Managing global organizations has been a business challenge for centuries.
But the nature of the task is changing with the accelerating shift of economic activity from Europe and North America to markets in Africa, Asia, and Latin America. McKinsey Global Institute research suggests that midsize emerging-market cities, many unfamiliar in the West, will generate nearly 40 percent of global growth over the next 15 years.
A cultural approach to brand equity: The role of brand mianzi and brand popularity in China. It has been forced, at the moment, to accept sub optional volume product materials just in order to keep the plant ticking over. In the case of Kenyan fresh vegetables familial ties are very important between exporters and importers. This was called the production orientation. A contingency based view of institutional environments. The SBE Internship Office has an extensive database of internship opportunities and is on hand for guidance and counselling.
The International Monetary Fund confirms that the ten fastest-growing economies during the years ahead will all be in emerging markets. Against this backdrop, continuing advances in information and communications technology have made possible new forms of international coordination within global companies and potential new ways for them to flourish in these fast-growing markets.
There are individual success stories. IBM expects to earn 30 percent of its revenues in emerging markets by , up from 17 percent in At Unilever, emerging markets make up 56 percent of the business already.
And Aditya Birla Group, a multinational conglomerate based in India, now has operations in 40 countries and earns more than half its revenue outside India. But, overall, global organizations are struggling to adapt. Clearly, no single organizational model is best for all companies handling the realities of rapid growth in emerging markets and round-the-clock global communications. Firms focused on extracting natural resources are adapting to regulatory regimes that are evolving rapidly and sometimes becoming more interventionist.
Consumer-oriented firms are facing sometimes-conflicting imperatives to tailor their businesses to local needs while maintaining consistent global processes. Another reason no single model fits all global companies is that their individual histories are so different.
Those that have grown organically often operate relatively consistently across countries but find it hard to adjust their products and services to local needs, given their fairly standardized business models. Although individual companies are necessarily responding differently to the new opportunities abroad, our work suggests that most face a common set of four tensions in managing strategy, people, costs, and risk on a global scale.
The importance of each of these four tensions will vary from company to company, depending on its particular operating model, history, and global footprint. Being global brings clear strategic benefits: the ability to access new customer markets, new suppliers, and new partners. These immediate benefits can also create secondary ones. Building a customer base in a new market, for example, provides familiarity and relationships that may enable additional investments—say, in a research center.
But being global also brings strategic challenges. Many companies find it increasingly difficult to be locally flexible and adaptable as they broaden their global footprint. In particular, processes for developing strategy and allocating resources can struggle to cope with the increasing diversity of markets, customers, and channels. And barely half of the respondents to our broader survey thought that their companies communicated strategy clearly to the workforce in all markets where they operate.
Many of the executives we interviewed believed strongly that the vast reserves of skills, knowledge, and experience within the global workforce of their companies represented an invaluable asset.
But making the most of that asset is difficult: for example, few surveyed executives felt that their companies were good at transferring lessons learned in one emerging market to another. At the same time, many companies find deploying and developing talent in emerging markets to be a major challenge. Managers of today that make a difference in the market place need to have a global mindset, and have a deep knowledge in international business.
Through the core courses students learn about strategy in the international business environment, how the global economy works, and how to communicate in an international environment. The elective courses allow students to deepen their knowledge in their research topic in International Business, helping them become experts. The structure of a typical course will require students to read materials supplied by the university, study related materials, and perform personal research on selected topics.
Confirmation of learning may be determined via papers, projects, quizzes or exams. Career Prospects The DBA in International Business prepares students for leadership positions in global organizations, for careers as independent consultants, and skilled researchers in business-oriented activities.
The accreditation distinguishes Horizons University because of its top Faculty, who meet demanding standards, and are known for their teaching excellence. The accreditation is also a guarantee that students are learning skills that are valuable in the workplace. The International business strategy course is grounded on the fundamental principles of strategic management and focuses on strategy making in business corporations. Emphasis is on corporate and business level strategic analysis, strategy formulation and implementation.
Globalization has increased the interdependence of the economies of nations around the world, but this interdependence does not imply all differences in economies have vanished. The Global economy is made up of many different actors, some international such as the World Bank, IMF, WTO and large multinational firms, others national such as national governments and some local.
The course is designed to exam both the overall global economy and some of its individual components. Its aim is to show students the various aspects of global communication and how it is influenced by history, language and culture.
The course also focuses on the issues, challenges and obstacles raised by Global Communication, especially in the context of politics, journalism, science and business. This course focuses on the development of research skills and the design of research used for business.
Students will be introduced to various research approaches and learn what strategies, methods, and techniques are in use. Students will be expected to design a business research proposal, formulate basic and secondary research questions, develop a strategy for data collection, develop a literature review, create a model of the expected results or outcomes and finally to formulate ways to operationalize their study with stakeholder involvement.
An introduction to a range of quantitative and qualitative data collection and methods of data analysis. Students will learn about and be able to distinguish between quantitative, qualitative, and mixed-methods research.