Thursday, January 30, 2020
Multinational Perspective Essay Example for Free
Multinational Perspective Essay Multinational corporations originated from the need for substantial capital and limited risks for large industrial or commercial consortiums for overseas trade. The modern concept of multinational corporations came into being during the 17th and 18th centuries and a good example of such a venture is the British East India Company in South Asia and the Dutch East India Company in South East Asia’s Indo-Chinese Peninsula. With the current communications and management technologies available, more companies are able to make the most out of international trade liberalization.   Today, multinational corporations are expanding themselves to increase their markets, increase brand presence and image and benefit from inexpensive raw materials and labor (Chang, 2003). Scenario for Multinational Corporations Currently, there is an estimated 40,000 multinational corporation’s world wide in and approximately 250,000 overseas collaborations running cross-continental operations. Most multinational corporations are from the United States, Western Europe, and Japan. By 1995, the top 200 multinational corporations alone had collective revenues reaching of $7.1 Trillion which is equivalent to 28.3 percent of the gross domestic product globally (Bernal, Kaukab, and Yu, 2005). The operations of multinational corporations are governed by the policies of The World Trade Organization (WTO), the International Monetary Fund (IMF), and the World Bank. Though the traditional view of multinational corporations is that of big manufacturers, current trends and developments in technology have also given rise to â€Å"micro-multinationals†[1] as well business process outsourcing (BPO) ventures (Ewing, 2005). Among the countries being targeted for multination expansion, China and India are the current top favorites of multinational companies (McKinsey Global Institute [MGI], 2004). Globalization has allowed access to markets via technology and has reduced distribution, lower internal coordination costs. It has also allowed for networking of specialized services and products in support of corporate functions through BPO’s whether within the companies internal operations or its external activities (Ewing, 2005). Entry to Developing Markets            Though the scenario of multinational expansion has changed, the methods of entry remain traditional in most developing countries (Hoos, 2000; Tubbs and Schulz, 2006). Strategies to enter new markets for multinational corporations are by mergers or direct acquisition, sequential market entry and through joint ventures Mergers            Merger or direct acquisition of existing companies is the forthright entry to a market. This is the strategy usually employed by large multinational corporations. It maximizes the economies of scale advantage to overcome barriers to entry (Ewing, 2005; Multinational Corporations, 2006). Considered as foreign direct investments (FDI), they are subject to not only commercial regulation but are also direct affected by fiscal and investment policies by the host country, and related international trade policies (United Nations Conference on Trade and Development [UNCTAD], 2005). Beginning in 2004, it has been identified as a critical in developing countries and studies have been commissioned to quantify their impact of the economies of developing countries (UNCTAD, 2004). The first ranked for FDI is India and was followed closely by China (Kearney, 2004). Though India has been able to outrank China and Mexico, China actually acquires more FDI significantly either country since 2002 (Department of Industrial Policy and Promotion, 2005; MGI, 2004). Sequential Market Entry Sequential market entry involves foreign direct investment and getting hold of a sector if the market related to the parent’s companies core line of business, usually its key product or competency. It is different from a merger that it that the parent company does not bring in all of products, services or operations into a host country (Multinational Corporations, 2006). This method is the preferred by smaller companies and conservative business to begin their multinational operations (Kearney, 2004). Sony, in its initial expansion to the United States first limited its operations to manufacturing televisions but eventually expanded its operations to the production of magnetic tape and eventually to the production of audio in the 1970’s. Today, Sony’s operations in the United States include semiconductors and personal communications. Sony’s United States operation used its expertise and leadership in manufacturing television to establish itself in the industry and its local competition and then used this it as leverage to expand its products in the United States (Multinational Corporations, 2006). Another development in multinational operations is that outsourcing of operations or services to other countries. According to both UNCTAD 2004 and 2005 reports, BPO is one of fastest growing industries globally. Joint Ventures            Joint ventures are operational or