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Ebook Global business (3rd edition): Part 2

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Nội dung chi tiết: Ebook Global business (3rd edition): Part 2

Ebook Global business (3rd edition): Part 2

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2stitutions and resources affect the liability of foreignness10-2 match the quest for location-specific advantages with strategic goals (where to enter

).10-3 compare and contrast first-mover and late-mover advantages (when to enterl.10-4 follow the comprehensive model of foreign market entries (how t Ebook Global business (3rd edition): Part 2

o enter).10-5 participate in three leading debates concerning foreign market entries.10-6 draw implications for action.till«4XĨ.Uz.>ul.AfefkfeA Cwm l*

Ebook Global business (3rd edition): Part 2

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Ebook Global business (3rd edition): Part 2ested in coal mines in Mozambique, an oil refinery in Kenya, and a call center in South Africa. Soon, he may also have a power plant in Nigeria "Afric

a looks remarkably similar to what India was 15 years ago.” says Firdhose Coovadia, director of African operations at Essar Group, the $15 billion con Ebook Global business (3rd edition): Part 2

glomerate headed by Ruia and his brother. Shashi “We can't lose this opportunity."Faced with increasing competition and a welter of bureaucratic obsta

Ebook Global business (3rd edition): Part 2

cles at home, Indian companies are looking to Africa for growth. Since 2005, they have spent S16 billion on the continent, versus at least $31 billion

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2provider, in June 2010 paid $9 billion for the African cellular operations of Kuwait's Zain. In 2008, India’s Videocon Industries paid $330 million fo

r two coal mines in Mozambique, and India's state-run fertilizer maker bought an idled Senegalese phosphorus producer for $721 millionBeyond these big Ebook Global business (3rd edition): Part 2

deals are dozens of smaller acquisitions and investments by Indian companies. "Compared to India, valuations in Africa are quite attractive." says An

Ebook Global business (3rd edition): Part 2

ui Chande. who heads the South Asia Group ataccounting firm Grant Thornton in London .“We’re expecting to see a lot of midsize deals across a variety

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2a. Africa has hundreds of millions of underserved consumers eager to buy products tailored to their needs. Consumer spending in Africa may double, to

as much as $1.8 trillion by 2020. McKinsey & Co. predicts an increase that would be the equivalent of adding a consumer market the size of Brazil. As Ebook Global business (3rd edition): Part 2

a pioneer in sales of single-use sachets of soap and shampoo (along with Unilever and Procter & Gamble) for lower-income Indians, Mumbai-based Godreh

Ebook Global business (3rd edition): Part 2

Consumer Products understands ’’low-cost, value-for-money products," Chairman Adi Godrej said in an interview. In June 2010. his company acquired Nige

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2e are agnostic,” Godrej said.Indian companies also see Africa as a hedge against a possible slowdown at home. "If tomorrow the Indian economy was to t

ake a U-turn, then at least you have other markets which are growing,” says Neeraj Kanwar, managing director of Apollo Tyres, India'sAlMt.ur. ^*.<<111 Ebook Global business (3rd edition): Part 2

-1 I»- M,I t.hn r- .1..4 «4A< .ntMU.. IldbCMl •• L*Find more at http?/w^v.downloadslide.com312Part Three strategizing Ofouna Xhe MX#No. 2 tiremaker. H

Ebook Global business (3rd edition): Part 2

is company bought South Africa's Dunlop lyres tor $62 million in 2006. giving Apollo two manufacturing ptants on the continent and brand rights in 32

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Ebook Global business (3rd edition): Part 2 growth," says Kanwar.Lssar has endured endless squabbles with Indian landowners who refuse Io make way for sleel mills. Like other Indian companies t

ired of regulatory head aches al home, il moved in Io Africa and now has 2,000 employees there. Bangalore based Karutun Global, the worlds largest ros Ebook Global business (3rd edition): Part 2

e producer, couldn't get enough land in India to compete with Luropcan and African rivals. Many times flowers wilted on thetarmac as cargo flights wer

Ebook Global business (3rd edition): Part 2

e delayed or cancelled, including a big Valentine's Day shipment. So in 2004, Karuturi bought a small plot in Ethiopia, and sales have since grown ele

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2sland—and sells more than half a billion roses a year. “Africa offered US a scale we could never reach in India,” says Managing Director Sai Ramakrish

na Karuturi. “I'd love to do more in India, but gelling even 1,000 acres near Rangalore took years."Sources ữiovtrixna Sasviffsswwk; 2010, Cotparale I Ebook Global business (3rd edition): Part 2

ndia finds uteeriet (WtnrfiS in Afrk*A Hiwwbnr 8’ 61 6?How do numerous Indian firms enter Africa? Why do they enter certain countries but not others?

Ebook Global business (3rd edition): Part 2

How do they overcome their liability of foreignness? These are some of the key questions driving this chapter Entering foreign markets is one of the m

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

Ebook Global business (3rd edition): Part 2rcome the liability of foreignness.’ Then we focus on three crucial dimensions: Where. when, and how—known as the "2W1H dimensions." Our discussion cu

lminates in a comprehensive model, followed by debates and extensions.(ED Ebook Global business (3rd edition): Part 2

SSJMftJ CHAPTER3fonevodafoe VATMURflouto-s/Unđơ

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