Ebook International business - Managing globalization: Part 2
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Ebook International business - Managing globalization: Part 2
www.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2ropean firms—Elf Atochem, Petrofina, and Total Chimie—combined their assets Lo form Atofina, they became the fifLh-largest chemical company in the world, and their planning processes Look on a global dimension. First, Atofina looked at its prime businesses. TLs petrochemicals and commodity plastics Ebook International business - Managing globalization: Part 2comprised 38 percent of its $17 billion turnover, intermediates and specialty polymers 26 percent, and specialties (e.g., agricultural foodstuffs) 36Ebook International business - Managing globalization: Part 2
percent. To streamline iLs activities, the company sold its metal and aviation unit ($100 million in sales) and its oleochemicat group (about $200 milwww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2re in slow-growth markets of Europe, and the company realized that it needed to focus on North America's huge market, and in the fast-growing markets of Latin America, the Middle East, and Asia. In North America. Atofina's emphasis was on building up its polyethylene and propylene businesses, and in Ebook International business - Managing globalization: Part 2creasing access to key specialty chemical users in the automotive, construction, and electronics sectors. In Asia and the Middle East, the company hadEbook International business - Managing globalization: Part 2
few assets, and was looking to expand through investment opportunities.’A I most all companies are planners. In the chemical industry, like many othewww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2execute and carry heavy penalties for failure. As a result, global planning efforts occupy much of top management's time. Assets are scarce, and businesses not contributing to the firm's international effectiveness are likely to be discontinued in favor of mainstream businesses. Geographic strategie Ebook International business - Managing globalization: Part 2s must be mapped out for global effectiveness and focused to achieve global balance across industries and regions. Planning processes must therefore sEbook International business - Managing globalization: Part 2
ystematically evaluate corporate performance from business and market perspectives, and come up with viable objectives and strategies to guide future www.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2is defined: how the complexity of worldwide planning has increased since 1945. and the ways companies have modified planning processes 10 respond (O heightening competition in world markets•How international firms assess their internal orientations and their external marketplace situations.•The ways Ebook International business - Managing globalization: Part 2 that companies formulate international plans at the national, regional, and global levels, and the procedures they adopt for allocating global resourEbook International business - Managing globalization: Part 2
ces.•The methods and criteria international companies use to screen and evaluate worldwide markets on a comparative basis, including emerging countriewww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2s, assess their corporate strengths and weaknesses, and map out future resource allocation and strategics based on marketplace opportunities and threats. The organizational complexity of international corporations, and the geographically far-flung nature of their commercial empires, make planning a Ebook International business - Managing globalization: Part 2complex process to manage, lor example.•Unilever, the Anglo-Dutch consumer products company, employs 223,000 people worldwide, and sells over 400 branEbook International business - Managing globalization: Part 2
ds through subsidiaries in over 90 countries and sales in over 70 other nations.•Toshiba is a $53 billion corporation employing 172.000 people in eighwww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2 industrial systems, and digital media equipment). These arc managed across 100 foreign subsidiaries, including 39 manufacturing facilities outside of the Japanese home market.•IBM has worldwide revenues of over $90 billion and employs over 329.000 people making 40.000 products.The challenge for int Ebook International business - Managing globalization: Part 2ernational planners is to interactively blend together head office, regional, and subsidiary perspectives into a cohesive global plan. At each level,Ebook International business - Managing globalization: Part 2
management's task is to•Evaluate the firm s current position, its strengths and weaknesses•Assess how environmental factors will impact corporate strawww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2ed and performance benchmarks to ascertain progress.www.downloadslide.comhttps://khothuvien.cori!CHAPTER 7 International Strategic Planning and Market Screening 323General guidelines are established to unify strategic approaches at (he worldwide, regional, and local levels. This process is illustrat Ebook International business - Managing globalization: Part 2ed in Figure 7.1.The Changing Environment of International Planning: Historical Perspectives2Strategic planning roles and philosophies have changed siEbook International business - Managing globalization: Part 2
gnificantly since 1945 as companies have internationalized their operations and integrated them on a worldwide basis. In the 1950s and early 1960s. inwww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eur Ebook International business - Managing globalization: Part 2ure is not what it used to be.Paul Valery, 19th- and 20 century French poet and philosopherFIGURE 7.1 International Strategic Planning and Market Screeningwww.downloadslide.com324 MANAGING GLOBALIZATIONactivities were production-oriented. Firms focused on what manufacturing levels were required, exp Ebook International business - Managing globalization: Part 2ected revenues, and what resources were needed to deliver products into an undersupplied marketplace. Lillie “strategy" was necessary, and planning ceEbook International business - Managing globalization: Part 2
ntered on budgets and outputs.www.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized Eurwww.downloadslide.comCHAPTER 7International strategic Planning and Market ScreeningGlobal Planning in the Chemical IndustryWhen three medium-sized EurGọi ngay
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