how much does international business person make and how does international business affect you as a citizen
WilliamsMcmahon,United States,Professional
Published Date:20-07-2017
Your Website URL(Optional)
Comment
Chapter 1
Introduction
WHAT’S IN IT FOR ME?
1. What is international business?
2. Who has an interest in international business?
3. What forms do international businesses take?
4. What is the globalization debate?
5. What is the relationship between international business and ethics?
This chapter introduces you to the study of international business. After reading a short case study on
Google Inc., the Internet search-engine company, you’ll begin to learn what makes international business
such an essential subject for students around the world. Because international business is a vital
ingredient in strategic management and entrepreneurship, this book uses these complementary
perspectives to help you understand international business. Managers, entrepreneurs, workers, for-profit
and nonprofit organizations, and governments all have a vested interest in understanding and shaping
global business practices and trends. Section 1.1 "What Is International Business?" gives you a working
definition of international business; Section 1.2 "Who Is Interested in International Business?" helps you
see which actors are likely to have a direct and indirect interest in it. You’ll then learn about some of the
different forms international businesses take; you’ll also gain a general understanding of the globalization
debate. This debate centers on (1) whether the world is flat, in the sense that all markets are
interconnected and competing unfettered with each other, or (2) whether differences across countries and
markets are more significant than the commonalities. In fact, some critics negatively describe the “world
is flat” perspective as globaloney What you’ll discover from the discussion of this debate is that the world
may not be flat in the purest sense, but there are powerful forces, also called flatteners, at work in the
world’s economies. Section 1.5 "Ethics and International Business" concludes with an introductory
discussion of the relationship between international business and ethics.
Opening Case: Google’s Steep Learning Curve in China
Of all the changes going on in the world, the Internet is the one development that many people believe
makes our world a smaller place—a flat orflattening world, according to Thomas Friedman, Pulitzer
Saylor URL: http://www.saylor.org/books Saylor.org
5 Prize–winning author of The World Is Flat: A Brief History of the Twenty-First Century andThe Lexus
and the Olive Tree: Understanding Globalization. Because of this flattening effect, Internet businesses
should be able to cross borders easily and profitably with little constraint. However, with few exceptions,
cross-border business ventures always seem to challenge even the most able of competitors, Internet-
based or not. Some new international ventures succeed, while many others fail. But in every venture the
managers involved can and do learn something new. Google Inc.’s learning curve in China is a case in
point.
In 2006, Google announced the opening of its Chinese-language website amid great fanfare. While Google
had access to the Chinese market through Google.com at the time, the new site, Google.cn, gave the
company a more powerful, direct vehicle to further penetrate the approximately 94 million households
with Internet access in China. As company founders Larry Page and Sergey Brin said at the time,
“Unfortunately, access for Chinese users to the Google service outside of China was slow and unreliable,
and some content was restricted by complex filtering within each Chinese ISP. Ironically, we were unable
to get much public or governmental attention paid to the issue. Although we dislike altering our search
results in any way, we ultimately decided that staying out of China simply meant diminishing service and
influence there. Building a real operation in China should increase our influence on market practices and
1
certainly will enhance our service to the Chinese people.”
A Big Market, Bigger Concerns
Google’s move into China gave it access to a very large market, but it also raised some ethical issues.
Chinese authorities are notorious for their hardline censorship rules regarding the Internet. They take a
firm stance against risqué content and have objected to The Sims computer game, fearing it would corrupt
their nation’s youth. Any content that was judged as possibly threatening “state security, damaging the
nation’s glory, disturbing social order, and infringing on other’s legitimate rights” was also
2
banned. When asked how working in this kind of environment fit with Google’s informal motto of “Don’t
be evil” and its code-of-conduct aspiration of striving toward the “highest possible standard of ethical
business,” Google’s executives stressed that the license was just to set up a representative office in Beijing
Saylor URL: http://www.saylor.org/books Saylor.org
6 and no more than that—although they did concede that Google was keenly interested in the market. As
reported to the business press, “For the time being, we will be using the China office as a base from
3
which to conduct market research and learn more about the market.” Google likewise sidestepped the
ethical questions by stating it couldn’t address the issues until it was fully operational in China and knew
exactly what the situation was.
