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Business Globalization
Business globalization is generally connecting economic regions worldwide in a network of trade, communication and transportation. The companies that use these networks manage resources on a global scale to meet their financial goals.
1,232 Questions
How do you know if an expert in taking advantage of people has taken advantage of you?
You bet there are people out there that take advantage of others and consider it an art form. Here are some signs:
Borrowing money off you and never paying it back;Using your apartment as a place to flop and contributes nothing;Goes out with you and you end up paying the bill;Follows you around and takes over your friends;Borrows clothing, articles in your home, or even your car and either doesn't give them back, sells one or two things, or never puts gas in your car that they have used;Uses your phone or cell phone for long distance calls and never pays for them.
IN THE ROMANCE DEPARTMENT:Get you to pay for almost everything;Only comes around to your place on occasion and lounges around or wants to make love, then leaves;Doesn't keep datesNever buys you a small gift Never takes you anywhere you would like to goGets you to do their laundry, feed them and often listen to their woes;If male they will come on to your girlfriendsIf female they will be eye-balling your buddies
I could go on and on, but I know you get the drift. If this person fits into these two catagories then kick them to the curb and don't feel sorry for doing it because they'll just find someone else to take advantage of.
Good luckMarcy
AnswerWell, if he slept with you and then ignored you, you got played. Or if he used you in any other way and ignored you then you got played. Or he may just be insecure and scared and you think he is a player. But most of the time they are all lovey dovey with you until they get what they want and then you see them with another girl or two!Poeple like this are so insecure that they have to make people feel bad in order for them to get a buz. Next time you meet a guy do a bit of research and find out what he is like with women. If you have an idea that he may be a player then play him back and forth and teach him who is boss!
Good Luck
How are cultures affected by outside influences (from Globalization Section 1)?
It depends what the outside influence is.
Does online shopping affect smaller businesses?
The impact has been substancial to may small and medium retailers. Customers are now purchasing online where overheads are much lower than high street traders, often found in large warehouses the online customer can order today for tomorrow delivery. Small business have issues keeping inventory as this is a dead cost to the business and as small retailers they do not have the purchasing power of the on line retailer
Abu Dhabi and Dhabi are states with significant oil reserves?
Abu Dhabi does have significant oil reserves. It has about 95% of the oil reserves in the UAE. Dubai has only about 5% oil reserves. Dubai gets most of their money from trading and tourism. The Emirate of Abu Dhabi has invested heavily in the Emirate of Dubai to ensure its success as a business centre for the lower Gulf region.
Abu Dhabi has substantial holdings throughout the world and is now believed to generate more money from investment income than from crude oil production. It is expected that the oil reserves of Dubai will be exhausted in less than ten years whilst the reserves of Abu Dhabi will last more than fifty years.
Do American consumer benefit from international trade?
Yes! Global trade benefits U.S. consumers by giving them access to a variety of goods and services!
IHS is an international company what does the IHS stand for?
IHS stands for the company "Information Handling Services".
What are the top ten mining corporations in the Philippines?
philex mines lepanto mines acoje mines pacific chroma international dizon consolidated mining inc.
What are four hindrances to globalization?
There are probably more than four hindrances to globalization.
One hindrance to globalization is Cultural/Local resistance. Its arguable that globalization is a phenomenon in which "Western" culture is imposed on other cultures since the first world countries pushing forward globalization are most often Western themselves. Thus local resistance can build up to prevent the homogenization of their culture to that of the ones imposed by the forces of globalization like media, international companies like Nike, and fashion among many others. The homogenizing forces of globalization are seen as corrupting and damaging to the cultural integrity of the region. An example of such resistance can be found in Iran today where the fundamentals of Islam are stressed against the imposing "global-western" pressures across much of the rest of the Middle East. Furthermore, terrorist movements like Al-Qaeda are similar forms of resistance and countercurrents to globalization and western ideas of enlightenment and modernity.
Outsourcing is hiring someone in another country to do the work instead of a local person.Example, an America based company hiring someone from Philippines to answer phones as opposed to someone in a America. Some companies offer different services such as customer support and IT services.
HS Codes are the lingua franca of international commodity trade. "HS refers to the "Harmonized Commodity Description and Coding System" which is a comprehensive product classification system designed and managed by the World Customs Organization.
