l 10-global opportunities for entrepreneur
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Chapter 14: Global AspectsChapter 14: Global Aspects 11Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
GLOBAL ASPECTS OFGLOBAL ASPECTS OFENTREPRENEURSHIPENTREPRENEURSHIP
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BLHC 4042ENTREPRENEUSHIP SKILLS AND NEW BUSINESS
LECTURE 10LECTURE 10
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Chapter 14: Global AspectsChapter 14: Global Aspects 22Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Why Go Global?Why Go Global? Offset sales declines in the domestic marketOffset sales declines in the domestic market
Increase sales and profitsIncrease sales and profits Extend products life cyclesExtend products life cycles
Lower manufacturing costsLower manufacturing costs
Improve competitive positionImprove competitive position Raise quality levelsRaise quality levels
Become more customerBecome more customer--orientedoriented
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Chapter 14: Global AspectsChapter 14: Global Aspects 33Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Strategies For Going GlobalStrategies For Going Global
Launching a World Wide Web siteLaunching a World Wide Web site
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North America31.3%
Europe28.9%
Asia/Pacific Rim
31.6%
Latin America
5.3% Other Regions3.0%
Internet Users Worldwide by Region
Source: Un ited Nations Conference on Trade Development, E-Commerce and Development Report 2002, p. 8.
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Chapter 14: Global AspectsChapter 14: Global Aspects 55Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
ThreeThree--Step Evolutionary ApproachStep Evolutionary Approach
1.1. Connecting to eConnecting to e--mailmail2.2. Using the Web toUsing the Web to
conduct internationalconduct international
market researchmarket research3.3. Building a globallyBuilding a globally--
accessible Web siteaccessible Web site
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Chapter 14: Global AspectsChapter 14: Global Aspects 66Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Launching a World Wide Web siteLaunching a World Wide Web site Relying on trade intermediariesRelying on trade intermediaries
Strategies For Going GlobalStrategies For Going Global
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Chapter 14: Global AspectsChapter 14: Global Aspects 77Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Trade IntermediariesTrade Intermediaries
Export Management Companies (EMCs)Export Management Companies (EMCs)
Export Trading Companies (ETCs)Export Trading Companies (ETCs)
Manufacturers Export Agents (MEAs)Manufacturers Export Agents (MEAs)
Export merchantsExport merchants
Resident buying officesResident buying offices
Foreign distributorsForeign distributors
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Chapter 14: Global AspectsChapter 14: Global Aspects 88Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Strategies For "GoingStrategies For "GoingGlobal"Global"
Joint venturesJoint ventures
Launching a World Wide Web siteLaunching a World Wide Web site Relying on trade intermediariesRelying on trade intermediaries
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Chapter 14: Global AspectsChapter 14: Global Aspects 99Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Joint VenturesJoint Ventures
Domestic joint ventureDomestic joint venture two or more U.S.two or more U.S.
companies form an alliance for the purpose ofcompanies form an alliance for the purpose ofexporting their goods and services abroad.exporting their goods and services abroad.
Foreign joint ventureForeign joint venture a domestic firm formsa domestic firm forms
an alliance with a company in the targetan alliance with a company in the targetnation.nation. Most foreign joint ventures fail; average successMost foreign joint ventures fail; average success
rate is just 43%.rate is just 43%.
Most important ingredient: choosing the rightMost important ingredient: choosing the rightpartner.partner.
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Chapter 14: Global AspectsChapter 14: Global Aspects 1010Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Strategies For "Going Global"Strategies For "Going Global"
Foreign licensingForeign licensing International franchisingInternational franchising
Countertrading and barteringCountertrading and bartering
ExportingExporting
Launching a World Wide Web siteLaunching a World Wide Web site Relying on trade intermediariesRelying on trade intermediaries
Joint venturesJoint ventures
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Chapter 14: Global AspectsChapter 14: Global Aspects 1111Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
ExportingExporting Small companies account for 97% of allSmall companies account for 97% of all
companies involved in exporting, but theycompanies involved in exporting, but theygenerate just 31% of the dollar value ofgenerate just 31% of the dollar value of
the nations exports.the nations exports.
Only 1% of all small and mediumOnly 1% of all small and medium--sizedsizedbusinesses export.businesses export.
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Source: Exporter Data Base, U.S. Dept of Commerce, Office of Trade and
Economic Analysis, Trade Development/International Trade Agency.
Number of Countries to Which Small Businesses Export
2 to 4 countries
23.7%
5 to 9 countries
7.7%
10 or more
countries5.6%
1 country
63.0%
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Chapter 14: Global AspectsChapter 14: Global Aspects 1313Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Steps to Successful ExportingSteps to Successful Exporting
1. Recognize that even the tiniest companies1. Recognize that even the tiniest companies
and least experienced entrepreneurs haveand least experienced entrepreneurs havethe potential to export.the potential to export.
2. Analyze your product or service.2. Analyze your product or service.
3. Analyze your commitment to developing3. Analyze your commitment to developing
export markets.export markets.