One Year Later
Google appointed Dr. Kai-Fu Lee to lead the company’s new China effort. He had grown up in Taiwan,
earned BS and PhD degrees from Columbia and Carnegie Mellon, respectively, and was fluent in both
English and Mandarin. Before joining Google in 2005, he worked for Apple in California and then for
Microsoft in China; he set up Microsoft Research Asia, the company’s research-and-development lab in
Beijing. When asked by a New York Timesreporter about the cultural challenges of doing business in
China, Lee responded, “The ideals that we uphold here are really just so important and noble. How to
build stuff that users like, and figure out how to make money later. And ‘Don’t Do Evil’ referring to the
4
motto ‘Don’t be evil’. All of those things. I think I’ve always been an idealist in my heart.”
Despite Lee’s support of Google’s utopian motto, the company’s conduct in China during its first year
seemed less than idealistic. In January, a few months after Lee opened the Beijing office, the company
announced it would be introducing a new version of its search engine for the Chinese market. Google’s
representatives explained that in order to obey China’s censorship laws, the company had agreed to
remove any websites disapproved of by the Chinese government from the search results it would display.
For example, any site that promoted the Falun Gong, a government-banned spiritual movement, would
not be displayed. Similarly (and ironically) sites promoting free speech in China would not be displayed,
and there would be no mention of the 1989 Tiananmen Square massacre. As one Western reporter noted,
“If you search for ‘Tibet’ or ‘Falun Gong’ most anywhere in the world on google.com, you’ll find thousands
of blog entries, news items, and chat rooms on Chinese repression. Do the same search inside China on
5
google.cn, and most, if not all, of these links will be gone. Google will have erased them completely.”
Saylor URL: http://www.saylor.org/books Saylor.org
7 Google’s decision didn’t go over well in the United States. In February 2006, company executives were
called into congressional hearings and compared to Nazi collaborators. The company’s stock fell, and
protesters waved placards outside the company’s headquarters in Mountain View, California. Google
wasn’t the only American technology company to run aground in China during those months, nor was it
the worst offender. However, Google’s executives were supposed to be different; given their lofty motto,
they were supposed to be a cut above the rest. When the company went public in 2004, its founders wrote
in the company’s official filing for the US Securities and Exchange Commission that Google is “a company
that is trustworthy and interested in the public good.” Now, politicians and the public were asking how
Google could balance that with making nice with a repressive Chinese regime and the Communist Party
6
behind it. One exchange between Rep. Tom Lantos (D-CA) and Google Vice President Elliot Schrage
went like this:
Lantos: You have nothing to be ashamed of?
I am not ashamed of it, and I am not proud of it…We have taken a path, we have begun on a path,
we have done a path that…will ultimately benefit all the users in China. If we determined,
congressman, as a result of changing circumstances or as a result of the implementation of the
Google.cn program that we are not achieving those results then we will assess our performance, our
7
Schrage: ability to achieve those goals, and whether to remain in the market.
See the video “Google on Operating inside China” athttp://news.cnet.com/1606-2-6040114.html. In the
video, Schrage, the vice president for corporate communications and public affairs, discusses Google’s
competitive situation in China. Rep. James Leach (R-IA) subsequently accuses Google of becoming a
servant of the Chinese government.
Google Ends Censorship in China
In 2010, Google announced that it was no longer willing to censor search results on its Chinese service.
The world’s leading search engine said the decision followed a cyberattack that it believes was aimed at
8
gathering information on Chinese human rights activists. Google also cited the Chinese government’s
Saylor URL: http://www.saylor.org/books Saylor.org
8 9
restrictions on the Internet in China during 2009. Google’s announcement led to speculation whether
Google would close its offices in China or would close Google.cn. Human rights activists cheered Google’s
move, while business pundits speculated on the possibly huge financial costs that would result from losing
access to one of the world’s largest and fastest-growing consumer markets.
In an announcement provided to the US Securities and Exchange Commission, Google’s founders
summarized their stance and the motivation for it. Below are excerpts from Google Chief Legal Officer
10
David Drummond’s announcement on January 12, 2010.
Like many other well-known organizations, we face cyberattacks of varying degrees on a regular basis. In
mid-December, we detected a highly sophisticated and targeted attack on our corporate infrastructure
originating from China, resulting in the theft of intellectual property from Google. However, it soon
became clear that what at first appeared to be solely a security incident—albeit a significant one—was
something quite different.
First, this attack was not just on Google. As part of our investigation, we have discovered that at least
twenty other large companies from a wide range of businesses—including the Internet, finance,
technology, media, and chemical sectors—have been similarly targeted. We are currently in the process of
notifying those companies, and we are also working with the relevant US authorities.
