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SEITE ‹Nr.›Chart 1 www.bwl.lmu.deInternational Management

International Management

BSc PO 2008: General Business Administration Modul P 13 (BWL VII)

BSc PO 2015: Leadership & International Management Modul P 16

Summer Term 2017

Prof. Dr. Manfred Schwaiger

Institute for Market-based Management (IMM)

Kaulbachstraße 45/I

D-80539 München

phone +49 89 2180-5640

fax +49 89 2180-5651

email [email protected]

www www.imm.bwl.uni-muenchen.de

Prof. Dr. Anton Meyer

Institut für Marketing

Ludwigstraße 28 RG

D-80539 München

phone +49 89 2180-3321

fax +49 89 2180-3322


www www.marketingworld.de

Prof. Dr. Anja Tuschke

Institute for Strategic Management

Ludwigstraße 28 RG

D-80539 München

phone +49 89 2180-2770

fax +49 89 2180-2886


www www.ism.bwl.uni-muenchen.de


Lecturer Delphine Colin, M.Sc.

(For consultation please refer to office hours)

Chair: Institute for Market-Based Management

Kaulbachstraße 45/I, 80539 München(089) 2180-5640, Fax - 5651

Time: Thursdays 14.00 - 16.00h

Lecture room: HGB – M 218

Written Exam: August 7th, 201708.30 - 09.30h (60 minutes)

08.30 – 10.45h (with Module People & Org.)

Credits: 3 ECTS (bachelor) / 2 LP (diploma)

Downloads: LMU Download Portal: www.lsf.lmu.de

or www.imm.bwl.uni-muenchen.de

Course Assistant: Sandra Männel, M.Sc. mult.

[email protected]

Course Organization


International Management

2. Why Companies Go

International

1. Introduction

2. Why Companies Go International

3. The Political, Economic and Legal Environment

4. International Division of Value Creation

5. Standardization versus Differentiation

6. Cross Cultural Management

7. Corporate Aspects of International Management


In this Chapter You Will Learn…

…what globalization is and how it has evolved over time.

…current international business and economic development.

…which forces drive globalization.

…pros and cons of globalization.

…theories on trade.

…why companies go global.

…how to approach a case study.

2. Why Companies Go

International


2.1 Eras of Globalization

2.2 Doing Business And Regulation Worldwide

2.3 It´s No Longer If, But When and How

2.4 Motives & Reasons

2.5 Internationalization Theories

2.6 Summary

Outline

2. Why Companies Go

International


Eras Of Globalization

Globalization 1.0

Where does my country

fit into global competition

and opportunities? How

can I go global and

collaborate with others

through my country?

Globalization 2.0

Where does my company



can I go global and


through my company?

Globalization 3.0

Where do I as individual



can I, on my own


globally?

1492 - 1800 1800 - 2000 2000 -

2. Why Companies Go

International

Source: Friedman, T.L. (2006), p.9-12


Trade: Example

China/

India

The Long History of Trade: Silk Road

The silk road is an extensive interconnected

network of trade routes across the Asian

continent connecting East, South, and

Western Asia with the Mediterranean world,

including North Africa and Europe

2. Why Companies Go

International

silk, spices,

porcelain

Agricultural

products,

glass, noble

metals

Europe

Source: Kutschker/Schmid, (2011), p.8; www.wikipedia.org


China and the World: Percentage of China‘s Stake of Worldwide GDP

25

0

5

10

15

20

30

Year 1 AD)Years

1600 1820 1962 2010

25 %

33 %

4 %

18 %

In %

British started importing heavily Opium

into greater China from Hong Kong to

improve their trade balance (which has

been negative due to Chinese

products like tea and silk)

First Opium War

(1839-42)

Result: China as a

dependent country

Source: Professor Agnus Maddison, University Groningen, in: Welt Kompakt, Thursday, 19.08.2010, Nr. 160, p. 2, www.economist.com (2015); www.statista.de (2017)

17.9%

as of 2016

2. Why Companies Go

International


Globalization – Good or Bad?

2. Why Companies Go

International

Suicides at Foxconn

Light and Death

Source: The Economist, May 29th 2010, p. 68







2.6 Summary

Outline

2. Why Companies Go

International


World Population

2. Why Companies Go

International


Comparing Countries’ Performance

▪ Gross Domestic Product (GDP) is a monetary measure of the market value of all final

goods and services that are produced in a defined period (quarterly or yearly).

