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Understanding the importance of cultural differences in business
Factors that inform internationalization
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Introduction Firms exist with the purpose of create and deliver economic value (Bensaco et al 2010, p. 365); therefore, business that create better economic value than its competitors will attain an advantage position in market place. Companies might try to improve its sales (profit) through domestic expansion, product diversification or by internationalisation; this report will focus on the reasons of espressamente Illy to expand internationally; additionally, its sources of competitive advantage and, the analysis of three markets in which company want to participate. Reasons for international expansion The core business of “Illy Coffé” group is in the food industry, specifically in the coffee sector (detailed profile information can be found in the appendix). The major part of sales 88% (Prospectus, 2012) are concentrated on products based on coffee; furthermore, this sector is characterized for a strong dependence on price, strong competition, dependence of customer´s preferences and, economic factors (GDP, inflation, etc.); in fact, these characteristics denote a high risk of reduction of sales or profitability due to changes in customer demands, preferences or volatility of production costs. There are several reasons or motivations that managers can argue to expand Illy overseas, first due to continuous need of looking for new sources of profit, second in order to reduce the impact if for example one of the previously mentioned risks come true. Regardless of the reason for expansion, it is important that the strategy adopted for the company will be aligned with their identity (Values); it is important to remember that Espresamente Illy was created with the purpose of providing a service based on the ... ... middle of paper ... ...incipal risk is related with level and number of competitors, the most important are in order: Starbucks, McDonalds and The coffee bean and Tea leaf. To face competition Illy should keep in mind “differentiation through innovation”. In the case of Brazil, nowadays this is one of the most attractive markets in the world, recently Brazil has experienced strong economic growth; analysts argue with Russia, China and India (BRIC) Brazil will be the largest and most influential economies in near future. Notwithstanding, the promissory economic future, investment in Brazil has some threats and risks that should be taking into account: exist some grade of cultural difference between both countries that could affect the profitability of investment; however this will be a good option to invest in brazil, the suggestion is focus in most important cities ( Rio and Sao Paulo).
For the government to overcome deficiencies efficiently in the sectors of industry, the private sector must have an active involvement in capital investment and creation of services. Brazil’s potential in a global market is set back by inefficiencies in infrastructure that turn away private investment.
Growth of financial market in Brazil stimulated mainly through developed markets of coffee, soybeans, iron ore and other minerals. Because prices on those commodities are high, traders are making good profits. The Brazilian sugar industries attract a lot of domestic and international investors and are doing very well in IPOs. In addition, Brazil has a modern financial market; including a solid banking system, a state-of-the-art payment system and a reliable market infrastructure, with the capacity to process ten million trades per day. (Your Partner for Brazil) In 2002, the Brazilian Central Bank launched the Brazilian Payment System, which allows final and irrevocable real-time transfers. (Financial Sector and Capital Markets).
Companies all over the world varies but yet shares a common challenge, that is to solve problem not only effectively and efficiently but also creatively. The P-O-L-C framework which stands for Planning, Organising, Leading and Controlling plays a major role in both the company’s survivability and success. The SWOT analysis looks at both internal and external factors that can affect the Starbucks’s performance. The purpose of this report is to define and analyse how Starbucks respond and should have respond to the change of its external environment on the cofee market,This report will also identify and disscuss how The P-O-L-C framework and can help starbucks to compete and reduce the loss of their failing peformance in the Australian market and how SWOT analysis helps to define some externalities that can be a threat to Starbucks.
Globalization among companies has been increasing due to the high potential profits and the lower costs of labor and resources. Venturing to other countries, which have lower costs of lower costs of living, can support their families on lower salaries. Companies that don’t have to spend as much on salaries and benefits are a great way for the company to save money and increase their profits. When looking to other countries to expand to, they will need to review their value chain to make sure they are able to keep their same values with their expansion.
Brazil is both the largest and most populous country in South America. It is the 5th largest country worldwide in terms of both area (more than 8.5 Mio. km2 ) and habitants (appr. 190 million). The largest city is Sao Paulo which is simultaneously the country's capital; official language is Portuguese. According to the WorldBank classification for countries, Brazil - with a GDP of 1,5 bn. US $ in 2005 and a per capita GPD of appr. 8.500 US - can be considered as an upper middle income country and therefore classified as an industrializing country, aligned with the classification as one of the big emerging markets (BEM) next to Argentina and Mexico. Per capita income is constantly increasing as well as literacy rate (current illiteracy rate 8%). Due to its high population rate (large labour pool), its vast natural resources and its geographical position in the centre of South America, it bears enormous growth potential in the near future. Aligned with an increasing currency stability, international companies have heavily invested in Brazil during the past decade. According to CIA World Factbook, Brazil has the 11th largest PPP in 2004 worldwide and today has a well established middle income economy with wide variations in levels of development. Thus, today Brazil is South America's leading economic power and a regional leader.
The rise in globalization over the last few decades has helped facilitate and encourage corporations to expand into international markets. This paper will review the five common international expansion entry modes, and the pros and cons of each method. Finally, my employer is in the technology industry and I will breakdown and recommend which entry mode would work best for international expansion.
Nowadays, more and more companies are crossing borders and reaching potential consumers from every corner of the world. It is imperative that companies understand there is no such thing as a one-size fits all approach for international trade. Companies must take it upon themselves to know their company and industry, determine the appropriate market entry strategy, select a target market, develop a business plan, and seek assistance to make the expansion process as smooth as possible.