Second, we have evidence to suggest that a primary goal of the attackers was accessing the Gmail accounts
of Chinese human rights activists. Based on our investigation to date, we believe their attack did not
achieve that objective. Only two Gmail accounts appear to have been accessed, and that activity was
limited to account information (such as the date the account was created) and subject line, rather than the
content of emails themselves.
Third, as part of this investigation but independent of the attack on Google, we have discovered that the
accounts of dozens of US-, China- and Europe-based Gmail users who are advocates of human rights in
China appear to have been routinely accessed by third parties. These accounts have not been accessed
Saylor URL: http://www.saylor.org/books Saylor.org
9 through any security breach at Google, but most likely via phishing scams or malware placed on the users’
computers.
We have taken the unusual step of sharing information about these attacks with a broad audience, not just
because of the security and human rights implications of what we have unearthed, but also because this
information goes to the heart of a much bigger global debate about freedom of speech. In the last two
decades, China’s economic reform programs and its citizens’ entrepreneurial flair have lifted hundreds of
millions of Chinese people out of poverty. Indeed, this great nation is at the heart of much economic
progress and development in the world today.
The decision to review our business operations in China has been incredibly hard, and we know that it will
have potentially far-reaching consequences. We want to make clear that this move was driven by our
executives in the United States, without the knowledge or involvement of our employees in China who
have worked incredibly hard to make Google.cn the success it is today. We are committed to working
responsibly to resolve the very difficult issues raised.
The Chinese government’s first response to Google’s announcement was simply that it was “seeking more
11
information.” In the interim, Google “shut down its censored Chinese version and gave mainlanders an
12
uncensored search engine in simplified Chinese, delivered from its servers in Hong Kong.” Like most
firms that venture out of their home markets, Google’s experiences in China and other foreign markets
have driven the company to reassess how it does business in countries with distinctly different laws.
Opening Case Exercises
(AACSB: Ethical Reasoning, Multiculturalism, Reflective Thinking, Analytical Skills)
1. Can Google afford not to do business in China?
2. Which stakeholders would be affected by Google’s managers’ possible decision to shut down its China
operations? How would they be affected? What trade-offs would Google be making?
3. Should Google’s managers be surprised by the China predicament?
Saylor URL: http://www.saylor.org/books Saylor.org
10 1 Larry Page and Sergey Brin, “2005 Founders’ Letter,” Google Investor Relations, December 31, 2005, accessed
October 25, 2010,http://investor.google.com/corporate/2005/founders-letter.html.
2 John Oates, “Chinese Government Censors Online Games,” Register, June 1, 2004, accessed November 12,
2010,http://www.theregister.co.uk/2004/06/01/china_bans_games.
3 Lucy Sherriff, “Google Goes to China,” Register, May 11, 2005, accessed January 25,
2010, http://www.theregister.co.uk/2005/05/11/google_china.
4 Clive Thompson, “Google’s China Problem (and China’s Google Problem),” New York Times, April 23, 2006,
accessed January 25, 2010,http://www.nytimes.com/2006/04/23/magazine/23google.html.
5 Clive Thompson, “Google’s China Problem (and China’s Google Problem),” New York Times, April 23, 2006,
accessed January 25, 2010,http://www.nytimes.com/2006/04/23/magazine/23google.html.
6 Larry Page and Sergey Brin, “2004 Founders’ IPO Letter,” Google Investor Relations, August 18, 2004, accessed
October 25, 2010,http://investor.google.com/corporate/2004/ipo-founders-letter.html.
7 Declan McCullagh, “Congressman Quizzes Net Companies on Shame,” CNET, February 15, 2006, accessed
January 25, 2010, http://news.cnet.com/Congressman-quizzes-Net-companies-on-shame/2100-1028_3-
6040250.html.
8 Jessica E. Vascellaro, Jason Dean, and Siobhan Gorman, “Google Warns of China Exit over Hacking,” January 13,
2010, accessed November 12, 2010,http://online.wsj.com/article/SB126333757451026659.htmlixzz157TXi4FV.
9 Tania Branigan, “Google to End Censorship in China over Cyber Attacks,” Guardian, January 13, 2010, accessed
November 12, 2010,http://www.guardian.co.uk/technology/2010/jan/12/google-china-ends-censorship.
10 David Drummond, “A New Approach to China,” Official Google Blog, January 12, 2010, accessed January 25,
2010, http://googleblog.blogspot.com/2010/01/new-approach-to-china.html.
11 Tania Branigan, “Google Challenge to China over Censorship,” Guardian, January 13, 2010, accessed January
25, 2010,http://www.guardian.co.uk/technology/2010/jan/13/google-china-censorship-battle.
