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Block 2: Competing in a Global Context (International financial reporting,…
Block 2: Competing in a Global Context
Globalisation
Organisational Context
Sustainability goals
STEEPLE/PESTLE
Internal environment
External environment
Opportunities & challenges
Glocalisation
National contexts & cultures
Trans-national institutions & agreements
IMF
GATT
WTO
World Bank
Global context
Innovation
International Operations
Internationalisation of supply chains
Sustainability issues
Operation management
Input-Process-Output
Global operations
Offshoring
Four stages manufacturing networks
Domestic Sourcing
Reactive International Sourcing
Proactive International Sourcing
Global Sourcing Networks
Near-shoring
Re-shoring
Strategies
Four structural patterns
Facility location
Country specifics
Local
International services
Can't always be standardised
Supply Chain Management
Supplier relationships
Three levels of collaboration
Arm's length
Many advantages and disadvantages
Price & service level agreements
Assessing waste
'Throughout efficiency' ratio
Coordination
'Bullwhip effect'
Difficult coordination
Vertically integrated supply chains
Upstream
Downstream
Customer-induced variety
Outsourcing
Contractual relationship
Decisions
2x2 matrix
Economic & Financial Flows
International Financial Institutions
IMF
Stability of international monetary system
World Bank
Future goals to eradicate poverty
Balance of payments
current, capital and the financial account
Foreign direct investments (FDI's)
Global imbalances
Public and private spending
Portfolio investments
Multinational organisations
Identify opportunities
Tax considerations and exchange rates
The cross-border tax rules
Tax policy - difficult and technical
Tax evasion
Unitary taxation
3 main obstacles
OECD
BEPS
'Profit shifting'
Transfer pricing
Transfer mispricing
Arms-length principle
'Paying Taxes'
PwC
World Bank Group
Foreign exchange
Supply & Demand
Equilibrium
McBurger Index
Impact planning, competitveness
SME's
Impact assets, liabilities & operating profit
Government
International financial reporting
IFRS Standards
International boundaries
Understandable
Comparable
Stewardship
Information for Investors
Borrowed finery
Imperialism
Taxation
IASC / IASB
The contingent model
Regulation
City Leadership
Followership
Main forms
Civic
Managerial
Political
Business
Main elements
Actors
Structures
Processes
Convergence and divergence
'Global culture'
Divergence
'Parent' culture
Internal or localised context
Convergence
similar values and process globally
shaped by economic, political and social factors
Global awareness
Innovation and Comparison
Cultural differences
'best practices'
Crossvergence
To influence, not be influenced
Global innovation
Global Trade Environment
Global economy
Increased flows of business internationally
Comparative advantage
Relative & Absolute
The Diamond model (Porter, 1990)
Competitive advantage
Government influence
Competition
'Five forces model' of competition (Porter, 1980)
Competitive position
Countries
Cultural challenges
Employee Relations
Increased employment options
HRM
Corporate social responsibility
ESG values
Internal & External actors
'Win-win'
Marketing
Marketing process
Seven Triggers (Jobber and Ellis-Chadwick, 2013)
Macroenvironment
Trading systems
Socio-cultural
Microenvironment
Market attractiveness
Capabilities
Pros and Cons
Marketing mix
Branding
Naming
Equity
Identity
Reputation
Positioning
Modes of entry
Ethics
Consumers
Workers
(Business First Steps, 2016)
(Global Trade Review, 2015)
(The Motley Fool, 2016)
(BlogSpot, 2012)
