Please read all the instructions and rubric criteria. Slides Must be? 1. Bullet Point 2. Explain more in speaker notes 3. Write a 30-second explanation of each slide in word documents (wh
Please read all the instructions and rubric criteria.
Slides Must be
1. Bullet Point
2. Explain more in speaker notes
3. Write a 30-second explanation of each slide in word documents (what the slide is about and what it says)
Q. Reply as well
Week 6 Case Study: Multimedia – Immigration or Outsourcing ( I prefer Immigration)
Outsourcing and immigration are controversial topics in the global community. The purpose of this assignment is to evaluate the issues that surround outsourcing OR immigration; and additionally, to analyze its effects on both the domestic and global economies.
Using Kaltura or another video platform you are comfortable with creating a multi-media artifact. PPTX with voice-over audio. Please keep the PPTX to a maximum of 7 slides.
Slides Must be
1. Bullet Point
2. Explain more in speaker notes
3. Write a 30-second explanation of each slide in word documents (what the slide is about and what it says)
Criteria for your Multi-Media Project
You will pick one of the two topics to evaluate: Outsourcing OR Immigration
Each student will find a minimum of five pieces of literature pertaining to the topic you chose; either Immigration or Outsourcing.
You will note three influences on BOTH the domestic and global economies. For example, if you choose Immigration, note three influences immigration has on the domestic economy and three influences on the global economy. Please evaluate these thoroughly.
Overall evaluation. In your opinion, is Immigration/Outsourcing destructive or beneficial to the global community? Why?
Rubric
Week 6 Case Study: Immigration or Outsourcing
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Week 6 Case Study: Immigration or Outsourcing |
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Criteria |
Ratings |
Pts |
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This criterion is linked to a Learning Outcome Literature Sources and Multi Media Each student will find a minimum of five pieces of literature pertaining to the topic you chose. Each student will prepare either an audio presentation of a PPTX or a Video presentation. Audio/video are able to be heard/seen well. |
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10 pts |
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This criterion is linked to a Learning Outcome Content Note three influences on BOTH the domestic and global economies |
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20 pts |
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This criterion is linked to a Learning Outcome Summary Overall evaluation stating an opinion on Immigration/Outsourcing as either destructive or beneficial to the global community. |
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10 pts |
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Total Points: 40 |
Q. Reply
TSMC enters the USA market through two entry modes, Exporting and Wholly Owned Subsidiaries. I am choosing Wholly Owned Subsidiary as an example of how TSMC has entered the market in the United States.
A Wholly Owned Subsidiary is a business entity whose equity is 100 percent owned by the parent company. For example, WaferTech is a wholly owned subsidiary owned by TSMC. TSMC (Taiwan) set up the operation of WaferTech in Washington, USA since 1996. Now, WaferTech has a estimated annual revenue $183.2 million and a estimated annual revenue per employee of $318,088. Besides WaferTech, TSMC is building another wholly owned subsidiary in Arizona, USA starting operation in 2024.
References
Growjo. (2022). WaferTech Revenue and Competitors. Retrieved October 2, 2022, from https://growjo.com/company/WaferTech#employee-dataLinks to an external site.
WaferTech. (n. d.). A TSMC Company. Retrieved October 2, 2022, from https://www.wafertech.com/en/foundry/company.html
,
©McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.
Chapter 15
Entry Strategy and Strategic Alliances
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©McGraw-Hill Education.
What Are the Basic Decisions Firms Make When Expanding Globally?
Firms expanding internationally must decide
Which markets to enter
When to enter them and on what scale
Which entry mode to use
- exporting
- licensing or franchising to a company in the host nation
- establishing a joint venture with a local company
- establishing a new wholly owned subsidiary
- acquiring an established enterprise
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LO 15-1: Explain the three basic decisions that firms contemplating foreign expansion must make: which markets to enter, when to enter those markets, and on what scale.
©McGraw-Hill Education.
What Influences
the Choice of Entry Mode?
- Several factors affect the choice of entry mode including
- transport costs
- trade barriers
- political risks
- economic risks
- costs
- firm strategy
- The optimal mode varies by situation – what makes sense for one company might not make sense for another
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The Opening Case: Starbucks’ Foreign Entry Strategy explores the Seattle coffee company’s global expansion, and how the company approached each of the basic decisions.
©McGraw-Hill Education.
Which Foreign Markets
Should Firms Enter? (1 of 2)
The choice of foreign markets will depend on their long-run profit potential
- Favorable markets
- are politically stable
- have free market systems
- have relatively low inflation rates
- have low private sector debt
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©McGraw-Hill Education.