12 Harry McCracken, “Google’s Bold China Move,” PCWorld, March 23, 2010, accessed November 12,
2010,http://www.pcworld.com/article/192130/googles_bold_china_move.html
Saylor URL: http://www.saylor.org/books Saylor.org
11 1.1 What Is International Business?
LEARNING OBJECTIVES
1. Know the definition of international business.
2. Comprehend how strategic management is related to international business.
3. Understand how entrepreneurship is related to international business.
The Definition of International Business
As the opening case study on Google suggests, international business relates to any situation where the
production or distribution of goods or services crosses country borders. Globalization—the shift toward a
more interdependent and integrated global economy—creates greater opportunities for international
business. Such globalization can take place in terms of markets, where trade barriers are falling and buyer
preferences are changing. It can also be seen in terms of production, where a company can source goods
and services easily from other countries. Some managers consider the definition of international business
to relate purely to “business,” as suggested in the Google case. However, a broader definition of
international business may serve you better both personally and professionally in a world that has moved
beyond simple industrial production. International business encompasses a full range of cross-border
exchanges of goods, services, or resources between two or more nations. These exchanges can go beyond
the exchange of money for physical goods to include international transfers of other resources, such as
people, intellectual property (e.g., patents, copyrights, brand trademarks, and data), and contractual
assets or liabilities (e.g., the right to use some foreign asset, provide some future service to foreign
customers, or execute a complex financial instrument). The entities involved in international business
range from large multinational firms with thousands of employees doing business in many countries
around the world to a small one-person company acting as an importer or exporter. This broader
definition of international business also encompasses for-profit border-crossing transactions as well as
transactions motivated by nonfinancial gains (e.g., triple bottom line, corporate social responsibility, and
political favor) that affect a business’s future.
Strategic Management and Entrepreneurship
A knowledge of both strategic management and entrepreneurship will enhance your understanding of
international business. Strategic management is the body of knowledge that answers questions about the
Saylor URL: http://www.saylor.org/books Saylor.org
12 development and implementation of good strategies and is mainly concerned with the determinants of
firm performance. A strategy, in turn, is the central, integrated, and externally oriented concept of how an
1
organization will achieve its performance objectives. One of the basic tools of strategy is
aSWOT (strengths, weaknesses, opportunities, threats) assessment. The SWOT tool helps you take stock
of an organization’s internal characteristics—its strengths and weaknesses—to formulate an action plan
that builds on what it does well while overcoming or working around weaknesses. Similarly, the external
part of SWOT—the opportunities and threats—helps you assess those environmental conditions that favor
or threaten the organization’s strategy. Because strategic management is concerned with organizational
performance—be that social, environmental, or economic—your understanding of a company’s SWOT will
help you better assess how international business factors should be accounted for in the firm’s strategy.
Entrepreneurship, in contrast, is defined as the recognition of opportunities (i.e., needs, wants, problems,
and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully
planned ventures. An entrepreneur is a person who engages in entrepreneurship. Entrepreneurship, like
strategic management, will help you to think about the opportunities available when you connect new
ideas with new markets. For instance, given Google’s current global presence, it’s difficult to imagine that
the company started out slightly more than a decade ago as the entrepreneurial venture of two college
students. Google was founded by Larry Page and Sergey Brin, students at Stanford University. It was first
incorporated as a privately held company on September 4, 1998. Increasingly, as the Google case study
demonstrates, international businesses have an opportunity to create positive social, environmental, and
economic values across borders. An entrepreneurial perspective will serve you well in this regard.
Spotlight on International Strategy and Entrepreneurship
Hemali Thakkar and three of her fellow classmates at Harvard found a way to mesh the power of play with
electrical power. The foursome invented “a soccer ball with the ability to generate electricity,” Thakkar
2
said. Every kick of the ball creates a current that’s captured for future use. Fifteen minutes of play lights
a lamp for three hours.
Saylor URL: http://www.saylor.org/books Saylor.org
13 Called the sOccket, the soccer ball can bring off-grid electricity to developing countries. Even better, the
soccer ball can replace kerosene lamps. Burning kerosene is not only bad for the environment because of
carbon dioxide emissions but it’s also a health hazard: according to the World Bank, breathing kerosene
3
fumes indoors has the same effects as smoking two packs of cigarettes per day.
