Using Internet-Based Resources in Teaching IB S. Tamer Cavusgil University Distinguished Faculty John W. Byington Endowed Chair in Global Marketing Michigan State University July 2008. Examples of Web Resources. globalEDGE
S. Tamer Cavusgil
University Distinguished Faculty
John W. Byington Endowed Chair in Global Marketing
Michigan State University
Doing Business (overall) 93 5 3
Starting a Business 128 5 3
Dealing with Licenses 153 64 22
Employing Workers 78 16 1
Registering Property 21 60 10
Getting Credit 101 2 7
Protecting Investors 83 3 5
Paying Taxes 168 5 62
Trading Across Borders 38 1 11
Enforcing Contracts 63 10 6
Closing a Business 75 14 16
We made a distinction between conventional, equity-based joint ventures and non-equity, strategic alliances. Another distinctive feature of a collaborative venture is its geographic focus—whether the venture’s geographic reach is primarily local (in single national market) or regional/global (encompassing multiple markets or worldwide). Using these two features it is possible to develop a classification scheme such as the following grid. Using this scheme, identify at least six examples of ventures for each of the four types. General business literature will be useful for this purpose. Familiarize yourself with these ventures and be prepared to comment on their long-term prospects. If they are still active, what are the prospects? If they disbanded or failed, why?
“Make Your Dealers Your Partners,” Harvard Business Review, March-April 1996.
“Selecting Foreign Distributors: An Expert Systems Approach,” Industrial Marketing Management, 1995, (on VIBA).
Geographic Scope of Collaboration
(Regional or Worldwide)
Management Skill Builders New Realitiesin Cavusgil, Knight and Riesenberger International Business: Strategy, Management and the New RealitiesISBN # 0-13-173860-7Pearson 2008
Illustrations of Product and Promotion Adaptation New Realities
Using the chart that follows, attempt to develop five alternative strategies for internationalization. Varying decisions on product and promotion/positioning result in five distinct strategy options.
First develop some examples of products or industries where each strategy would be appropriate.
Next, elaborate on special advantages as well as drawbacks of each strategy.
Finally, the following checklist is offered as a way of considering reasons for why management would engage in product adaptation. The list provides a comprehensive guide for thinking about product adaptation and, in the process, add value to company’s offering.
(INSTRUCTOR SOLUTION) New Realities
ADAPTATION vs. STANDARDIZATION IN INTERNATIONAL MARKETS
Critical Incident Analysis in Cross-Cultural Management New Realities
Most of us have experienced a situation where, in a cross-cultural setting, we found the behavior of a foreign national hard to explain. We perceived this behavior to be odd, unusual, or perhaps improper. As a result, we may have felt anger, frustration, or at least felt uncomfortable and awkward. It is likely that this state of affairs interfered with our ability to interact effectively with the foreign national, and maybe even led to a breakdown in communication.
That we tend to view other cultures through our own is a well-accepted human trait. We accept our own culture and its ways as the norm—everything else may seem strange to us. Our acceptance of our own culture also tends to condition how we react to different behavior, systems, or values. This sub-conscious reference to our own way of doing things is known as Self-Reference Criterion. Understanding this phenomenon is an effective first step in avoiding cultural bias — avoid ethnocentric reactions.