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Competing in a global context :checkered_flag: :globe_with_meridians:…
Competing in a global context :checkered_flag: :globe_with_meridians:
Global environment
Global trade
Countries
Smith - absolute comparative advantage
Cheapest
natural resources
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Ricardo - relative comparative advantage
Specialisation
Efficiency
Porter - diamond model
Structure of firms and rivalry
Factor conditions
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Demand conditions
Related and supporting industries
Government
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Businesses
Porter - five forces
Suppliers
bargaining power
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Potential Entrants
Threat
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Substitutes
Buyers
Industry competitors
Rivalry
Opportunities
Costs
Profits
Challenges
Cultures
Politics
Standards
Environments
International operations
Implications
Input
Supplier flexibility
New suppliers
Outsourcing
Low labour
Process
Complex
Conflicting objectives
Standardise vs Specialise
Supply chain
Foreign facilities
Risks
Staff
Output
localisation vs standardisation
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Offshoring vs re-shoring
Location
Supply chain
Define
A to B
Processes
Events
Efficiency
Bullwhip
Demand variability
Stages
Information
Small and frequent
Lead times
Promotions
Typical
Outsourcing
Complex
Long
Vertically Integrated
Control
Limited outsourcing
Global Finance
Financial flows
Institutions
IMF
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World Bank
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Balance of payments
Global imbalances
Public vs private
Surplus vs deficit
Foreign Direct Investment
Tax and exchange rates
Fluctuations
Supply
Transfer pricing
Mispricing
Illegal
tax avoidance
Arm's length
Difficult
Demand
Government
Overcome problems
one currency
several markets
'Futures market'
Speculate
Contracts
Innovation
Convergence
Global culture
Adoption
Global norms
Similar values
Divergence
Parent culture
Localised context
Internal
Crossvergence
Respond
Influence
Adapt
local and global
Marketing
Branding
Naming
Equity
Identity
Reputation
Ethical considerations
Adapt
Local needs
Economic stability