How did the idea of sOccket emerge? All four students (Jessica Lin, Jessica Matthews, Julia Silverman,
and Hemali Thakkar) had experience with developing countries, so they knew that kids love playing
soccer (it’s the world’s most popular sport). They also knew that most of these kids lived in homes that
4
had no reliable energy.
As of November 2010, the sOccket prototype cost 70 to manufacture, but the team hopes to bring the
5
cost down to 10 when production is scaled up. One ingenious way to bring costs down is to set up
facilities where developing-world entrepreneurs assemble and sell the balls themselves.
At this point it’s also important to introduce you to the concepts ofintrapreneurship and the intrapreneur.
Intrapreneurship is a form of entrepreneurship that takes place inside a business that is already in
existence. An intrapreneur, in turn, is a person within the established business who takes direct
responsibility for turning an idea into a profitable finished product through assertive risk taking and
innovation. An entrepreneur is starting a business, while an intrapreneur is developing a new product or
service in an already existing business. Thus, the ideas of entrepreneurship can be applied not only in new
ventures but also in the context of existing organizations—even government.
KEY TAKEAWAYS
• International business encompasses a full range of cross-border exchanges of goods, services, or
resources between two or more nations. These exchanges can go beyond the exchange of money for
physical goods to include international transfers of other resources, such as people, intellectual property
(e.g., patents, copyrights, brand trademarks, and data), and contractual assets or liabilities (e.g., the right
Saylor URL: http://www.saylor.org/books Saylor.org
14 to use some foreign asset, provide some future service to foreign customers, or execute a complex
financial instrument).
• Strategic management is the body of knowledge that answers questions about the development and
implementation of good strategies and is mainly concerned with the determinants of firm performance.
Because strategic management is concerned with organizational performance, your understanding of a
company’s SWOT (strengths, weaknesses, opportunities, threats) helps you better assess how
international business factors should be accounted for in the firm’s strategy.
• Entrepreneurship is the recognition of opportunities (i.e., needs, wants, problems, and challenges) and
the use or creation of resources to implement innovative ideas. Entrepreneurship helps you think about
the opportunities available when you connect new ideas with new markets.
E X ER C IS ES
(AACSB: Reflective Thinking, Analytical Skills)
1. What is international business?
2. Why is an understanding of strategy management important in the context of international business?
3. Why is an understanding of entrepreneurship important in the context of international business?
1 Author’s name retracted as requested by the work’s original creator or licensee and William G.
Sanders, Strategic Management: A Dynamic Perspective, Concepts and Cases (Upper Saddle River, NJ: Pearson
Education, 2007).
2 “Harnessing the Power of Soccer,” interview with Thakkar Hemali by Ike Sriskandarajah, October 20, 2010,
accessed November 12, 2010,http://www.loe.org/shows/segments.htm?programID=10-P13-00044&segmentID=5.
3 Ariel Schwartz, “The SOccket: A Soccer Ball to Replace Kerosene Lamps,” Fast Company, January 26, 2010,
accessed November 12, 2010, http://www.fastcompany.com/blog/ariel-schwartz/sustainability/soccket-soccer-
ball-replace-kerosene-lamps.
4 Clark Boyd, “SOccket: Soccer Ball by Day, Light by Night,” Discovery News, February 18, 2010, accessed
November 12, 2010, http://news.discovery.com/tech/soccket-soccer-ball-by-day-light-by-night.html.
5 Ike Sriskandarajah, “Soccer Ball Brings Off-Grid Electricity Onto the Field,” The Atlantic, November 3, 2010,
accessed November 12, 2010,http://www.theatlantic.com/technology/archive/2010/11/soccer-ball-brings-off-
grid-electricity-onto-the-field/65977.
Saylor URL: http://www.saylor.org/books Saylor.org
15 1.2 Who Is Interested in International Business?
LEARNING OBJECTIVES
1. Know who has an interest in international business.
2. Understand what a stakeholder is and why stakeholder analysis might be important in the study of
international business.
3. Recognize that an organization’s stakeholders include more than its suppliers and customers.
The Stakeholders
As you now know, international business refers to a broad set of entities and activities. But who cares
about international business in the first place? To answer this question, let’s discuss stakeholders and
stakeholder analysis. Astakeholder is an individual or organization whose interests may be affected as the
1
result of what another individual or organization does. Stakeholder analysis is a technique you use to
identify and assess the importance of key people, groups of people, or institutions that may significantly
influence the success of your activity, project, or business. In the context of what you are learning here,
individuals or organizations will have an interest in international business if it affects them in some way—
2
positively or negatively. That is, they have something important at stake as a result of some aspect of
international business.