service partnerships with companies already existing or operating in the host country. This method of entry is limits is not as liberal as mergers or sequential market entry but is effective when entering heavily regulated markets. The method has been in particular use in entering the markets of China, the Soviet Union and that of Eastern Europe (Multinational Corporations, 2006). The issue of limited control for parent companies is the usually critique of this method and has raised issues regarding liberalization issues (Bernal, Kaukab, and Yu, 2005). Host countries and venture partners significantly benefit from the transfer of technology and management while parent companies are able to enter otherwise restrictive market. The concern for multinational companies however is the development of conflicts with joint venture partners who can become competitors (Multinational Corporations, 2006). Another concern for most multinational corporations regarding entering into joint ventures is that local policies, which their joint venture partners are subject to, are easily changeable. The creation of stable industry policies that may affect joint ventures and similar partnerships is one of the major focuses of developing countries trying to attract more investments (Department of Industrial Policy and Promotion, 2005). This move has been supported by the current agenda of the World Trade Organization (WTO), the International Monetary Fund (IMF), the World Bank and the United Nations (UNCTAD, 2004). Multinational Corporations in Developing Countries            Entering into s developing market requires the recognition and creation of strategies to deal with poor economic conditions, low educational levels, technological barriers or lack of existing channels and infrastructures for the distribution of the product and service (UNCTAD, 2005). Globalization and Trade Liberalization            A major reason for multinational expansion is accessing a wider market. This coincides with the international agenda of globalization and trade liberalization. The Asian Financial Crisis may still be a haunting scenario for many investors (Bernal, Kaukab, and Yu, 2005), but the current trends in Asia, particularly China and India, is creating renewed interest in expanding to developing countries (MGI, 2004).            The efforts of developing countries to liberalize trade and industries have also been encouraging. Recent trends have allowed the return of Coca-Cola to India (Nayak, 2006), the ranking of Asia as the most attractive FDI region (Kearney, 2006) and the growing success on BPO’s in India and the Philippines (UNCTAD, 2005).            The operations of multinational corporations have been constructive in the development of markets, the introduction of new products and the development of industries as a whole. Investments of these companies have helped stressed local economies space and opportunity to expand. The technology and management knowledge that multinational companies bring in has helped local research and development to improve standard practices and policies.            Multinational companies have been able to benefit from reduced labor, materials or overall operation costs. A significant benefit of going global is establishing brand and product presence. Many companies have also benefited from the variated market that globalization has provided them increasing product efficiency and marketability. Global Trend and Scenario            Though multinational corporations significantly contribute to international trade and development have not enjoyed acclaim. Their presence and nature if operations is said to be more detrimental to local economies than beneficial (Baitu, 2006; Tubbs and Schulz, 2006, Chang, 2003). Studies have also shown the negative effects of the operation of multinational corporations prompted some governments to take a protectionist approach which ahs deterred not only these corporations but trade liberalization in general (Wysocki, 2006).            According to the UNCTAD report regarding multinational corporations in least developed countries (UNCTAD, 2002), the â€Å"highly centralized nature of these corporations†is the main apprehension against them. Though multinational corporations contribute significantly to local economies in the form of investment, technology and commerce, there is very little barrier to exit from the local industry in case of a national economic downturn (Hoos, 2000). They have been said to have contributed to the aggravation of labor conditions, environmental degradation, and degeneration of social conditions, declined local industries and livelihood, and raised inflation levels (Tubbs and Schulz, 2006).            