4. Research potential markets and pick your4. Research potential markets and pick yourtarget.target.
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Chapter 14: Global AspectsChapter 14: Global Aspects 1414Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Steps to Successful ExportingSteps to Successful Exporting
5. Develop a distribution strategy.5. Develop a distribution strategy.6. Find your customer.6. Find your customer.
U.S. Department of CommerceU.S. Department of Commerce
International Trade AdministrationInternational Trade Administration
7. Find financing for export sales.7. Find financing for export sales.
8. Ship your goods.8. Ship your goods.9. Collect your money.9. Collect your money.
(continued)(continued)
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How a Letter of Credit Works:How a Letter of Credit Works:
$
Foreign buyer agrees to buy products;
seller agrees to ship goods if buyer
arranges a letter of credit.
Buyer requests that his bank grant a
letter of credit, which assures exporter
payment if she presents documents
proving goods were actually shipped.
Bank makes out letter of credit to seller
and sends it to sellers bank (called theconfirming bank).
Seller ships goods to buyer
according to letter of credits
terms and submits shippingdocuments to bank issuing
letter of credit.
$Letter
of Credit
Sellers Bank Buyer's Bank
Buyers bank makes payment
to sellers (confirming) bank.
Confirming bank then pays
seller amount specified in
letter of credit.
$
BuyerSeller
$
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Chapter 14: Global AspectsChapter 14: Global Aspects 1616Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Strategies For "Going Global"Strategies For "Going Global"
Establishing international locationsEstablishing international locations
Launching a World Wide Web siteLaunching a World Wide Web site
Relying on trade intermediariesRelying on trade intermediaries
Joint venturesJoint ventures
Foreign licensingForeign licensing
International franchisingInternational franchising
Countertrading and barteringCountertrading and bartering
ExportingExporting
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Chapter 14: Global AspectsChapter 14: Global Aspects 1717Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Barriers To International TradeBarriers To International Trade
AttitudeAttitude My company is too small toMy company is too small to
export.export.
Lack of information about how to getLack of information about how to getstarted.started.
Lack of export financing.Lack of export financing.
Domestic BarriersDomestic Barriers::
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Chapter 14: Global AspectsChapter 14: Global Aspects 1818Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Barriers To International TradeBarriers To International Trade(continued)(continued)
TariffsTariffs -- taxes a government imposes on goodstaxes a government imposes on goods
and services imported into that country.and services imported into that country.
QuotasQuotas -- limits on the amount of a productlimits on the amount of a product
imported into a country.imported into a country.
EmbargoesEmbargoes -- total bans on imports of certaintotal bans on imports of certainproducts.products.
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Chapter 14: Global AspectsChapter 14: Global Aspects 1919Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Barriers To International TradeBarriers To International Trade(continued)(continued)
DumpingDumping -- Selling large quantities of aSelling large quantities of a
product in a foreign country below cost toproduct in a foreign country below cost togain market share.gain market share.
Political barriersPolitical barriers -- rules, regulations andrules, regulations and
risks.risks. Cultural barriersCultural barriers -- Differing languages,Differing languages,
philosophies, traditions, and acceptedphilosophies, traditions, and accepted
business practices.business practices.
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Chapter 14: Global AspectsChapter 14: Global Aspects 2020Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
International Trade AgreementsInternational Trade Agreements
Major Agreements:Major Agreements: General Agreement on Tariffs and TradeGeneral Agreement on Tariffs and Trade
(GATT)(GATT)
World Trade Organization (WTO)World Trade Organization (WTO)
North American Free Trade AgreementNorth American Free Trade Agreement
(NAFTA)(NAFTA)
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Chapter 14: Global AspectsChapter 14: Global Aspects 2121Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Guidelines For Success InGuidelines For Success InInternational MarketsInternational Markets
Make yourself at home in all three of the worlds keyMake yourself at home in all three of the worlds keymarketsmarkets -- North America, Europe, and Asia.North America, Europe, and Asia.
Develop new products for the world market.Develop new products for the world market.
Familiarize yourself with foreign customs andFamiliarize yourself with foreign customs and
languages.languages.
GlocalizeGlocalize -- make global decisions about products,make global decisions about products,markets, and management, but allow local employeesmarkets, and management, but allow local employees
to make tactical decisions about packaging,to make tactical decisions about packaging,advertising, and service.advertising, and service.
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Chapter 14: Global AspectsChapter 14: Global Aspects 2222Copyright 2005 Prentice Hall Inc. A Pearson Education CompanyCopyright 2005 Prentice Hall Inc. A Pearson Education Company
Guidelines For Success InGuidelines For Success In
International MarketsInternational Markets(continued)(continued)
Train employees to think globally, send them onTrain employees to think globally, send them oninternational trips, and equip them with stateinternational trips, and equip them with state--ofof--thethe--art communication technology.art communication technology.
Hire local managers to staff foreign offices andHire local managers to staff foreign offices and
branches.branches. Do whatever seems best wherever it seems best, evenDo whatever seems best wherever it seems best, even
if people at home lose jobs or responsibilities.if people at home lose jobs or responsibilities.
Consider using partners and joint ventures to breakConsider using partners and joint ventures to breakinto foreign markets you cannot penetrate on yourinto foreign markets you cannot penetrate on yourown.own.
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