Obviously, Google and its managers need to understand international business because they do business
in many countries outside their home country. A little more than half the company’s revenues come from
3
outside the United States. Does this mean that international business wouldn’t be relevant to Google if it
only produced and sold its products in one country? Absolutely not Factors of international business
would still affect Google—through any supplies it buys from foreign suppliers, as well as the possible
impact of foreign competitors that threaten to take business from Google in its home markets. Even if
these factors were not present, Google could still be affected by price swings—for instance, in the
international prices of computer parts, even if they bought those parts from US suppliers. After all, the
prices of some of the commodities used to make those parts are determined globally, not locally. Beyond
its involvement in web advertising, which requires massive investments in computer-server farms around
the world, Google is increasingly active in other products and services—for example, cell phones and the
operating systems they use.
Saylor URL: http://www.saylor.org/books Saylor.org
16 So far, this chapter has covered only how a business and its managers should understand international
business, regardless of whether their organization sells or produces products or services across borders.
Who else might be an international business stakeholder beyond Google and its management? First,
Google is likely to have to pay taxes, right? It probably pays sales taxes in markets where it sells its
products, as well as property and payroll taxes in countries where it has production facilities. Each of
these governmental stakeholders has an important economic interest in Google. Moreover, in many
countries, the government is responsible for protecting the environment. Google’s large computer-server
farms consume energy and generate waste, and its products (e.g., cell phones) come in disposable
packaging, thus impacting the environment in places where they are manufactured and sold.
Beyond the company and governments, other stakeholder groups might include industry associations,
trade groups, suppliers, and labor. For instance, you’ve already learned that Google is an Internet search-
engine company, so it could be a member of various computer-related industry associations. Labor is also
a stakeholder. This can include not only the people immediately employed by a business like Google but
also contract workers or workers who will lose or gain employment opportunities depending on where
Google chooses to produce and sell its products and services.
Did You Know?
From our opening case, you’ve learned a little about how different countries deal with personal privacy. At
about the same time Google was experiencing difficulty protecting individuals’ privacy in China, its
managers in Italy were being convicted of violating consumer-privacy laws. Google executives had been
accused of breaking Italian law by allowing a video clip of four boys bullying another child to be posted
4
online. The video had originally been posted by the boys themselves and Google removed the video
5
when Italy’s Interior Ministry requested its removal. The three Google executives were absolved of the
6
defamation charges but convicted of privacy violations. Google said that the conviction of its top Italian
managers “attacks the ‘principles of freedom’ of the Internet and poses a serious threat to the
7
web.” Following the conviction, several privacy advocates stepped up to speak out in Google’s defense—
8
a position quite contrary to their typical stances in Google privacy stories.
Saylor URL: http://www.saylor.org/books Saylor.org
17 KEY TAKEAWAYS
• Beyond yourself, as an international business student and future international business person, you can
identify the people and organizations that might have an interest in international business if their
interests are affected now or in the future by it. Such international business stakeholders include
employees, managers, businesses, governments, and nongovernmental organizations.
• Stakeholder analysis is a technique used to identify and assess the importance of key people, groups of
people, or institutions that may significantly influence the success of an activity, project, or business.
E X ER C IS ES
(AACSB: Reflective Thinking, Analytical Skills)
1. What is a stakeholder?
2. Why is stakeholder analysis important in international business?
1 Authors’s names retracted as requested by the work’s original creator or licensee, Principles of
Management (Nyack, NY)
2 Management Sciences for Health and the United Nations Children’s Fund, “Stakeholder Analysis,” The Guide to
Managing for Quality, 1998, accessed November 21, 2010,http://erc.msh.org/quality/ittools/itstkan.cfm.
3 “Google Announces First Quarter 2009 Results,” Google Investor Relations, April 16, 2009, accessed January 25,
2010,http://investor.google.com/releases/2009Q1_google_earnings.html.
4 “Google Bosses Convicted in Italy,” BBC News, February 24, 2010, accessed November 21,
2010, http://news.bbc.co.uk/2/hi/8533695.stm.
5 J. R. Raphael, “Italy’s Google Convictions Set a Dangerous Precedent,” PCWorld, February 24, 2010, accessed
November 21,
2010,http://www.pcworld.com/article/190191/italys_google_convictions_set_a_dangerous_precedent.html.
6 Colleen Barry, “Three Google Employees Convicted in Italian Court of Privacy Violations,” Associated Press,
February 24, 2010, accessed November 21,
2010,http://www.cleveland.com/world/index.ssf/2010/02/three_google_employees_convict.html.