▪ Gross National Product (GNP) is the market value of all products and services produced

in one year by workers and property supplied by the residents of a country

• Unlike Gross Domestic Product (GDP), which defines production based on the

geographical location of production, GNP allocates production based on ownership

▪ What does GDP not measure?

• Economic and social wealth (Quality of Life)

• Measurement by the OECD: Better Life Index

▪ Since January 2011: Enquete-Commission by the German Bundestag developed a new

measurement approach for wealth in order to receive a more reliable, sustainable measure

that also incorporates (external) costs such as land consumption or species extinction

• Economic performance,

• Quality of life, and

• Sustainability

2. Why Companies Go

International

Sources: www.bundestag.de, 2017


Measurements of Economic and Social Wealth

Measurement of quality of life: Better Life Index

Sources: OECD (2011). How’s Life: Measuring Well-Being, p. 23 and p. 50.

Relative well-being strengths and weaknesses,

by country

Framework for measuring well-being.

2. Why Companies Go

International


Relationship of Life Satisfaction and GDP

Source: The Economist, December 2010

2. Why Companies Go

International


2. Why Companies Go

International

The World’s Gross Domestic Product from 1980-2016

World: 11,8 Tr USD

Share of developing/

emerging countries:

30,9%

1980

World: 22,9 Tr USD


emerging countries:

22,9%

1990

World: 31,9 Tr USD


emerging countries:

20,3%

2000

2013

Slump due to

Global

Financial Crisis

World:

74,9 Tr USD

Share of

developing/

emerging

countries: 50,4 %


Gross Domestic Product (2016): Nominal

2. Why Companies Go

International

2. PRC3. Japan. USA

2. China

4. Germany

1. United States.

Source: International Monetary Fund (2017), www.imf.org


GDP (PPP) Top 10 Countries in 2016

2. Why Companies Go

International

Source: Central Intelligence Agency (2017), www.cia.gov

Rank Country GDP PPP

1 China $21,270,000,000,000 ($ 15,400 per capita)

(2) European Union $19,180,000,000,000 ($ 37,800 per capita)

3 United States $18,560,000,000,000 ($ 57,300 per capita)

4 India $8,721,000,000,000 ($ 6,700 per capita)

5 Japan $4,932,000,000,000 ($ 38,900 per capita)

6 Germany $3,979,000,000,000 ($ 48,200per capita)

7 Russia $3,745,000,000,000 ($ 26,100 per capita)

8 Brazil $3,135,000,000,000 ($ 15,200 per capita)

9 Indonesia $3,028,000,000,000 ($ 11,700 per capita)

10 United Kingdom $2,788,000,000,000 ($ 42,500 per capita)


Countries by GDP (PPP) per capita in 2015

Source: World Economic Outlook Database, April 2016, International Monetary Fund. Database updated on 12 April 2016. Accessed on 28 April 2017.


Gross Domestic Product (2017): Growth

2. Why Companies Go

International

Source: International Monetary Fund (2017), www.imf.org


International Trade and Imports & Exports

International Trade is the exchange of goods and services across international borders.

Exports are goods and services produced by a firm in one country and then sent to another country.

Imports are goods and services produced in one country and bought in by another country.

export

import

Source: Rugman/Collinson (2006), p.6.

2. Why Companies Go

International


Globalization is defined as “the process of social, political, economic, cultural, and

technological integration among countries around the world”1.

Regulation through Global and Regional Integration:

▪ World Trade Organization (WTO)

▪ North American Free Trade Agreement (NAFTA) renegotiation

▪ Free Trade Area of the Americas (FTAA) no agreement

▪ European Free Trade Association (EFTA)

▪ Association of Southeast Asian Nations (ASEAN)

▪ Mercado Común del Sur (Mercosur)

▪ Trans-Pacific-Partnership (TPP) -> not ratified due to US withdrawal

▪ Transatlantic Trade and Investment Partnership (TTIP) no agreement

▪ Comprehensive Economic and Trade Agreement (CETA)

2. Why Companies Go

International

Source: Hodgetts et al. (2006), p.7.; www.bbc.com (2017); www.eurpe.eu (2017)

Doing Business and Regulation Worldwide


19601950 1980 1990 2000 20101970

0

30 (Index 1950 = 1)

25

20

15

10

5

World‘s Population

Factor 3

Production of

Goods

Factor 10

Flow of Goods

Factor 30

2. Why Companies Go

International

Source: World Trade Organization WTO

Ramifications of Globalization:

Strong Growth of International Flow in Goods since 1950


The World Trade Organization (WTO)

The WTO is ‘rule-based’;

its rules are negotiated agreements

WTO agreements

• cover goods, services and

intellectual property.

