. ECONOMIC FACTORS (Hill, CH.2) 1C. LEGAL FACTORS

2. CULTURE (Rugman/Hodgetts, CH.5)

POLITICAL / ECONOMIC FACTORS How should we evaluate the attractiveness of a country as a market and/or investment site?ASSESS POTENTIAL BENEFITS VS COSTS AND RISKS Benefits of doing business in a country determined by:market size (+),

purchasing power (current wealth) of the consumer (+),

economic growth (future wealth) (+), etc.


EXAMPLES: U.S., MEXICO, FRANCE, CHINA

Correct assessment of foreign markets is very important!

If a firm happens to be the first to succeed in an emerging market, it may reap

first-mover advantage.

EXAMPLES:

Coca-Cola vs Pepsi in Japan,

McDonald vs. ???

CAUTION: A FIRST-MOVER INTO A FOREIGN MARKET DOES NOT ALWAYS SUCCEED

Why?????


Why,

because of the cost to develop a foreign market for the kind of product to be sold. A second mover may not have to pay for the cost to develop the market and/or consumers' taste. THE COSTS OF DOING BUSINESS IN A COUNTRY DEPEND ON 4 FACTORS: A) political factors (which may require the firm to pay bribes for doing business in that country)

B) economic factors

E.g. infrastructure and supporting business; for example, do parts/material supply, service network exist? If not, vertical integration of the firm may be needed (e.g. McDonald in Moscow)


  • C) legal factors

  • E.g. Do they have:

  • regulations (or lack thereof) on workplace safety, pollution, product liability? (E.g. Mattel, the world's biggest toy maker, and its product liability problem?)

  • binding business contracts / dispute resolving mechanisms?

  • - protection of intellectual property rights (IPR)?

  • D) cultural factors

  • does culture drive IB?

  • its role in IB?


Which countries have more corruption?


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