7 Paul McNamara, “Conviction of Google Execs in Italy Sheer Madness,” PCWorld, February 24, 2010, accessed
April 5,
2010,http://www.pcworld.com/article/190125/conviction_of_google_execs_in_italy_sheer_madness.html.
Saylor URL: http://www.saylor.org/books Saylor.org
18 8 Jaikumar Vijayan, “Conviction of Google Execs Alarms Privacy Advocates,” PCWorld, February 24, 2010,
accessed April 5, 2010,
http://www.pcworld.com/article/190175/conviction_of_google_execs_alarms_privacy_advocates.html.
Saylor URL: http://www.saylor.org/books Saylor.org
19 1.3 What Forms Do International Businesses Take?
LEARNING OBJECTIVES
1. Know the possible forms that international businesses can take.
2. Understand the differences between exporting, importing, and foreign direct investment.
3. See how governments and nongovernmental organizations can be international businesses.
The Forms of International Business
It probably doesn’t surprise you that international businesses can take on a variety of forms. Recognizing
that international business, based on our broad definition, spans business, government, and
nongovernmental organizations (NGOs), let’s start by looking at business.
A business can be a person or organization engaged in commerce with the aim of achieving a profit.
Business profit is typically gauged in financial and economic terms. However, some level of sustained
financial and economic profits are needed for a business to achieve other sustainable outcomes measured
as social or environmental performance. For example, many companies that are for-profit businesses also
have a social and environmental mission. Table 1.1 "Sample Three-Part Mission Statement" provides an
example of a company with this kind of mission.
Table 1.1 Sample Three-Part Mission Statement
Social and Environmental Mission Product Mission Economic Mission
Part of being a responsible company To make, distribute, and sell the To create long-term value and
is working hard to help solve the finest quality products with a capture the greatest opportunity for
world’s environmental problems and, continued commitment to our stakeholders by delivering
importantly, also helping those who promoting business practices sustainable, profitable growth in
buy our products to make more that respect the Earth and the sales, earnings, and cash flow in a
1 2
responsible choices. global company built on pride,
environment.
3
integrity, and respect.
On the one hand, while companies such as Ben & Jerry’s (part of Unilever) and SC Johnson are very large,
it’s hard to imagine any business—small or large—that doesn’t have international operating concerns. On
the other hand, the international part of a firm’s business can vary considerably, from importing to
exporting to having significant operations outside its home country. An importer sells products and
services that are sourced from other countries; an exporter, in contrast, sells products and services in
Saylor URL: http://www.saylor.org/books Saylor.org
20 foreign countries that are sourced from its home country. Beyond importing and exporting, some
organizations maintain offices in other countries; this forms the basis for their level
of foreign direct investment. Foreign direct investment means that a firm is investing assets directly into a
foreign country’s buildings, equipment, or organizations. In some cases, these foreign offices are carbon
copies of the parent firm; that is, they have all the value creation and support activities, just in a different
country. In other cases, the foreign operations are focused on a small subset of activities tailored to the
local market, or those that the entity supplies for operations every place in which the firm operates.
When a firm makes choices about foreign operations that increase national and local responsiveness, the
organization is more able to adapt to national and local market conditions. In contrast, the greater the
level of standardization—both within and across markets—the greater the possible level of global
efficiency. In many cases, the choice of foreign location generates unique advantages, referred to
as location advantages. Location advantages include better access to raw materials, less costly labor, key
suppliers, key customers, energy, and natural resources. For instance, Google locates its computer-server
farms—the technological backbone of its massive Internet services—close to dams that produce
4
hydroelectric power because it’s one of the cheapest sources of electricity. Ultimately, managerial
choices regarding the trade-off betweenglobal efficiency and local responsiveness are a function of the
firm’s strategy and are likely to be a significant determinant of firm performance.
International Forms of Government
Governmental bodies also take on different international forms. Among political scientists, government is
generally considered to be the body of people that sets and administers public policy and exercises
executive, political, and sovereign power through customs, institutions, and laws within a state, country,
or other political unit. Or more simply, government is the organization, or agency, through which a
political unit exercises its authority, controls and administers public policy, and directs and controls the
actions of its members or subjects.
Most national governments, for instance, maintain embassies and consulates in foreign countries.