• spell out the principles of

liberalization, and the permitted

exceptions.

• include individual countries’

commitments to lower customs

tariffs and other trade barriers,

and open services markets.

• set procedures for settling

disputes.

• prescribe special treatment for

developing countries.

• require governments to make

their trade policies transparentSource: World Trade Organization, www.wto.org.

2. Why Companies Go

International


2. Why Companies Go

International

Doing Business and Regulation Worldwide - Example

Mercosur – 5th largest common market

Impact on member countries:

• Increasing international trade, competition, and foreign

investment

• Economic stabilization due to free movement of

manpower, capital, free transit of goods and services

• Reductions of trade barriers and tariffs

Impact on firms within the Mercosur:

• 1,500 German firms are located within the Mercosur

• Mercosur provides foreign firms access to countries in

South America

• 1995: Volkswagen Argentina builds production facility in

General Pachego (Argentina) to profit from free trade

within the Mercosur (export of 60% of production volume)

• 2013: BMW builds a plant in Araquari, Brazil.

Members

• Members:

Argentina, Brazil,

Paraguay, Uruguay,

Venezuela

• Associate members:

Chile, Bolivia, Peru,

Colombia, Ecuador

Members

Associate

members

Source: http://www.vwgroupsupply.com/b2b/vwb2b_folder/supply2public/de/weltweit_vertreten/vw_argentina.html; http://www.mercosur.int/


Transatlantic Trade and Investment Partnership (TTIP)

Pursued Objectives

With TTIP, the objective is to help people and

businesses large and small, by:

• Opening up the US to EU firms

– Helping EU companies get access

to an overseas market outside EU

• Helping cut red tape that firms face when

exporting

– Get regulators in the EU and the US

to work together closely (cost

saving)

• Setting new rules to make it easier and

fairer to export, import and invest

overseas.

Examples of discussions

For example, the EU must ensure:

• Products imported into the EU meet EU’s

high standards that:

– Protect people's health and safety, and

the environment

– Benefit society in other ways

• EU governments can maintain full rights to:

– Adopt rules or laws to protect people

and the environment

– Run public services independently

• Not only companies, but also citizens

should benefit from TTIP

• Ensure worker‘s rights in the US

The EU was negotiating a trade and investment deal with the US - the Transatlantic

Trade and Investment Partnership - or TTIP. Negotiations are now on ice.

2. Why Companies Go

International

Source: European Commission http://ec.europa.eu/trade/policy/in-focus/ttip/about-ttip/index_en.htm;

Overview of arguments against TTIP: YouTube: https://www.youtube.com/watch?v=sIfO5HRRjQg


The Comprehensive Economic and Trade Agreement (CETA)

The European Parliament voted in favor of CETA on 15

February 2017.

The EU national parliaments must approve CETA before

it can take full effect.


What Does Globalization Really Mean?

Advantages

• Globalization is bringing wealth, jobs,

and technologies to many regions of the

world

• Benefits of globalization are evident in

lower prices and greater availability of

goods

• Through globalization companies are

forced to become more competitive

Problems

• The global trading system is not

responsive to the economic and social

needs of developing countries

• A high number of services and jobs

migrate to low-wage countries (off

shoring)

• Globalization can lead to a “race to the

bottom” in which companies and

countries place downward pressure on

wages and working conditions, and

might lower the level of consumer

protection

Source: Kutschker/Schmid, (2011), p.178-181.

2. Why Companies Go

International


Protectionism and Deglobalisation

• Global slowdown in world trade and slow

growth of global economy

• G20 economes have introduced new

protectionist trade measures at the fastest

pace seen since the 2008 financial crisis,

rolling out the equivalent of 5 each week

• Most visible layer is tariffs, or taxes on

imports

• Developing countries may impose higher

tariffs to build up home industries

• China joined the WTO in 2001, counting

as a developing nation

• Today, China‘s designation as developing

country is more debatable

• Some of Pres. Trump advisors defend the

implementation of a border-adjusted tax


What about the EU?

• Brexit referendum on June 23rd, 2016

• British residents decided that belonging to

EU no longer outweighs costs of free

movement of immigration.

• Arguments given for Brexit:

– Prohibition of free flow of people

– Decrease refugee intake

• Arguments against:

– Loss of tariff trade status

– Potential collapse of London as Europe‘s

financial center

– Potential decrease of living standard

Source:

http://www.economist.com/news/world-

week/21715073-kals-cartoon


What‘s next after Brexit?