Furthermore, the mobility of multinational corporations leaves host countries with less bargaining power and allows them significant leverage over countries that are highly disadvantaged and needy of the jobs and investment they provide (UNCTAD, 2002). Current Issues and Concerns for Multinational Operations            In an international environment, a company’s concerns will have to consider more external factors. International trade laws, liberalization and globalization are the obvious concerns that emerging multinational have to face. More importantly, companies have to orient themselves to local markets, governments and policies that may they may not be familiar with (Wysocki, 2006). Exploring international markets also increases competition not just with traditional competitors but also for new business developments such as micro-multinationals (Ewing, 2005). The risks and challenges of becoming a multinational company need strategies that consider the company’s goals, international market scenarios and effective local marketing approaches. Recommendations In general, there should be further quantitative and qualitative studies on multinational corporations’ actual impact to host countries from individual to industry levels especially for the least developed countries that host them (UNCTAD, 2002). Multinational companies nowadays are not just commercial ventures; they also serve as highways of liberalization. Some multinational companies have greater assets than the poorest of developing countries leaving these nations with limited bargaining power. The need to attract investments by multinational companies must not undermine the focus on welfare, health and social life (Baitu, 2006). The following considerations are framed UNDTAD’s World Investment Report for 2004 and 2005, the 2002 Report Multinational Corporations in Least Developed Countries; and Bernal, Kaukab and Yu’s The World Development Report 2005 for the WTO:            Host countries must focus on creating industry competencies that do not just cater to the current needs of multinational companies operating in the country. Developing countries must not become dependent on multinational companies and focus on boosting domestic growth.            Developing countries should be liberally cautious in accepting FDI to the country so as to ensure the survival of its local industries. It should not take a protectionist approach creating false security in its local industries but only to alleviate the pressures of advantage that multinationals have by reasons of economies of scale.            Closer coordination with trade associations and international liberalization agencies will allows for developing countries support and knowledge in dealing with multinational corporations. At the same time, multinational corporations can benefit form the standardization of commerce and industry, decreasing speculation and uncertainty for their ventures.            Consideration of social issues can help multinational companies have a better local feel for the host country’s markets. Pubic relations in smaller countries become crucial in building brand and product awareness, purchase and loyalty. It also allows for the feasibility of introducing product extensions and even non-related ventures.            Involving multinational corporations in the host country’s environment, community, research and development can establish a more meaningful relationship. Multinational corporations can benefit form having greater involvement in factors that affect its operations. Fears of multinational corporations being insensitive to local concerns can also be alleviated. Conclusion            Multinational expansion is but one of the key indications of globalization. Liberalization signifies a country’s acceptance of globalization. Together, multinational corporations and liberalization act as vehicles for development and cooperation.            As in all relationships, work must be put in to make it work. Multinationals grow when local economies grow through the development of labor, resources and market expansion. Host countries benefit from the investment, technology transfer and the development of its emerging industries. New multinational companies in particular could prosper and establish themselves well in developing economies where competition may not as stiff and industries not as crowded as they would be in developed countries.            The key is in finding a balance between multinational investment and local industry growth and in creating  a relationship between multinational corporations and host countries that are based on mutual development.    References Baitu, J. (2006) Globalisation for the Common Good and Social Justice in Sub-Saharan Africa [Online]. Available from http://lass.calumet.purdue.edu/cca/jgcg/2006/sp06/jgcg-sp06-baitu.htm [Accessed 12 September 2006]. Bergsten, C. F. (2000) The Global Trading System and the Developing Countries in 2000 [Online]. Working Paper 99-6 Institute for International Economics. Available from http://www.iie.com/publications/wp/wp.cfm?ResearchID=135 [Accessed 12 September 2006]. Bernal, L. E., Kaukab, R. S., and Yu, V. P. B. III (2005).The World Development Report 2005: An Unbalanced Message on Investment Liberalization. WTO Institutional Governance and Dispute Settlement, of the Trade and Development Programme: Geneva, Switzerland. Brown, A. G. and Stern, R. M. (2005) Concepts of Fairness in the Global Trading System. Gerald R. Ford School of Public Policy, The University of Michigan: Michigan, USA. Chang, H. (2003) Foreign Investment Regulation in Historical Perspective: Lessons for the Proposed WTO Investment Agreement [Online]. Available from: http://www.globalpolicy.org/socecon/ffd/2003/03historical.htm [Accessed 12 September 2006]. Department of Industrial Policy and Promotion (2005) Foreign Direct Investment-Policy Procedures. New Delhi: Government of India. Available from: http://dipp.nic.in/manual/manual_03_05.pdf [Accessed 12 September 2006]. Ewing, R. (2005) The New Multinational: Lilliputian, Not Leviathan [Online]. Speaking Freely Asia Times Online. Available from: http://www.atimes.com/atimes/Global_Economy/HD05Dj01.html [Accessed 12 September 2006]. Hoos, J. (2000) Globalization, Multinational Corporations and Economics. Kiado: Budapest. Kearney, A.T. (2004) China and India Jockey for the Top Most Attractive Foreign Direct Investment Destination Globally While the U.S. Is Challenged by These Rapidly Evolving Economies: Global executives see the best business environment since 2000, yet a return to positive global FDI flows could be complicated by a new mix of operational risks. A.T. Kearney: London, United Kingdom. Nayak , A. K. J. R. (2006) Globalization of Foreign Direct Investment in India: 1900s–2000 [online]. Available from http://www.bu.edu/historic/06conf_papers/ Nayak.pdf [Accessed 12 September 2006]. McKinsey Global Institute (2004). China and India: The Race to Growth [Online]. McKinsey Quarterly . Available from http://www.mckinseyquarterly.com/article_page.aspx. [Accessed 12 September 2006]. Multinational Corporations (2006) Encyclopedia of Management, Volume Mar-No. Available from http://www.referenceforbusiness.com/management/Mar-No/Multinational-Corporations.html [Accessed 12 September 2006]. Tubbs, S. L. and Schulz, E. (2006) Exploring a Taxonomy of Global Leadership Competencies and Meta-competencies. The Journal of American Academy of Business, Volume 8, Number 2, March 2006, Dissertation Paper presented at the Eastern Michigan University. Eastern Michigan University: Michigan. United Nations Conference on Trade and Development (2002) Multinational Corporations (MNCs) in Least Developed Countries (LDC’s). United Nations Conference on Trade and Development (2004) World Investment Report 2004. United Nations Conference on Trade and Development (2005) World Investment Report 2005. Wysocki, B. Jr.(2006) Symbol Over Substance [Online]. Original Article printed in The Wall Street Journal, September 25, 2000. Available from http://www.enterpriseworks.org/about_news_wsj.asp [Accessed 12 September 2006]. [1] Micro-multinational are companies who have small manpower and overall scale unlike the traditional multinational corporations. An example is Navin Communications who have engineering operations in Mumbai, India and headquarters in Mountain View, California (Multinational Corporations, 2006).
Wednesday, January 22, 2020
Judging Books By Their Covers :: Essays Papers
Judging Books By Their Covers In every bookstore across America, people are faced with the tough question of what book should be bought. There are millions of books resting on shelves everywhere but what makes a reader pick up a novel to buy and read? Looking at book covers people can get ideas about what type of book is in their hands. Most books grab their audience by the way that they look on the outside. Many different authors and publishers choose famous works of art or use book reviewer’s comments to grab a specific audience for their book. When children are looking for books, they choose a book because of what is on the cover. Parents can view the cover as appropriate for their child. It is the cover that initially grabs the attention. Even as children grow up and begin reading books with few to no pictures, it is still the cover that says what kind of book it is. When I was in the library, I found a book about the history of book jackets. Although most of the information in the small book was unnecessary, I did learn some of the history behind book jackets. Although the people of today look at book covers to get some idea of the contents of the book, back in the eighteen hundreds books had jackets so that the pages would not get dusty or dirty. Some books had covers made of leather but usually these were books, like the Bible, that needed protection. The bookseller put the jacket on before it was placed on the shelf. These dust jackets had no title or writing on them until the middle of the eighteen hundreds. It was not until almost nineteen hundred that authors or publishers designed book covers with illustrations or with the title. This is different from today because most authors give their book’s cover as their trade marks so they can be easily recognized. Usually the artist draws the cover to the author’s liking. The artis t takes the words and changes them to an image suitable for the book. Catcher In The Rye, is a classic example of a book that has its cover as its trademark. The cover of the book is unique with its red background and yellow writing. Both the front and the back of the book are the same with no other writing but the title and the author’s name.