The HS covers more than 98% of all merchandise in global trade, and governs nearly every aspect of International Trade Logistics.
The HS is based on the fundamental principle that goods are classified by what they are and not according to their stage of fabrication, use, "made in" status or any other such criteria.
The HS nomenclature is logically structured by economic activity or component material. For example, animals and animal products are found in one section; machinery and mechanical appliances, which are grouped by function, are found in another.
The nomenclature is divided into 21 Sections, which, in general, group goods produced in the same sector of the economy.
Each Section is comprised of one or more Chapters with the entire nomenclature being comprised of 97 Chapters.
HS codes have been established along the following hierarchical logic;
• HS-2 refers to the Chapter
• HS-4 refers to the Heading
• HS-6 refers to the Subheading
For example, product code 060110 refers to Chapter 6 (Live trees and other plants: bulbs, roots, etc…), Heading 01 (Bulbs, tubers, tuberous roots…dormant, in growth or in flower, etc….), and Subheading 10 (Bulbs, tubers, tuberous roots…. Dormant).
Further subdivisions (HS-8, HS-10, and HS12) are made by individual countries and trading blocks according to their specific tariff and statistical needs. These "final" product codes are contained in the particular Harmonized Tariff Schedules of the world.
The tariff and tariff-related provisions (e.g.- numerical codes and article descriptions) are presented in tabular format containing several columns. In those columns are contained the headings, subheadings, statistical annotations, article descriptions and rates of duty.
During this period of time, industrialized powers such as Great Britain, France, Germany etc. all vied for dominance. Industrialization was the fuel for imperialism. In order to sustain industrialization, vast amounts of resources were needed. Where did many of these resources come from? Africa. Thus the "Scramble for Africa" began. In the Berlin Conference essentially Africa was divided up among the European powers for its resources.
Differences between domestic marketing and international marketing?
Difference between international marketing and domestic marketing
First, International marketing is facing a more complex market environment . Domestic marketing is conducted in this country and so faced corresponding structure of the market environment is relatively simple ,which consists of those factors that are more familiar to companies -- the domestic political, economic, legal, cultural and so on. However, International marketing is facing a more complex environment, it's a market with multi-level structure. This is because those companies who engage in international marketing , will inevitably be subjected to the world market environment. Which requires companies to face the world market environment, including the world's political, military, economic, technological and other aspects.
Second, International marketing is facing more Uncertainties factors The contradiction between subjective understanding and objective reality, coupled with the volatility of the objective process, international marketing facd more uncertainties factors for the companies .Compared with domestic marketing, it's more difficult to make sure the total demand, purchasers and competitors and more difficult to investigate and predict wholesale segment, retail structure, buying habits in international marketing.
Third, International marketing is facing more diverse selection of marketing programs Companies in the domestic market, although also need to deal with different regions and different programs for different target markets, different strategies, and even the use of different promotions, but the overall program is the same however. the international market is a market composed of different countries .Enterprises in the international marketing, its marketing programs are of diversity, Enterprises in different country markets to sell their products, not unified marketing program, and must host country market, different scenarios were developed.
Four, Marketing in international marketing is more difficult
Besides the complex environment and the uncertain factors ,diverse selection programs, international marketing have more risks and meet more fierce competition. The risks are added by the changing international political situation and the fluctuate exchange rate .Competitor's brilliant competitive strategy in price, promotion and products made the international market more and more narrow.
International business scope and nature?
2-Information not only accurate but should be timely
3-Size of I.B should be large.
4-Market segmented based on job effect segmented.
5-International market have more potential then domestic market.
scope of I.B1- International market.2-International finance investment.
3-Global human resource.
4-Foreign exchange.
What was the rationale behind attempts of MG Rover to forge alliances?
This essay explores the rationale behind MG-Rover's attempt to forge alliances. It begins with a brief history of the brand because in order to understand the rationale for alliances, you must understand where the company found itself at the start of the new millennium.
The Rover brand emerged over a century ago and provided high-quality cars to the middle-classes. Rover was then assimilated into the nationalised British Leyland in the mid 1960s. However this was, in hindsight, seen as a failure as it starved the brand of investment and seriously harmed its reputation for quality. In 1982, the Austin Rover Group was spun-off and a recent strategic alliance with Honda was giving them access to Honda's engineering expertise and produced some excellent results. However the group was then sold to British Aerospace in 1988 who in turn sold it on to BMW in 1994. This ended the alliance with Honda.