Source: http://cdn.static-economist.com/sites/default/files/imagecache/1872-width/images/print-

edition/20160227_LDD001_0.jpg


What‘s next after Brexit?

• Increase of Populism across

Europe

• EU President Herman van

Rompuy has called populism

"the greatest danger for

Europe". (Frankfurter

Allgemeine Zeitung, 9 April

2010)

• Next Sunday‘s vote in France

might result in a victory of the

Front National, which could

lead to Frexit.

• A Frexit would jeopardize the

European Project and

weaken all the European

countries Source:

http://www.spiegel.de/international/europe/alternative-for-

germany-shows-its-true-right-wing-colors-a-1076259.html







2.6 Summary

Outline

2. Why Companies Go

International


2. Why Companies Go

International

e.g. Exports as Percentage of GDP in %

12,617,6

2228,7

45,6 46,8

e.g. Imports as Percentage of GDP in %

15,4 18 18,5 20,6

40,8 39,2

Source: http://data.worldbank.org/, Imports/Exports of goods and services (2017), www.imf.org

Exports and Imports of Goods and Services in the World as

Percentage of GDP (2015)


U.S. Exports and Imports

Exports and imports 1960-2011

(in % of US GDP)1

Year

2. Why Companies Go

International

recessions

Most important trading partner of the U.S.

Exports (2016 in billion USD)2

267231

116

63 55 49

Most important trading partner of the U.S.

Imports (2016 in billion USD)2

463

294 278

132 114 70

Source: 1 Bureau of Economic Analysis (2011), www.bea.gov; 2 United States Census Bureau (2017), www.census.gov


Germany’s Exports and Imports

Exports and imports 1970-2011

(in % of GER GDP)

Year

2. Why Companies Go

International

Most important trading partner of

Germany: Exports (2014 in billion EUR)

Most important trading partner of

Germany: Imports (2014 in billion EUR)

Source: Statistisches Bundesamt (2011, 2014), www.destatis.de

102 96 84 75 7356

88 79 6849 48 42


Main players for international trade in goods, 2015 (billion EUR)







2.6 Summary

2.7 Case Study (background)

2. Why Companies Go

International

Outline


Benefits from global market expansion: research has shown that firms of all sizes and

in all industries that are engaged in international marketing and as a result they:

• Outperform their strictly domestic counterparts

• Grow more than twice as fast in sales

• Earn significantly higher returns on equity and assets

2. Why Companies Go

International

Source: Czinkota et al. 2004

Motives & Reasons – Going for Gold

Company

Performance


Significance of International Trade

Importance for specific industries:

• Cars, chemicals and machines are the most frequently exported goods; 98% of exporting companies are small and medium-sized enterprises.

Importance for specific nations:

• Germany is an export-oriented nation. From 1985 until 1994, Germany was the country with the highest amount of exports (3rd biggest in 2015).

• Due to globalization and the reduction of trade barriers, emerging markets became important for each exporting country.

• Emerging markets are often characterized by a previously centrally planned, isolated economy and a relatively short history of open market relations.

• Exports are an important factor for the standard of living and the development of wealth of each nation.

Source: www.ifm-bonn.org

2. Why Companies Go

International


Internationalising to be Competitive - the World’s Most Competitive

Nations, 2016 Ranking

Country Rank 2015 (2014)

China/HK

Switzerland

United States

Singapore

Sweden

Denmark

Ireland

Netherlands

Norway

Canada

1 (2)

2 (4)

3 (1)

4 (3)

5 (9)

6 (8)

7 (16)

8 (15)

9 (7)

10 (5)

2. Why Companies Go

International

Source: IMD World Competitiveness Center www.imd.org (2017)


2. Why Companies Go

International

Fortune Global 500 by Country: Top Ten 2012 and 2014

Ranking Country Number of MNCs 2012 Number of MNCs 2014

1 (1)

2 (2)

3 (3)

4 (4)

5 (5)

6 (6)

7 (8)

8 (7)

8 (9)

10 (10)

United States

China

Japan

France

Germany

United Kingdom

South Korea

Switzerland

Netherlands

Canada

132

73

68

32

32

26

13

15

12

11

128

95

57

31

28

28

17

13

13

10

Source: The Fortune Global 500 (2012), Number of companies data taken from the "Pick a country" box.

