Pure Fiji is locally owned and was formed in 2000 as the export arm of Sandollars (Frodey & Naidu, 2008). It is a Limited Liability family owned company. The company started with an investment of $8,000, and presently possesses an investment in excess of FJ$5,000,000. They began with the production of gift products mainly, adult “Amenity Kits” for in-flight use on Air Pacific International Flights. Carved wood for business card boxes, note paper holders, pen cups, picture frames, etc were some of their other products. At the time their main clients included Air Pacific, Royal Tonga Airlines and the Sheraton Resorts (Frodey & Naidu, 2008). Pure Fiji started its operations during one of the worst economic times of Fiji’s history, after the 2000 coup and still it has become a success. This adds to Fiji’s reputation as a country that provides high-quality, up-market, environmentally friendly products, together with companies such as Fiji Water, Pacific Green Furniture, and Wakaya Club Resort (Frodey & Naidu, 2008). To have a successful business overseas the owners had to sacrifice a lot: working seven days a week, missing holidays and other personal sacrifices. They even went to the extent of taking no salary, instead putting all the profit back into the growth of the company (Frodey & Naidu, 2008). In 1995, Gaetane’s (the owner) daughter, …show more content…
At the time they did not have the facilities, hence they had an arrangement with a major local manufacturer to produce the products for them. the packaging took place in the family kitchen with the workers taking over the place barely leaving any family privacy. A line of soap and coconut oil were designed and named Waiwai ni Viti (oil) and Sovu ni Viti (soap). The first batch of 12 soaps was taken by Tappoo’s, which is a major up-market local retailer, and within weeks the orders grew from 12 to 24 to 100 to 500 and then Tappoo placed a $20,000
Black Water Rafting Case Analysis Black Water Rafting has outgrown their original business plan, goals, and partnership setup; to ensure growth, protect itself from impeding competition, and to ensure future financing Black Water Rafting must establish a strategic plan for the next two years. Because of external pressures from both competition and uncertainty about their primary tour, which accounts for 66.7% of their income, Black Water Rafting must diversify their offerings to customers to ensure future growth and a competitive advantage. As external market conditions and the environment change, such as the land rights of the native tribes of New Zealand, private landowners and a new hotel proposal, Black Water Rafting's profitability and ability to react in the market is affected.
Shelly Zumaya (2220 East Hennepin Avenue, Minneapolis, MN 55413) is the president and sole shareholder of Kiwi Corporation (stock basis of $400,000). Incorporated in 2003, Kiwi Corporation’s sole business has consisted of the purchase and resale of used farming equipment. In December 2011, Kiwi transferred its entire inventory (basis of $1.2 million) to Shelly in a transaction described by the parties as a sale. According to Shelly and collaborated by the minutes of the board of directors, the inventory was sold to her for the sum of $2 million, the fair market value of the inventory. The terms of the sale provided that Shelly would pay Kiwi Corporation the $2 million at some future date. This debt obligation was not evidenced by a promissory note, and to date, Shelly has made no payments (principal or interest) on the obligation. The inventory transfer was not reported on Kiwi’s 2011 tax return, either as a sale or a distribution. After the transfer of the inventory to Shelly, Kiwi Corporation had no remaining assets and ceased to conduct any business. Kiwi did not formally liquidate under state law. Upon an audit of Kiwi Corporation’s 2011 tax return, the IRS asserted that the transfer of inventory constituted a liquidation of Kiwi and, as such, that the corporation recognized a gain on the liquidating distribution in the amount of $800,000 [$2 million (fair market value) - $1.2 million (inventory basis)]. Further, because Kiwi Corporation is devoid of assets, the IRS assessed a tax due from Shelly for her gain recognized in the purported liquidating distributi...
Globalisation is a growing phenomenon that is the result of various developments in the global environment, each of which merits an individual analysis of its social impacts. For the purpose of this analysis, the focus will be placed upon arguably its most controversial aspect, offshore outsourcing. Offshore outsourcing, or offshoring, is becoming an increasingly common business practice as a result of a combination of the recent technological advancements in the areas of transportation and communication, and the increased competitiveness of the business world. From the perspective of firms, tapping into cheap labor from less developed countries is a very logical business decision to reduce costs and maximize profits. This has not only motivated businesses to engage in offshoring, it has sometimes been critical to their survival in fiercely competitive environments. Before making judgments regarding the righteousness of offshoring from different perspectives, its impact on stakeholders must first be evaluated.