Monday, January 13, 2020
Process of Education Essay
I thank the reason why the Process of Education is do difficult to attain is because people don’t honesty know what education is. Like, what is education, what does education mean, what does being educated mean, how far can an education take you in life, are there different types of educations, etc. I thank the minute everyone understands what it means to be educated or what education is. It won’t be hard for anyone to apprehend the Process of Education. If someone doesn’t understand the Educational Process how are they going to attain the information they receive from it. To fully take in the information you receive from the Educational Process you first have to know what education is? That could be another reason why people struggle with attaining the information from the Educational Process. Indeed, it is a lot to take in but the more you know the better off you will be and will understand it better. Education is the process of receiving or giving systematic instruction, esp. in a school or university. Knowing what education means will help a person exceed life expectations. The more you know the better off you’ll be. People should not only attain the knowledge to help them get by in life they should let their education take them further. Some people would rather just know what they need to know but if they really sit back and think â€Å"what if I expanded what I knew and learned something else other than what I already know†? How much easier it would be for them to attain knowledge and hold on to it. The Process of Education can be a start for some people to learn how to further their education. The Process of Education can best be describing as learning processes that will not only help you excel in your field of studies but also in your everyday life. It is a process that is ideally; interested in the material to be learned that is best stimulus to learning. The first object of any act of learning, over and beyond the pleasure it may give, is that it should serve us in the future. Learning should not only take us somewhere, it should allow us later to go further more easily. I found that learning a subject involves three almost simultaneous processes. First, there is acquisition of new information  often information that runs counter to or is a replacement for what the person has previously known. A second aspect of learning may be called transformation  the process of manipulating knowledge to make it fit new tasks. Transformation comprises the ways we deal with information in order to go beyond it. A third aspect of learning is evaluation  checking whether the way we have manipulated information is adequate to the task. Not knowing the three processes to learning a subject may cause a change in a person mind to not want to learn the Process of Education and will make that person less interested in the Educational Process. It is very difficult to attain the Process of Education but the minute it’s understood the easier it will be to learn everything that is needed to learn. There will be a lot of people who would have wished they had understood the Educational Process and took their education to the limits. With an education in more than one study there’s no telling how far you can go, skies the limits. The more you know about the Process of Education the more you’re going to want to know and let soak in.
Sunday, January 5, 2020
Pancho Villa Mexican Revolutionary
Born on June 5, 1878, as Doroteo Arango Arà ¡mbula, the future Francisco Pancho Villa was the son of peasants living in San Juan del Rà o. As a child, he received some education from a local church-run school but became a sharecropper when his father died. At the age of 16, he moved to Chihuahua but swiftly returned after his sister was raped by a local hacienda owner. After tracking down the owner, Agustà n Negrete, Villa shot him and stole a horse before fleeing to the Sierra Madre mountains. Roaming the hills as a bandit, Villas outlook changed following a meeting with Abraham Gonzà ¡lez. Fighting for Madero The local representative for Francisco Madero, a politician who was opposed to the rule of dictator Porfirio Dà az, Gonzà ¡lez convinced Villa that through his banditry he could fight for the people and hurt the hacienda owners. In 1910, the Mexican Revolution began, with Maderos pro-democracy, antirreeleccionista volunteers confronting Dà azs federal