In the current economic times the development and growth of any economy has come to a near stop or at least to a drastic slow down. The face of the global economic environment has changed and many new countries are starting to change the way their country and the rest of the world does business. One such nation is Brazil, who has turned around their own economic troubles and is becoming one of the fastest growing economies in the world (World Factbook). Brazil has started developing its economy and using the opportunity to achieve a level of respect in the world.
The cause of this case study is to evaluate and recognize Starbucks growth in the past decades. Starbucks was established in 1971. The industry for coffee at the time was in decline for almost a decade. The consumption of coffee back then was mostly at home or “Away from home” either with a meal at dinner or restaurant. In larger cities like New York or San Francisco they have specialty coffee roasters for example Peet’s. The main goal of Schultz was aiming with that mentality to roast and vend great coffee (CRAIG, BUSSE, BROWN, “Aplia” Kellogg 1). By 1982 they had five retail outlets that served coffee beans and supplies for home but at the time they weren’t served prepared. As the growth of Starbucks is increasing it attracts the vice president, Howard Schultz, of a company called Hammerplast. They specialized in plastic cone coffee filters for home brewing purposes. Schultz travels to Seattle to discover why a small business called Starbucks orders an excessive amount than its other customers. Liked what he saw and joined Starbucks later that year and became the director of operations. He makes another travel to Milan, Italy and was in awe with the amount of abundant espresso bars. Returns to America with the mentality of making it “the third place” (CRAIG, BUSSE, BROWN, “Aplia” Kellogg 2) beyond home and work. Starbucks management turned down the idea to much because they don’t want to get into the “restaurant business” distracting its company from their core assets and activities. In 1986 Schultz made II Giornale based on selling espresso, cappuccino, and food items. While II Giornale was in operation the single year by itself its ambiance was a reproduction of a Milanese espresso bar (bow-tie...
Access to Brazilian markets in most sectors is generally favorable, and competition and participation characterize most markets by foreign firms through imports, local production and joint ventures. Many sectors such as healthcare, the environment, transportation, telecommunications and financial services, have been growing at a phenomenal rate and opportunities to further expand trade and investment are highly encouraged.
To begin with, I believe that a proactive approach exhibited by a firm, makes a statement that do not want to lose their competitiveness. One such reason is capitalizing on economy of scale and growth (Pearce & Robinson, 2011, p. 125). Businesses can lower their cost per unit and spread their cost over more items by selling and producing
Brazil is the largest country in South America and one of the most influential. The geography of Brazil is mostly flat to rolling lowlands in the northern areas along with plains, hills, mountains, and narrow coastal belt in the southern region (brazil.org.za, 2015). The area is rich in natural resources such as timber forests and mineral resources such as iron ore, diamonds, quartz and petroleum (Gigli, 2015). While Brazil’s economy has been commodity based in recent years technology investors have begun to establish business there a Brazil begins to invest more in technology and science (Lowman, 2014) .
International Marketing, at its simplest level, involves the firm making one or more marketing mix decisions across national boundaries (Jobber, 2010). At its most complex level, it involves the firm establishing manufacturing facilities overseas and coordinating marketing strategies across the globe (Jobber, 2010). There are various reasons for going global, some of which are: to find opportunities beyond saturated domestic markets; to seek expansion beyond small, low growth domestic markets; to meet customers’ expectations; to respond to the competitive forces for example the desire to attack an overseas competitor; to act on cost factor for example to gain economies of scale in order to achieve a balanced growth portfolio. The methods of market entry that could be used are indirect exporting (for example, using domestic –based export agents), direct exporting (for example, foreign –based distributors), licensing, joint venture and direct investment. I found this par...
If Brazil can take advantage of these strengths then they will be able to continue the growth they have been enjoying over recent years. The country have enough oil and gas reserves to make Brazil self-sustaining, with some to spare which can be sold abroad. Another strength Brazil have is the fact they actually have more fresh water than any other country in the world. As climate change will soon become to make water scarcer than ever before, and this will in turn make Brazil an extremely attractive prospect for people wanting to either invest or live there. The World Cup this summer was a tremendous success and this tournament, along with the build up to the Olympics that will take place in Brazil in 2016, has massively improved and is continually improving the basic physical and organisational infrastructure whilst attracting major international investors into the country. Hosting the Olympics isn’t generally a profitable investment due to the massive expenditures required throughout the tournament, however, the event like the World Cup, will give the country a massive global
This is based on the resulting desired effects that include: ownership advantages; location advantages; and internalisation advantages (Agarwal & Ramaswami 1991). Ownership advantages relate to an organisation’s ability to develop (especially differentiated products), its multinational experience and the organisation’s size. These components represent an organisation’s skill and assets. Ideally, for any organisation to successfully compete with other companies in the host country, they need to possess superior or advanced set of these assets and skills to enable it earn significant economic returns capable of surpassing the higher costs they will incur in foreign market servicing (Agarwal & Ramaswami 1991). In addition, with the capability of manufacturing differentiated products, an organisation or firm possesses higher control modes that eventually leads to increased efficiency. This practice is supported by empirical data as observed by Coughlan and Flaherty (Coughlan & Flaherty 1983). An organisation requires substantial resources during international expansion to cushion it against high marketing costs, economies of scale achieved, and contract and patents enforcing (Hood & Young 1979). The organisation’s size would naturally indicate its costs absorption capabilities. According to Buckley and Casson, an organisation’s