Fiji Company is one of the top bottle water brands in the United States. Fiji was “founded in 1996 out of the desire to share the earth’s finest water with the world” (Fiji, n.d). Its water is being exported from the Fiji islands around the world across fifty countries and the United States. According to the company’s website, their water is “slowly filtered by volcanic rock [where] it gathers minerals and electrolytes that create Fiji’s soft, smooth taste.” Although they say their water comes from this exclusive source, “the manufacturing process is energy-intensive and produces toxic byproducts. The plant that makes the bottles is one part of Fiji you’ll never see pictured on a Fiji Water bottle” (Niman, 2007, para. 7). Of course the company will always show th...
The key stakeholders are Peter Vyas, the manager of filtration unit and Cynthia Jackson who is the vice president of water management division. Vyas was convinced that the survival of the unit depended upon innovative growth and thus he appointed a technology evaluation team with the responsibility of using technology to solve the problem of obtaining clean water in remote regions, by developing a small-scale oxidation system that enabled waste-water disinfection in small batches. His utmost concern is the technological aspect of developing the product. On the other hand, Cynthia’s perspective was shaped by the marketing angle of the product. She recommended the development of future proposals using a rigorous three phase process which links the markets analysis and technological development to busines...
Over the last 30 years the world has seen drastic changes in the Chinese way of making business. Nowadays, China has opened its businesses to the rest of the world, especially America and Europe (Teagarden & Cai, 2009). As a result, their economy has increased and the evolution of the companies have changed to be from closed doors to be international and multinational (Teagarden & Cai, 2009). This essay will analyze, first of all, how some Chinese companies have had success abroad, looking at the strategy that they applied to expand and to improve their products. Furthermore, this essay will show examples of successful Chinese firms, such as Lenovo and TCL Group, and how they achieve it.
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
A major challenge of doing business internationally is to adapt effectively to different culture. Such adaptation requires an understanding of cultural diversity, perceptions, stereotypes, and values (Hodgett &Luthans, 2005). Doing business overseas has its challenges as well as it rewards.
However, this company consists a lot of brand for their all products. For example, Cocopie, Golbean, Mum’s Bake, Lot100, Koko Jelly,
Foley, J. F. (2004). The global entrepreneur: Taking your business international. United States?: Jamric Press International.
The first challenge that confronts managers of multinational corporations is related to the host-country issues. Both the international corporations and the countries that host their overseas operation should mutually share opportunities from any business relationship. Multinational en...
The more experience you have putting these tips into practice, the more they will become instinct. And by making informed decisions and ensuring that the product’s claims are accurate, you can feel good about the choices you make and their positive impact on the environment. If more greenwashing means that marketers are increasingly responding to the demand for sustainable products, this could be a positive trend. If left unchecked, greenwashing creates significant risks. Consumers will give up on marketers and manufacturers, and give up on the hope that their spending might be put to good use. Recent developments suggest companies should be prepared for the new wave of measures. Greenwashing has become a buzz word for consumers and the media. Unfortunately, the rules are not always clear when it comes to responsible environmental marketing.
...ll as private sectors have gone international with new ventures outside the country. These companies are generating revenue, though modest compared to their overall sales revenue, by deputing their expert personnel outside.
Since the end of World War II, international operations have become a reality for an increasing number of corporations. Many of these initial efforts began as simple export schemes to sell goods overseas to supplement domestic sales. Over time, however, international operations have become increasingly more complex: from joint-ventures to purchasing existing foreign firms to ‘green-field’ start-ups. While export operations usually require no more than extended business trips overseas, more complex international operations demand long-term assignments of key personnel outside their home-country. What would normally be considered routine business transactions in the home country can become very complicated when they are conducted between individuals and organizations from different cultures. In this essay we will examine how this cultural gap can affect international business and joint ventures.
Daniels, J. D., Radebaugh, L. H., and Sullivan, D. P., (2011). International Business: Environments and Operations. Prentice Hall, Upper Saddle River, New Jersey.