,


Internationalizing to Earn Money - the Fortune Global Top Ten 2016

2. Why Companies Go

International

Source: Fortune Global 500, July 2014

Rank Company Country Industry Revenue (Bn. $) Profit (Bn. $)

1 Walmart United States Retail 482.3 14.7

2 State Grid Corporation China Utilities 329.6 10.2

3 China National Petroleum China Petroleum 299.3 7.1

4 Sinopec China Petroleum 294.3 3.6

5 Royal Dutch Shell Netherlands Petroleum 272.2 1.9

6 Exxon Mobil United States Petroleum 246.2 16.2

7 Volkswagen Germany Automobile 236.6 -1.5

8 Toyota Japan Automobiles 236.6 19.3

9 Apple United States Technology 233.7 53.4

10 BP Britain Petroleum 226.0 -6.5


Motives & Reasons – Going for Gold

• Independency

• Lower costs

• Higher profits

2. Why Companies Go

International

Source: Czinkota et al. 2004.

Performance







2.6 Summary

2.7 Case Study (background)

Outline

2. Why Companies Go

International


How to Access the Case Study

1 Go to: http://www.thecasecentre.org/students/

2 Register as student

2. Why Companies Go

International

http://www.thecasecentre.org/students/


How to Access the Case Study

3

Search for: Case

Search by: Title

Keywords: Walmart

sweatshop

2. Why Companies Go

International


4 Add to Basket

Case:

„From Sweatshops to Sustainability: Wal-Mart‘s Journey in Bangaldesh“

2. Why Companies Go

International


4 Insert CoursePack Code: C-1380-259189-STU and proceed to Checkout

2. Why Companies Go

International


Walmart Case Study - Overview

Walmart the largest company in the world by revenues as of 2014,

operated on the philosophy of providing its consumers products at the

lowest possible price. To achieve this, it procured goods from various

parts of the world. The clothes were mostly procured from Bangladesh.

Walmart and other global retailers were attracted to Bangladesh due to

cheap labor and low production costs. They usually outsourced their

production to some of the factories in the country. At that time they

ensured that the producer and the factory complied with laws and have

other facilities in place for workers, pertaining to timings, leave, overtime,

etc.

Objectives

▪ Learn about the garment industry that exists in Bangladesh from where global apparel brands import

the products; the poor working conditions in the sweatshops and the complex subcontracting system

that exists, which exposes millions of workers to life threatening accidents.

▪ Understand the business model of Walmart and how the company projected itself as a sustainable

company through various sustainability initiatives.

▪ Understand the challenges for Walmart in playing a major role in resolving the deep rooted problems of

the garment industry in Bangladesh.

How cheap should cheap clothing be? And on account of whom?

2. Why Companies Go

International


Excursus - Case Studies

How to work on cases

2. Why Companies Go

International


How to Edit a Case Study

What is a case study?

A case study is a written summary of real-life business situations based upon data and

research. It enables students to identify appropriate strategies for the resolution of the “case”.

How to analyse a case study

1. Read the case carefully more than once in order to get a general impression

• Which organizations and industries/sectors does it relate to?

• Is the organization doing well or badly and how has it performed in the past? Is it an

organization that has an unbroken record of success or has it fallen on hard times?

• Look at the development of the organization over time. What strategies has it pursued? Which

have succeeded and which have failed? How successful has the organization been – and on

what bases do you know?

• What are your initial impressions of the main issues and choices confronting the organization?

Is it in an expanding industry/sector, or a maturing one? Are customer needs changing? Does

the organization confront a variety of opportunities? Or is there a particular strategic issue

which the case is oriented towards?

• What information is there in the case as tables and annexes?

2. Why Companies Go

International



2. Start to analyse seriously

First, with regard to its environment:

• Which are the types of environment where it has been able to succeed, and in which types

has it had problems?

• What have been and are likely to be the key drivers in the macro environment that may give

rise to changes that could provide opportunities or give rise to threats?

• What is the nature of the competitive environment?

Second, get insights about the organization itself:

• What kind of strategic resources does the organization have – and which does it lack?

• Think about which of these have provided advantage over competitors; or could provide

competitive advantage.

• Draw these analyses together by considering in what ways the organization has strengths or

weaknesses greater than competition.

• So you will have built up a picture of the relative strengths, weaknesses, opportunities and

threats (SWOT) for the organization.

2. Why Companies Go

International



2. Start to analyse seriously

Third, look at issues about the organization’s stakeholders. What are their expectations? Are they

similar or in conflict? Who has more or less power and influence over the organization’s

strategy?