National governments also participate in international treaties related to such issues as trade, the
Saylor URL: http://www.saylor.org/books Saylor.org
21 environment, or child labor. For example, the North American Free Trade Agreement (NAFTA) is an
agreement signed by the governments of the United States, Canada, and Mexico to create a trade bloc in
North America to reduce or eliminate tariffs among the member countries and thus facilitate trade. The
Kyoto Protocol is an agreement aimed at combating global warming among participating countries. In
some cases, such as with the European Community (EC), agreements span trade, the environment, labor,
and many other subjects related to business, social, and environmental issues. The Atlanta Agreement, in
turn, is an agreement between participating governments and companies to eliminate child labor in the
5
production of soccer balls in Pakistan. Finally, supraorganizations such as the United Nations (UN) or
the World Trade Organization (WTO) are practically separate governments themselves, with certain
6
powers over all member countries.
Nongovernmental Organizations
National nongovernmental organizations (NGOs) include any nonprofit, voluntary citizens’ groups that
are organized on a local, national, or international level. International NGOs (NGOs whose operations
7
cross borders) date back to at least 1839. For example, Rotary International was founded in 1905. It has
8
been estimated that, by 1914, there were 1,083 NGOs. International NGOs were important in the
antislavery movement and the movement for women’s suffrage, but the phrase “nongovernmental
organization” didn’t enter the common lexicon until 1945, when the UN was established along with the
9
provisions in Article 71 of Chapter 10 of the UN charter, , which granted a consultative role to
organizations that are neither governments nor member states.
During the twentieth century, globalization actually fostered the development of NGOs because many
problems couldn’t be solved within a single nation. In addition, international treaties and organizations,
such as the WTO, were perceived by human rights activists as being too centered on the interests of
business. Some argued that in an attempt to counterbalance this trend, NGOs were formed to emphasize
humanitarian issues, developmental aid, and sustainable development. A prominent example of this is the
World Social Forum—a rival convention to the World Economic Forum held every January in Davos,
Switzerland.
KEY TAKEAWAYS
Saylor URL: http://www.saylor.org/books Saylor.org
22 • International businesses take on a variety of forms. Importers sell goods and services obtained from other
countries, while exporters sell goods and services from their home country abroad.
• Firms can also make choices about the extent and structure of their foreign direct investments, from
simply an array of satellite sales offices to integrated production, sales, and distribution centers in foreign
countries.
• Government and nongovernmental organizations also comprise international business.
E X ER C IS ES
(AACSB: Reflective Thinking, Analytical Skills)
1. What is the difference between an exporter and an importer?
2. What is a location advantage?
3. How is government considered an international business?
1 “Investing in People, Investing for the Planet,” SC Johnson, accessed November 21,
2010, http://www.scjohnson.com/en/commitment/report/CEO-Letter.aspx.
2 “Ben & Jerry’s,” Unilever, accessed November 21,
2010,http://www.unileverusa.com/brands/foodbrands/benandjerrys.
3 “Our Business Purpose,” Amtrak, accessed November 21,
2010,http://www.aramark.com/AboutARAMARK/BusinessPurpose.
4 Stephanie N. Mehta, “Behold the Server Farm Glorious Temple of the Information Age,”Fortune, August 1,
2006, accessed April 27,
2010,http://money.cnn.com/magazines/fortune/fortune_archive/2006/08/07/8382587/index.htm.
5 “Atlanta Agreement,” Independent Monitoring Association for Child Labor, accessed November 12,
2010, http://www.imacpak.org/atlanta.htm.
6 United Nations website, accessed January 20, 2010, http://www.un.org; World Trade Organization website,
accessed January 20, 2010, http://www.wto.org.
7 Steve Charnovitz, “Two Centuries of Participation: NGOs and International Governance,” Michigan Journal of
International Law 18, no. 183 (Winter 1997): 183–286.
8 Oliver P. Richmond and Henry F. Carey, eds., Subcontracting Peace: The Challenges of NGO
Peacebuilding (Burlington, VT: Ashgate, 2005), 21; United Nations, “Chapter X: The Economic and Social
Saylor URL: http://www.saylor.org/books Saylor.org
23 Council,” Charter of the United Nations, accessed April 28,
2010,http://www.un.org/en/documents/charter/chapter10.shtml.
9 United Nations, “Chapter X: The Economic and Social Council,” Charter of the United Nations, accessed April 28,
2010,http://www.un.org/en/documents/charter/chapter10.shtml.
Saylor URL: http://www.saylor.org/books Saylor.org
24
Advise:Why You Wasting Money in Costly SEO Tools, Use World's Best Free SEO Tool Ubersuggest.
