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Essay / Research Paper Abstract
A 6 page paper providing the speaker notes for a 9-slide presentation (available separately). The fictional Physical Movement Company is selling internationally from its US base and seeks to alter its approach to international business. The presentation discusses licensing, exporting, joint ventures and wholly-owned subsidiaries, recommending the joint venture for the company. Bibliography lists 5 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSintBizExMeth.rtf
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Unformatted sample text from the term paper:
In the early days of the concept of strategic alliances - particularly in those involving a foreign company - the primary goals were to defray fixed costs while expanding
markets. Today that role has shifted more to generating revenues in the production and sale of tangible products (Segil, 2004), though information-based businesses now seek international markets with an
eye toward defraying costs (i.e., software development and call centers in India). A unifying factor has been technological advance, facilitating the four primary methods of technology transfer and international
expansion in business: licensing, exporting, joint ventures and wholly-owned subsidiaries. Four Methods Licensing Licensing is the practice of allowing another company to use
intellectual property to promote the business of both companies. An example can be found in Nike, which owns no manufacturing facilities of its own but licenses its logo to
contract manufacturers in other countries. Exporting Exporting is the direct sale of goods produced in one country to another. Singapore built its
solid economy by exporting the semiconductors made in its factories; China sustains its phenomenal growth on the basis of products exported to other countries. Joint Ventures
Ohmae (1989) stresses that alliances are worth more than only providing an experienced partner in a foreign market, that alliances also can help to defray costs and
expand to other markets. Even though these are desirable benefits, alliances also require that managers relinquish a measure of control (or at least perceived control) and that "managers dont
like that. After all, for them, management has come to mean total control. Alliances mean sharing control. The one precludes the other" (Ohmae, 1989; p. 143). "The tradition of
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