Within a year, Rover was, within BMW circles called "the English patient" as they believed they had bought a chronically sick car company. The production and labour facilities were seen as antiquated and the model range in urgent need of updating. BMW persevered and invested billions of pounds in revamping the whole operation to try to modernise it. They finally gave up in 2000 when the drain on BMW's resources was threatening their own strong balance sheet. The company was sold to a group of private investors, the Phoenix Consortium, for a nominal sum. This newly formed entity was named the MG-Rover group. This group had, however, lost two key niche brands along the way - the Mini and the Land Rover. MG-Rover had, in effect, been picked clean of key satellite brands and what was left was a company with essentially three models; the Rover 25, 45 and 75. The very problems it faced at this juncture were the reasons it attempted to forge alliances over the next five years with other firms including Proton, Tata , China Brilliance and SCIA . These reasons included:
Lack of production volumeMG-Rover lacked any serious production capacity. The top five car producers all manufactured over three million units a year each in 2003 . In comparison, MG-Rover's production of 107,000 units in 2003 was almost derisory. The key to success in the automobile industry is either volume or a successful niche product. With volume, you get economies of scale which can carry the high costs of developing a new model. MG-Rover's 107,000 cars alone could not justify carrying all the overhead necessary to justify new models. Without new models, sales fell. The attempt to forge an alliance was an attempt to escape from this vicious circle. The attempted collaboration with Chinese firms was an attempt to rapidly scale up production in a single market with huge potential. Equally the Chinese were eager to acquire a 'Western' brand and technology. Lack of R&D CapacityWhen BMW sold the Land-Rover brand to Ford, the Research and Development facility at Gaydon also went with it. This deprived Rover of most of its R&D capability which is vital in today's car market where constant innovation is the key to success. Combined with its lack of production volume, MG-Rover lacked any ability to perform serious innovate research itself. The joint ventures with Honda and BMW had shown what MG-Rover was capable of but without deep-pockets it was stuck in a time-warp. Poor Model RangeThis is obviously linked to the lack of R&D but exposes even deeper strategic problems within MG Rover. Even when BMW owned Rover, the only new model it launched was the Rover 75 - an executive saloon . Yet the growing segments in the market were the super mini, the Sports Utility Vehicle and the MPV. MG-Rover had little or nothing in these segments. Ironically MG-Rover had, under BMW, drastically improved its quality of the range it had. However, the result of this model gap, was that it was haemorrhaging market share in its only real market; the UK. In 1990, it had 13.62% of market share in the UK, by 2004 it was down to 2.99% - see graph below. MG-Rover simply did not have the full range of models to keep attracting younger customers. An alliance was needed to flesh out their model range. In hindsight, now it can be seen that the strategic alliance with Honda was probably Rover's best chance of success. It allowed Honda easy access to the UK market and Rover would have gotten access to their R&D and a wider product range. They had jointly developed five models before the break-up of their alliance. It is clear that Rover was probably seeking what it already had had with Honda.Graph from p.17 'Who Killed MG Rover': A special Report from Cambridge MIT Institute's Centre For Competitiveness and Innovation: Trumpington St., Cambridge, UK
Lack of International MarketsMG-Rover was essentially an English company. The only internationally recognisable brands it possessed was Mini and Land Rover. When these were gone, it was tied to the vagaries of the UK economy and could never achieve the global economies of scale that, for example, Toyota or VW had. This weakness repeatedly hindered Rover over its history. Because when it did have good models like the Montego, Maestro and Metro, it simply did not have the distribution network to sell them internationally to gain volume and higher marginal profits.The alliance with BMW gave it a renewed potential for accessing the European market and beyond but when BMW was gone, Rover was back to square one. It needed alliances to rectify this and help it to expand geographically. However, established world markets were oversupplied and the only real place it could turn was developing markets. Rover still had the technological experience which was marketable in these regions - this is why China drew their interest. China had the mass market that would allow it to scale up production in a low labour cost economy - it seemed an ideal solution to Rover's problems.
