International-business-国际商务

1.Differencesinlegalsystems:①COMMONLAWisbasedonthecumulativewisdomofjudges’decisionsonindividualcasesthroughhistory.Thesecasescreatelegalprecedents,whichotherjudgesusetodecidesimilarcases.Forexample,theUnitedStatesofAmerica,theUnitedKingdom,Canada…②CIVILLAWisbasedonacodification,ordetailedlisting,ofwhatisandisnotpermissible.Forexample,French,German…Oneimportantdifferencebetweencommonlawandcivillawsystemsisapparentintherolesofjudgesandlawyers.Inacommonlawsystem,thejudgeservesasaneutralreferee,rulingonvariousmotionsbytheopposingparties’lawyers.Theselawyersareresponsiblefordevelopingtheirclients’caseandchoosingwhichevidencetosubmitontheirclients’behalf.Incivillawsystem,thejudgetakesonmanyofthetaskofthelawyers,determining,forexample,thescopeofevidencetobecollectedandpresentedtothecourt.③RELIGIOUSLAWisbasedontheofficiallyestablishedrulesgoverningthefaithandpracticeofaparticularreligion.Theocracy.Forexample,Iran…④BUREAUCRATICLAWiswhateverthecountry’sbureaucratssayitis,regardlessoftheformallawoftheland.Contractscanbemadeorbrokenatthewhimofthoseinpower.2.Lawsdirectedagainstforeignfirms:①Nationalization:Oftenwhenleftistgovernmentsobtainpower,theychoosetotransferownershipofresourcesfromtheprivatetothepublicsector.②Expropriation:Thetransferthatwhenthehostgovernmentcompensatestheprivateownersfortheirlosses.③Confiscation:Thetransferthatwhenthehostgovernmentoffersnocompensation.④Privatization:Theconversionofstate-ownedpropertytoprivatelyownedproperty.⑤Constraintsonforeignownership:toavoidhavingtheireconomiesorkeyindustriescontrolledbyforeigners.⑥Repatriate:CountriescanalsoconstrainforeignMNCsbyimposingrestrictionsontheirabilitytorepatriate(returntotheirhomecountries)theprofitsearnedinthehostcountry.3.PoliticalrisksPoliticalriskisdividedintomacropoliticalrisk(affectsallfirmsinacountry)andmicropoliticalrisk(affectsonlyaspecificfirmorfirmswithinaspecificindustry).Examplesofpoliticalrisks:TYPEIMPACTONFIRMSexpropriationLossoffutureprofitsConfiscationLossofassets;lossoffutureprofitsCampaignsagainstforeigngoodsLossofsales;increasedcostsofpublicrelationseffortstoimprovepublicimageMandatorylaborbenefitslegislationIncreasedoperatingcostsKidnappings,terroristthreats,andotherformsofviolenceDisruptedproduction;increasedsecuritycosts;increasedmanagerialcosts;lowerproductivityCivilwarsDestructionofproperty;lostsales;disruptionofproduction;increasedsecuritycosts;lowerproductivityInflationHigheroperatingcostsRepatriationInabilitytotransferfundsfreelyCurrencydevaluationsReducedvalueofrepatriatedearningsIncreasedtaxationLowerafter-taxprofits4.ElementsofcultureLanguage;communication;religion;valuesandattitudes;socialstructure5.Low-contextculture:thewordsusedbythespeakerexplicitlyconveythespeaker’smessagetothelistener,suchasGerman,Canadian,British,American.High-contextculture:thecontextinwhichaconversationoccursisjustasimportantasthewordsthatareactuallyspoken,andculturalcluesareimportantinunderstandingwhatisbeingcommunicated,suchasChinese,Korean,Japanese.6.Hofstede’sfivedimensionsofnationalcultureSocialorientation:individualism-America;collectivism-JapanPowerorientation:powerrespect-Asia;powertolerance-AmericaUncertaintyorientation:uncertaintyacceptance-theUnitedStates,HongKongofChina,Singapore;uncertaintyavoidance-Austria,Japan,Italy,FranceGoalorientation:aggressivegoalbehavior-USA,British,German;passivegoalbehavior-SwedenTimeorientation:long-termoutlook-Japan,HongKongofChina,TaiwanofChina;short-termoutlook-Pakistan,Philippines7.Whatisinternationalstrategicmanagementandwhat’stheaimofinternationalstrategicmanagement?Internationalstrategicmanagementisacomprehensiveandongoingmanagementplanningprocessaimedatformulatingandimplementingstrategiesthatenableafirmtocompeteeffectivelyinternationally.8.Strategicalternatives①Thehomereplicationstrategy:Thefirmusesthecorecompetencyorfirm-specificadvantageitdevelopedathomeasitsmaincompetitiveweaponintheforeignmarksthatitenters.②Themultidomesticstrategy:Thefirmviewsitselfasacollectionofrelativelyindependentoperatingsubsidiaries,eachofwhichfocusesonaspecificdomesticmarket.③Theglobalstrategy:Thefirmviewstheworldasasinglemarketplaceanditsprimarygoalistocreatestandardizedgoodsandservicesthatwilladdresstheneedsofcustomersworldwide.④Thetransnationalstrategy:Thefirmattemptstocombinethebenefitsofglobalscaleefficiencieswiththebenefitsoflocalresponsiveness.9.DistinctivecompetenceAfirm’sdistinctivecompetencemaybecutting-edgetechnology,efficientdistributionnetworks,superiororganizationalpractices,orwell-respectedbrandnames.Withoutadistinctivecompetence,aforeignfirmwillhavedifficultycompetingwithlocalfirmsthatarepresumedtoknowthelocalmarketbetter.TheDisneyname,image,andportfolioofcharacters,forexample,isadistinctivecompetencethatallowsthefirmtosucceedinforeignmarkets.Similarly,thereadyavailabilityofsoft-wareprogramscompatiblewithWindowsoperatingsystemsgivesMicrosoftanadvantageincompetingwithlocalfirmsoutsidetheUnitedStates.Whateveritsform,thisdistinctivecompetencerepresentsanimportantresourcetothefirm.Afirmoftenwishesto