“A Joint venture involves two or more legally distinct organisations (the parents), each of which actively participates, beyond a mere investment role, in the decision-making activities of the jointly owned entity” (Geringer, 1988). The parties (often companies or individuals) contribute equity to develop a new entity and control the business, share risks and consequently share revenues generated by the venture. It is called an International joint venture (IJV) if at least one parent is headquartered outside the venture’s country of operation or if the JV has a significant level of operation in more than one country (Geringer & Hebert, 1989). IJVs are beneficial for companies to gain access to a certain market or advantage from the distribution potential of the local partner and pre- empting competitors, to gain access to new technological knowhow, diversify into new businesses and to share costs and risks associated with the developments in certain areas (Rumpunen, 2011). One feature of IJVs that has captured the attention of many academics is that the typical life of an IJV seems to be short. In particular, when compared to the life of a wholly-owned subsidiary (WOSs) of an MNC (Geringer & Herbert, 1989). Gomes-Casseres (1987) found that even though the liquidation process of IJVs is similar to that of WOSs, the sell-out rate of joint ventures (to one of the partners or outsiders) is higher. IJVs have a low rate of success due to various reasons, some internal and others external. Conflict between partners, negotiation problems, cross-cultural differences, ownership structure, commitment issues, management style are some internal reasons. External reasons include overestimated market, local government & infrastructure chang... ... middle of paper ... ...anagers treat associations differently. Jones & Shill (1993) stated that cross-cultural differences "lead to endless, energy-and-time consuming debates-futile talk that produces a lot of heat and prevents the company making the decisions it has to" using IJVs in Japan as an example. Unlike internal factors, external are difficult to anticipate and can have a great impact on IJVs. Marketplace changes, technology development and issues, regulatory uncertainties and economic downturns impact the advancement of IJVs. IJVs are less stable in industries with intensive consolidation or volatile growth (Kogut, 1991 and Hennart & Zeng, 1997). Changes in local government policies regarding FDI and equity IJVs affect working and cause IJV instability (Boddewyn & Brewer, 1994). Such drastic changes have occurred in many countries over the past few decades (Yan & Gray, 1994).
Honda, like other automotive companies, also came to the conclusion of firming a joint venture. At the moment, Honda was already famous for motorcycles in UK, but it was less well known in terms of the automobiles. While Honda’s cars enjoyed reputation for good quality and durability, the import restrictions limited its success it the European market. However, the European market was essential for the company’s global expansion. With the joint venture, Honda could avoid the restrictions on the import quota by assembling cars locally, because these cars would be considered locally produced. Moreover, a local partner could assumedly offer a better insight of the market.
The Harvard Business School case study Silvio Napoli at Schindler India summarizes the various problems and issues facing Schindler India regarding its entrance into the new foreign market, India. Schindler Holdings Ltd. is a Swiss-based manufacturer of escalators and elevators which is looking for potentially entering into the Indian elevator market. Main executive committee members predicted that the Indian industry showed great promise in terms of future growth potential. The company’s objective was to manufacture standardized elevators at a cost lower than current customized elevator market. Silvio Napoli, who is vice president of Schindler in Asia, was chosen to lead the new entry into India. To successfully enter and penetrate the Indian market, Silvio and company needed to consider a variety of factors like but not limited to: mode of entry and type of strategy to implement, organizational structure, outsourcing and logistics approaches, marketing, and domestic and global hiring procedures.
Tsang, E.W.K. (2000), ‘Transaction Cost and Resource-Based Explanations of Joint Ventures: A Comparison and Synthesis’, Organization Studies, 21(1): pp. 215-242.
Tallman, S., & Shenkar, O. (2004). International Cooperative Ventures Strategies: Outward Investment and Small Firms from NICs. Management International Review. Vol. 39 (5), 299-315.
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.
He had a keen interest in working in the Pacific Rim for which he was eventually rewarded a position of Chairman on Board (COB) at the Factory in China. What we noticed is that due to Control's relative inexperience and lack of understanding of joint venture, James was recalled only after completing one third of his contract length, to be replaced by a relatively inexperienced employee from Singapore (Jimmy Chao). Controls Asia Pacific, in doing so, ignored the fact that they might threaten the success of the joint venture. This case shall try and analyze what factors may have caused this pull out to occur, what may be its consequences, and what we feel should be done, in order to reinstate trust and confidence to make the joint venture a success. Adaptation, Acceptance and Experience.
The topic under review is strategic alliances. This particular form of non-equity alliance between firms in the same industry (competitors) is becoming an increasingly popular way of conducting business in the global environment. Many different reasons of why such alliances are occurring have been recognized. These include: the increasing globalization of the world's economy resulting in intensified global competition, the proliferation and disbursement of technology, and the shortening of product life-cycles. This critique will use Kenichi Ohmae's viewpoint on strategic alliances as a benchmark for comparison. Firstly, a summary of Ohmae's article will be provided. Secondly, in order to critique Ohmae's opinion, it will be necessary to review other literature on the topic. Thirdly, a discussion of the various viewpoints and studies, that have hence arisen, will be discussed in detail. Finally, conclusions will be drawn with implications for companies operating in today's global environment, together with suggestions for future research on strategic alliances.
Gilpin discussed the MNC’s evolution through the lenses of a number of business economic theories. Using Raymond Vernon’s Product Cycle Theory, the overseas expansion of American companies until the 1960s was shown as a means of preempting foreign competition and preserving monopoly positions, which was possible then because of the wealth and technology gaps that existed between the US and the rest of the world (282-83). Following the closing of such gaps, Dunning and the Reading School’s Eclectic Theory explained the next stage of the MNC’s evolution as propelled by the great leaps made in technology and communication, which made internationalized management both possible and viable (283). Michael Porter’s Strategy Theory, meanwhile, asserted that the MNC is now in the era of strategic management, wherein activities and capabilities spanning borders allow it to “tap into the value chain” in the most advantageous positions (285-85). Gilpin made an interesting point, however, that MNCs are oftentimes the result of market imperfections and unique corporate situations. In many instances, the decision to expand a firm’s operations in another country was a means of circumventing protectionist measures and trade barriers, or simply to curry favor with governments, as practiced by IBM (280...
A production department is the piece of the organization that produces goods and services that are in turn sold to the outside market for consumption. Service departments back up the production department by providing services to the production department. For example, in an organization that manufactures custom furniture, the production department might be responsible for cutting and assembling raw materials thus creating pieces of furniture. The service department would include maintenance professionals who repair and equipment used in the manufacturing process as well as office staff, human resources and other support departments within the organization.
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private equity firm with the company it buys and ensures that the company has a lasting success.
Oesterie, M. J., Richta, H. N., & Fisch, J. H. (2012). The influence of ownership structure on internationalization. International Business Review, 22(1), 187-201.
Currently in the global environment, there is a strong sense of competition that must be achieved through better performance, almost all firms are competing in international markets due to the reduction in barriers for capital and tariffs. With the new changes in both communication and technology, the consequences faced are that production processes are no longer within national boundaries but spread across (Debrah & Smith, 2002).
Entrepreneurship - a special kind of activity. Its constant conditions are limited resources, competition and uncertainty of the situation. The main tools of the entrepreneur are: thrift, cooperation and innovation. Consequently, enterprise is the independent economic entity, with rights of a legal entity, which is based on the use of labor collective property produces and sells products, works, and provides services.