Negative PublicityIt is worth noting that the weaker MG-Rover became, the lower its sales went. The public did not want to buy a brand that might not exist next year. A successful alliance may well have stemmed this effect and even turned it. MG-Rover needed the imprimatur of another successful company. The only period when their image was really improving was when BMW owned it and its prestige and technology rubbed off - but even this was not enough to support sales. Lack of CashThis real issue at the core of MG-Rover's problems from the moment it broke from BMW was cash. Without a rich parent pumping money into the company, it was consuming its own capital to cover the day to day losses it was making. By 2003, it had even sold its main production plant, Longbridge for 45 Million pounds and was leasing it back. In 2001, it had sought investment from China Brilliance in order to fund new models but this deal eventually fell through. Again in 2004, Rover and the Shanghai Automotive Industry Corporation (SAIC) were courting but the consummation never took place. SAIC was just not willing to pour in the cash necessary. Their logic was incredibly sound - if BMW cash and technology could not turn Rover around, could anyone do it? The Chinese also realised that they knew more about their own markets than Rover did and all they were really after were Rover's models and technology; not a potential money-pit. In the end, all that was bought - by the Nanjing Group - was the rights to the MG-Rover's models and technology for 67 Million pounds. Later the Longbridge plant was physically stripped of the machinery and this was shipped to China.It must be asked if the real rationale for a search for alliances may really have been a quest for someone to finally buy any value that was left within MG-Rover. The men behind the Phoenix Trust were not new to the industry, they must have know the situation MG-Rover was in.
In the final analysis, when MG-Rover split with BMW it was too big to be a niche market player and too small to be the global player it wanted to be. It needed to forge alliances to rectify these problems. It needed technology, a new model range and a brand boosting connection with another firm. But most of all, it needed cash.
If a firm is completely vertically integrated is effective supply chain management still important?
Effective supply chain management is also important for vertically integrated companies. In such an organizational structure, various business functions are handled by different departments of the company that usually have different internal objectives, and these objectives are not necessarily aligned with each other. This may be due to lack of communication among departments or the incentives provided by the upper management. For instance, if the sales department is evaluated based on revenue only, and the manufacturing department is evaluated based on revenue only, and the manufacturing department is evaluated based on cost only, the company's profit may not be maximized globally. Effective supply chain management is still necessary to achieve globally optimal operations.
It Is Form Which Used In Export. When We Are Going To Export Any Excisable Component Outside India And We Want Exemption From Excise Duty Then We Have To Furnish Form ARE-1 .
bY
Dinesh Yadav
Tax Professional
What are the main elements of culture that must be addressed for international business?
The main elements of cultue that must be addressed for international business are: Corporate or Bussiness value, good customer care, and world class service
What company owns the worlds diamond market?
There is no one single company that owns the worlds diamond market. The DeBeers Organization, however, is a long-standing and seasoned business involved in diamonds -- worldwide. They do not own the market.
Swot analysis of Procter and Gamble: Strength- P&G has operations in over 80 countries with over 125,000 people employed globally. Major contributor as sponsor in entertainment and sporting events. Weakness- facing tough competition from international brands. Opportunity- Mergers and acquisitions to make the brand strong. Threat- competition from domestic products.
Why did CTR change their name to IBM?
CTR (or the Computing Tabulating Recording corporation) was founded in 1911 by Charles Flint when he merged three companies together. They originally serviced only the U.S. with machines built to automatically record times, tabulations, data, or etc. The Board of Directors decided in 1914 that they needed a strong manager at the helm of the company and did not want to rely on any of the founding managers from the 3 companies which had been merged.
In 1914 Flint brought on Thomas J. Watson Sr. as the General Manager for the organization. In 1915 he became the President. Watson established many of the numerous ideals which IBM became known for; the highly trained and strong sales force, the "THINK" corporate slogan campaign, and the international push for business. In 1924, after opening a few European sites, Watson took a second look at the company's name. He felt the name did not properly represent the global scope or direction with which the company would be moving. Influenced by an intercompany newsletter from one of the Canadian offices, he changed the name to the International Business Machines corporation.
Since then IBM has achieved great success globally. They have been on the Fortune 500's list every year since the list started in 1955. Their 2009 Fiscal reports show they currently have revenue of $95.8 billion dollars, employ 399,049 employees worldwide, and operate on almost every continent (6 out of 7 isn't bad).
Advise us todays advise us what is todays Russian d2 for the prices Platt's fob Rotterdam?
what is todays Russian D2 platts price fob rotterdam
