Many developing nations exports are concentrated in only one or a few primary products and thus unstable export markets, worsening terms of trade, and limited access to world markets for the products can significantly reduce export revenues and seriously disrupt domestic income and employment level. In addition, many developing nations feel that developed nations tend to insist that developing nations open their markets to industrial products from the developed world, yet refuse to open their markets to agricultural goods from the developing world. For example, United States have used aggressive antidumping and countervailing duties to limit access to their markets. As noted, the export prices and revenues of developing countries can be quite volatile. In an attempt to stabilize export revenues and prices, International Commodity Agreements (ICA) have been formed by producers and consumers of primary products about matters such as commodity price stabilization, assuring adequate supplies to consumers, and Continue reading
International Business Basics
Control in Multinational Enterprises (MNEs)
There are various methods of classification of management control in Multinational Enterprises (MNEs). By levels of control here it is meant whether the parent / corporate level managers or subsidiary/country-level managers are involved. The former might be called higher level and the later lower level control. Depending on the sphere of focus we have two types of control called Strategic control and Operational control. In the MNE’s context, strategic control is the responsibility of parent and operational control is the preserve of the subsidiary. Another way puts ‘management control, tactical control and transactional control’ as the 3 levels of control respectively carried out by the corporate top management, collectively by corporate & subsidiary management and subsidiary management in the case of MNEs. Of course, whether an MNE’s structure is ethno-centric, geo-centric, multi-domestic/poly-centric or region-centric is another factor that influences the exact distribution of responsibility. The forward looking information is provided Continue reading
What Pricing Policy should a Global Company Pursue?
Viewed broadly, there are three alternative positions a company can take toward worldwide pricing. 1. Extension/Ethnocentric The first can be called an extension/ethnocentric pricing policy. This policy requires that the price of an item be the same around the world and that the importer absorbs freight and import duties. This approach has the advantage of extreme simplicity because no information on competitive or market conditions is required for implementation. The disadvantage of this approach is directly tied to its simplicity. Extension pricing does not respond to the competitive and market conditions of each national market and, therefore, does not maximize the company’s profits in each national market. 2. Adaptation/Polycentric The second pricing policy can be termed adaptation/polycentric. This policy permits subsidiary or affiliate managers to establish whatever price they feel is most desirable in their circumstances. Under such an approach, there is no control or fixed requirement that prices be Continue reading
Glocalization – Definition, Advantages and Disadvantages
Globalization is one of the most important phenomena of the recent past and of the future. The term “Globalization” describes an ongoing process by which regional economies, societies and cultures are becoming more integrated through a dramatically increased global network of technological, economic, political and cultural exchanges. In specifically economic contexts, the term refers to the integration of national economies into the international economy through trade, particularly trade liberalization or free trade, foreign direct investment, capital flows, migration and the spread of technology. This worldwide phenomenon of interaction among the countries is driven largely by advances in communication, transportation and legal infrastructure as well as the political choice of countries to open cross-border links in international trade and finance. Due to many difficulties that a globalization strategy faces another term has developed in recent years called “Glocalization”. In contrast to globalization, the glocalization strategy, which means thinking globally but acting Continue reading
National Competitive Advantage Theory of International Trade – Porters Diamond Model
It is a fact that Porter (1990) never focused primarily on the factors determining the pattern of trade, yet his theory of national competitive advantage does explain why a particular country is more competitive in a particular industry. If, for example, Italy maintains competitive advantage in the production of ceramic tiles and Switzerland possesses the competitive advantage in watches, it can be interpreted that the former will export ceramic tiles and the latter will export watches and both of them will import goods in which their own industry is not competitive. Why is this there a difference? Porter explains that there are four factors responsible for such diversity. He calls those factors the “diamond of national advantage”. The Porters diamond model includes: Factor conditions Demand conditions Related and supporting industries Firm strategy, structure and rivalry These factors have been more or less taken into account by earlier economists. What is Continue reading
Why Should Organizations Strive for a Gender-Balanced Workforce?
Gender balance in organizations refers to the equal representation and participation of individuals of different genders in various positions and roles within the organization. Striving for gender balance is not only a moral imperative but also a sound business strategy. It has been proven that organizations with a diverse and inclusive workforce perform better than those with a homogeneous workforce. In this essay, we will discuss the importance of gender balance in organizations and the ways in which organizations can strive to achieve gender balance. The Importance of Gender Balance in Organizations Gender balance in organizations is critical for several reasons. First, it promotes equal opportunities for all individuals regardless of their gender. It ensures that all individuals have equal access to education, training, and job opportunities, which enables them to develop their skills and contribute to the organization’s success. Gender balance also ensures that the organization benefits from a Continue reading