Which Foreign Markets
Should Firms Enter? (2 of 2)
- Less desirable markets
- are politically unstable
- have mixed or command economies
- have excessive levels of borrowing
- Markets are also more attractive when the product in question is not widely available and satisfies an unmet need
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Management Focus: Tesco’s International Growth Strategy describes Tesco’s international expansion strategy. Tesco, the largest grocery retailer in the United Kingdom has established operations in a number of foreign countries. Typically, the company seeks underdeveloped markets in developing nations where it can avoid the head-to-head competition that goes on in more crowded markets, and then enters those markets via joint ventures where the local partner provides knowledge of the market while Tesco provides retailing expertise.
©McGraw-Hill Education.
When Should a Firm
Enter a Foreign Market?
Once attractive markets are identified, the firm must consider the timing of entry
Entry is early when the firm enters a foreign market before other foreign firms
Entry is late when the firm enters the market after firms have already established themselves in the market
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©McGraw-Hill Education.
Why Enter a
Foreign Market Early?
First-mover advantages include
- the ability to preempt rivals by establishing a strong brand name
- the ability to build up sales volume and ride down the experience curve ahead of rivals and gain a cost advantage over later entrants
- the ability to create switching costs that tie customers into products or services making it difficult for later entrants to win business
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©McGraw-Hill Education.
Why Enter a
Foreign Market Late?
First-mover disadvantages include
- pioneering costs – arise when the foreign business system is so different from that in the home market that the firm must devote considerable time, effort, and expense to learning the rules of the game
- the costs of business failure if the firm, due to its ignorance of the foreign environment, makes some major mistakes
- the costs of promoting and establishing a product offering, including the cost of educating customers
*
©McGraw-Hill Education.
On What Scale Should a Firm Enter Foreign Markets?
After choosing which market to enter and the timing of entry, firms need to decide on the scale of market entry
- firms that enter a market on a significant scale make a strategic commitment to the market
- the decision has a long term impact and is difficult to reverse
- small-scale entry has the advantage of allowing a firm to learn about a foreign market while simultaneously limiting the firm’s exposure to that market
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©McGraw-Hill Education.
Is There a “Right” Way to Enter Foreign Markets?
No, there are no “right” decisions when deciding which markets to enter and the timing and scale of entry – the are just decisions that are associated with different levels of risk and reward
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Large-scale entry
- strategic commitments – a decision that has a long-term impact and is difficult to reverse
- may cause rivals to rethink market entry
- may lead to indigenous competitive response
Small-scale entry
- time to learn about market
- reduces exposure risk
©McGraw-Hill Education.
15-12
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
The Jollibee Foods Corporation was able to withstand competition from McDonald’s in the Philippines and later found success in an already-saturated U.S. fast food market by localizing its menu to Filipino tastes and entering foreign markets with a large number of Filipino expatriates.
What are the risks and potential rewards of such a strategy? If you were the head of a successful apparel company based in a developing nation, would you choose a similar strategy to enter into the U.S. market, or would you pursue a different option, such as licensing or forming a joint venture with an established U.S. brand?
*
©McGraw-Hill Education.
How Can Firms
Enter Foreign Markets? (1 of 3)
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LO 15-2: Compare and contrast the different modes that firms use to enter foreign markets.
©McGraw-Hill Education.
How Can Firms
Enter Foreign Markets? (2 of 3)
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Management Focus: The Jollibee Phenomenon describes the remarkable success story of Jollibee. Jollibee, a fast food chain from the Philippines, not only stood its ground when McDonald’s invaded its market in 1981, but also managed to find the weaknesses in the larger company’s global strategy and capitalize on them. Jollibee, unlike McDonald’s, tailored its menu to the local market. The company was able to build on this localization strategy as it expanded into neighboring Asian countries and the Middle East. Today, Jollibee has even managed to find success in the United States, where it is being hailed as a strong niche player.
©McGraw-Hill Education.
How Can Firms
Enter Foreign Markets? (3 of 3)
*
©McGraw-Hill Education.
Why Choose Exporting?
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Why Choose a Turnkey Arrangement?
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Why Choose Licensing?
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Why Choose Franchising?
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Why Choose Joint Ventures? (1 of 2)
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Why Choose Joint Ventures? (2 of 2)
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©McGraw-Hill Education.
Why Choose a
Wholly Owned Subsidiary?
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
Which Entry Mode Is Best?
Advantages and Disadvantages of Entry Modes
Jump to Appendix 1 long image description.
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
How Do Core Competencies Influence Entry Mode?
- The optimal entry mode depends on the nature of a firm’s core competencies
- When competitive advantage is based on proprietary technological know-how
- avoid licensing and joint ventures unless the technological advantage is only transitory, or can be established as the dominant design
- When competitive advantage is based on management know-how
- the risk of losing control over the management skills is not high, and the benefits from getting greater use of brand names is significant
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LO 15-3: Identify the factors that influence a firm’s choice of entry mode.
©McGraw-Hill Education.
How Do Pressures for Cost Reductions Influence Entry Mode?
When pressure for cost reductions is high, firms are more likely to pursue some combination of exporting and wholly owned subsidiaries
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