troops. As the revolution spread, Villa joined with Maderos forces and aided in winning the first Battle of Ciudad Juà ¡rez in 1911. Later that year, he married Marà a Luz Corral. All across Mexico, Maderos volunteers won victories, driving Dà az into exile. Orozcos Revolution With Dà az gone, Madero assumed the presidency. His rule was immediately challenged by Pascual Orozco. Villa swiftly offered his los dorados cavalry to General Victoriano Huerta to aid in destroying Orozco. Rather than utilize Villa, Huerta, who viewed him as a rival, had him imprisoned. After a brief term in captivity, Villa managed to escape. Huerta meanwhile had crushed Orozco and had conspired to ​murder Madero. With the president dead, Huerta proclaimed himself provisional president. In response, Villa allied with Venustiano Carranza to depose the usurper. Defeating Huerta Operating in conjunction with Carranzas Constitutionalist Army of Mexico, Villa operated in the northern provinces. In March 1913, the fight became personal for Villa when Huerta ordered the murder of his friend Abraham Gonzà ¡lez. Building a force of volunteers and mercenaries, Villa quickly won a string of victories at Ciudad Juà ¡rez, Tierra Blanca, Chihuahua, and Ojinaga. These earned him the governorship of Chihuahua. During this time, his stature had grown to the point that US Army invited him to meet with its senior leaders, including Gen. John J. Pershing, at Fort Bliss, TX. Returning to Mexico, Villa gathered supplies for a drive south. Utilizing the railroads, Villas men attacked quickly and won battles against Huertas forces at Gà ³mez Palacio and Torreà ³n. Following this last victory, Carranza, who was concerned that Villa might beat him to Mexico City, ordered him to divert his attack towards Saltillo or risk losing his coal supply. Needing coal to fuel his trains, Villa complied but offered his resignation after the battle. Before it was accepted, he was convinced by his staff officers to retract it and defy Carranza by attacking the silver producing city of Zacatecas. Fall of Zacatecas Situated in the mountains, Zacatecas was heavily defended by Federal troops. Attacking up steep slopes, Villas men won a bloody victory, with combined casualties numbering over 7,000 dead and 5,000 wounded. The capture of Zacatecas in June 1914, broke the back of Huertas regime and he fled into exile. In August 1914, Carranza and his army entered Mexico City. Villa and ​Emiliano Zapata, a military leader from southern Mexico, broke with Carranza fearing that he wished to be a dictator. At the Convention of Aguascalientes, Carranza was deposed as president and departed for Vera Cruz. Battling Carranza Following Carranzas departure, Villa and Zapata occupied the capital. In 1915, Villa was forced to abandon Mexico City after a number of incidents involving his troops. This helped pave the way for the return of Carranza and his followers. With Carranza reasserting power, Villa and Zapata revolted against the regime. To combat Villa, Carranza sent his ablest general, à lvaro Obregà ³n north. Meeting at the Battle of Celaya on April 13, 1915, Villa was badly defeated suffering 4,000 killed and 6,000 captured. Villas position was further weakened by the United States refusal to sell him weapons.​ The Columbus Raid and Punitive Expedition Feeling betrayed by the Americans for the embargo and their allowance of Carranzas troops to use US railroads, Villa ordered a raid across the border to strike at Columbus, NM. Attacking on March 9, 1916, they burned the town and looted military supplies. A detachment of the US 13th Cavalry killed 80 of Villas raiders. In response, President Woodrow Wilson dispatched Gen. John J. Pershing and 10,000 men to Mexico to capture Villa. Employing aircraft and trucks for the first time, the Punitive Expedition chased Villa until January 1917, with no success. Retirement Death Following Celaya and the American incursion, Villas influence began to wane. While he remained active, Carranza had shifted his military focus to dealing with the more dangerous threat posed by Zapata in the south. Villas last major military action was a raid against Ciudad Juà ¡rez in 1919. The following year he negotiated his peaceful retirement with new president Adolfo de la Huerta. Retiring to the hacienda of El Canutillo, he was assassinated while traveling through Parral, Chihuahua in his car on July 20, 1923.
Subscribe to:
Posts (Atom)