• Consider the organization’s culture. How has this influenced past strategies and is it likely to

influence future strategy or constrain attempts to change strategy?

• Beware of regarding different frameworks of analysis as distinct and separate; they relate to

each other. For instance, the results of a value chain analysis could be put in the context of

data from a PESTEL and 5-Forces analysis and are likely to provide more insight if they are

combined.

• Pull together your analyses and ask: “What are the major issues that future strategy needs to

address?”

• In all of this consider what information is there in all the tables, annexes and appendices?

What are they and how do they relate to and inform the questions above?

2. Why Companies Go

International



3. Develop and Evaluate Strategic Options

• Use the results of these analyses as a starting point for developing strategic options. You will

have begun to think of what the organization might do during your analyses. Note these down.

• But don’t just rely on these. Generate other options more systematically by using some

frameworks – for example a TOWS matrix builds on a SWOT analysis that you have carried

out.

• Evaluate the options by asking the following questions:

– Which are most suitable in terms of the strategic position of the organization; i.e. the strengths and

weaknesses it has and the opportunities and threats it faces?

– Would a strategy, if followed, achieve competitive advantage for the organization and provide bases

for the sustainability of such advantage?

– Which are most likely to be acceptable in terms of the expectations of major stakeholders?

– Which are feasible in terms of the likelihood of implementation: for example in terms of resourcing the

strategy and managing change.

2. Why Companies Go

International



4. Justify your conclusions with reference to the case

• Relate your analysis to the task or questions that have been set. Which elements of the

strategic analysis do you require to answer the question? Which are not relevant, or less

significant (don’t try to justify your arguments by using all the information you have – select

what is most powerful to support your argument)? Is further information or analysis needed?

• Ask yourself whether you really have supported your conclusions and recommendations using

hard evidence (events and results) given in the case study? Have you allowed yourself to be

swayed by the opinions of the organization’s own managers? Do the facts support their claims

of success, or their excuses for failure?

• Make sure you clearly state your recommendation. There is no point marshalling a list of

fifteen possible reasons why the organization should act this or that way without making clear

which one(s) is your preferred option. Unless you clearly state your recommendation, you

could lose marks.

2. Why Companies Go

International



5. Present a balanced view

• Make sure you have considered the alternatives to your recommendations. There is hardly

ever just one single option available to an organization in a given industry/sector.

• Make sure your have made clear why the recommendation you have chosen is the best of the

available alternatives.

• Make sure you have examined the downside of your options.

Source: Student Resoures of: Johnson, G.;Scholes, K.; Whittington, R.: Exploring Corporate Strategy, Enhanced Media Edition, 7th Edition at http://wps.pearsoned.co.uk

2. Why Companies Go

International


Declarative Versus Procedural Knowledge

Declarative knowledge Procedural knowledge

▪ Knowledge of theories and

facts

▪ Can be articulated verbally

Tested in written exams

▪ Knowledge of actions and

procedures

▪ Can usually not be

articulated verbally

▪ Examples: dancing,

swimming

Tested in assessment

centers

Case study application:

▪ Locate knowledge

▪ Transfer theoretical knowledge to

real-life situations

▪ In other words: Transform

declarative into procedural

knowledge

2. Why Companies Go

International


Steps in Working with Case Studies

Executive summary Analysis Solution

▪ Why is it beneficial for

managers to read your case

study?

▪ What is the problem?

▪ Which solutions do you

suggest?

▪ Which effects will the

implementation of your

recommendations have for the

respective business?

▪ Identification of the company’s

problem

(target/actual comparison)

▪ Observation of the problem’s

complexity

(stakeholder approach;

strategic vs. functional)

▪ Identification of the problem

scope

(internal/external, time; clear

goals)

▪ Well-structured discussion of

advantages and disadvantages

of problem solutions

▪ Benefit-cost analysis for

implementation of problem

solutions

▪ Recommendations for

implementation

(time schedule, milestones)

▪ Interpretation

1 2 3

2. Why Companies Go

International


The WalMart Case

1. What is the impact of global retailers on the economy of Bangladesh?

2. How far can retailers be held responsible for the accidents in Bangladesh?

3. What is Walmart doing to address the prevailing situation?

4. How seriuous is Walmart‘s commitment to CSR?

5. How did the Garment industry benefit from the subcontractors?

6. Is the subcontracting system a necessary evil?

2. Why Companies Go

International

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