Professional Documents
Culture Documents
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Summary It is important to realize that there are no right decisions here, just decisions that are associated with different levels of risk and reward
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Advantages Exporting avoids the substantial cost of establishing manufacturing operations in the host country Exporting may also help a firm achieve experience curve location economies
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Turnkey Projects In a turnkey project, the contractor agrees to handle every detail of the project for a foreign client, including the training of operating personnel
At completion of the contract, the foreign client is handed the "key" to a plant that is ready for full operation
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Intangible property includes patents, inventions, formulas, processes, designs, copyrights, and trademarks
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Disadvantages Franchising may inhibit the firm's ability to take profits out of one country to support competitive attacks in another The geographic distance of the firm from its foreign franchisees can make poor quality difficult for the franchisor to detect
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Joint Ventures A joint venture is the establishment of a firm that is jointly owned by two or more otherwise independent firms
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Shared ownership can lead to conflicts and battles for control if goals and objectives differ or change over time
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the firm can set up a new operation in that country the firm can acquire an established firm
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Disadvantage Firms bear the full costs and risks of setting up overseas operations
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Management Know-How The competitive advantage of many service firms is based upon management know-how The risk of losing control over the management skills to franchisees or joint venture partners is not high, and the benefits from getting greater use of brand names is significant
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Reducing the Risks of Failure Problems can minimized: through careful screening of the firm to be acquired by moving rapidly once the firm is acquired to implement an integration plan
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Answer
Answer: Most students will probably agree that INGs strategy of acquiring firms with a strong local presence makes sense. The company maintains the local management team and products, yet sells its own ING products as well. This strategy allows the company to act locally, while building a global name.
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Answer
Answer: The statement is basically correct - licensing proprietary technology to foreign competitors does significantly increase the risk of losing the technology. Therefore licensing should generally be avoided in these situations. Yet licensing still may be a good choice in some instances. When a licensing arrangement can be structured in such a way as to reduce the risks of a firm's technological know-how being expropriated by licensees, then licensing may be appropriate. A further example is when a firm perceives its technological advantage as being only transitory, and it considers rapid imitation of its core technology by competitors to be likely. In such a case, the firm might want to license its technology as rapidly as possible to foreign firms in order to gain global acceptance for its technology before imitation occurs. Such a strategy has some advantages. By licensing its technology to competitors, the firm may deter them from developing their own, possibly superior, technology. And by licensing its technology the firm may be able to establish its technology as the dominant design in the industry. In turn, this may ensure a steady stream of royalty payments. Such situations apart, however, the attractions of licensing are probably outweighed by the risks of losing control over technology, and licensing should be avoided
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Answer
Answer: If a firms competitive advantage (its core competence) is based on control over proprietary technological know-how, licensing and joint venture arrangements should be avoided if possible so that the risk of losing control over that technology is minimized. For firms with a competitive advantage based on management know-how, the risk of losing control over the management skills to franchisees or joint venture partners is not that great. Consequently, many service firms favor a combination of franchising and subsidiaries to control the franchises within particular countries or regions. The subsidiaries may be wholly owned or joint ventures, but most service firms have found that joint ventures with local partners work best for controlling subsidiaries.
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Answer
Answer: If there were no significant barriers to exporting, then option (iii) would seem unnecessarily risky and expensive. After all, the transportation costs required to ship drugs are small relative to the value of the product. Both options (i) and (ii) would expose the firm to less risk of technological loss, and would allow the firm to maintain much tighter control over the quality and costs of the drug. The only other reason to consider option (iii) would be if an existing pharmaceutical firm could also give it much better access to the market and potentially access to its products and technology, and that this same firm would insist on the 50/50 manufacturing joint venture rather than agreeing to be a foreign sales agent. The choice between (i) and (ii) boils down to a question of which way will be the most effective in attacking the market. If a foreign sales agent can be found that is already quite familiar with the market and who will agree to aggressively market the product, the agent may be able to increase market share more quickly than a wholly owned marketing subsidiary that will take some time to get going. On the other hand, in the long run the firm will learn a great deal more about the market and will likely earn greater profits if sets up its own sales force.
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