Oligopolistic Rivalry Theory: LG Electronics, Inc.)

At the Global Breakthrough and Expansion phase, expansion to new markets and increased pres-ence to existing markets continues with globalization degree 25-50% and sales in three continents (Gabrielsson & Gabrielsson, 2009b). As the firm matures and with the new fear of losing overseas markets, they establish their own sales office in the form of foreign direct investment in addition to relying on exports and partners (Hashimoto 2011, p.27). With the drive to achieve global break-through, firms will start to take on distant and challenging new markets thus coming across difficul-ties in cultural, legal, and localization aspects (Rönkkö et al., 2008).

1. High pressure for local adaptation combined with low pressure for lower costs would suggest what type of international strategy: A. global B. multidomestic C. transnational D. overall cost leadership 2. Foreign direct investment includes the following form of entry strategy: A. licensing B. franchising C. joint ventures D. exporting 3. According to Michael Porter, firms that have experienced intense domestic competition are A. unlikely to have the time or resources to compete abroad. B. most likely to design strategies aimed primarily at the domestic market. C. more likely to design strategies and structures that allow them to successfully compete abroad. D. more likely to demand protection from their governments.

Along with the importance and power of the country itself, people must also consider the power and importance of transnational corporations created in the Asian Tigers, especially the South Korean Chaebols (Daewoo, LG, Hyundai and Samsung). These TNCs still play a large part in the global economy, with these brand names being known around the developed and developing world. It is unlikely that any TNCs from currently developing economies will be able to rival these existing TNCs because of set-up costs and levels of technology needed to produce products which are on par with existing ones. Equally, the existing TNCs have the advantages of brand loyalty and economies of scale which newly formed companies will not yet have. In this respect, certain features of the Asian Tigers are heavily linked to, and will continue to play a large part in the future of the global economy.

Apple’s success in becoming one of the most successful corporate giants is led to globalization. Through Globalization, Apple was able to master the global value chain by contracting to external parties, where many hands, mostly foreign, help build each individual Apple Product. Apple, the lead firm in this value chain, choose to do this for a number of reason.One in particular being, having specific abilities to market knowledge, intellectual

Companies across the United States do business in other countries regularly and for various reasons. Some organizations move in to international markets to take advantage of other countries strengths and resources which allows companies to expand and grow their business, revenue, and international presence. The other reason that U.S. organizations move into international markets is to take advantage of the human resource talent, innovation, and technologies. For instance, some U.S. companies have expanded into Asian markets to leverage the technological expertise of local populations, which not only boosts business and capabilities, but also helps to expand their client base (Kokemuller, 2016).

In today’s world most of the companies depend on its global strategies as it plays a crucial role to succeed in the throat-cutting competition between the companies.

“A multinational enterprise is a company that is headquartered in one country but has operations in one or more other countries” (Rugman and Collison, 2012). A firm on the other side operates within the national borders of a country. Some firms want to expand, not only in sizes but also in value and market share, by becoming MNEs. This is due to the fact that it can bring remarkable advantages even though is very risky. MNEs perform international business operations named as: Exports and Imports, Foreign Direct Investment (FDI). The first branch includes the goods and services that are produced in a country and sold in another one and vice versa, the second branch consists in equity funds invested in foreign countries. It is when firms begin to use FDI that they become MNEs.

With the economic globalization, More and more multinational enterprises expanded their business abroad by using different market entry strategy. As Lechner and Boli (2012) claimed that the world-economic trends and cycles of the past two decades have made it increasingly apparent that the production and distribution of goods take place in complex global networks that tie together groups, organizations, and regions. In this paper, we focus on the IT Industry which is more and more popular in China, and then analyzed four giant IT guys: Apple, IBM, Dell and Samsung. They entered Chinese market during the different period. Even though some of their businesses are similar, their growth path and the strategies they used are

PCL is a European consumer electronics and healthcare company that has recently entered China. They have a wide variety of televisions, DVD players, PC monitors, audio products and PC peripherals. PCL is able to compete within the consumer electronics market as they have low prices and a large network of distributors. PCL uses innovation to stay ahead of competitors and keep up with the latest technologies. PCL is currently in the growth stage and they need to maintain continuity. PCL organizational objective is to implement controls without having a detrimental effects on relationships with chain retailers and dealers. PCL

Companies with a strong desire for the growth, race to build a strong competitive position in the market by taking advantage of the global market that is opened up to the foreign companies closed previously. The rapid growth of the technology is shrinking the geographical boundaries and the global economy is expanding faster than it can expand. The expansion of the world economy is offering companies many attractive opportunities that come with the domestic as well as global threats. Companies in industries that have a higher competitive threats have a desire to come up with a strategy to enter the foreign market and expand the business (MH Education, n, d)

The article, regarding the degree of internationalization as independent variables, uses ordinary least squares multiple linear regression to analyze the relationship between the degree of internationalization and corporate performance by controlling other variables that may affect business performance (such as firm size, debt ratio, industry and other factors). The nature of relationship between internationalization and firm performance lies in the dynamic relationship between benefits and costs caused by internationalization, according to research results of scholars at home and abroad. The article presents the assumptions. The degree of internationalization of Chinese enterprises is positively correlated with firm performance. The test model is shown below: Performance variable = + × (other than their own income / revenue from main business) + × firm size + × asset-liability ratio + Σ × industry dummy variable The study sample is selected from listed companies with international operations in Shanghai and Shenzhen, and the financial data of listed companies in 2007 are chosen as a research sample. The enterprise internationalization is defined as "the act of business expansion to achieve the access to cross-border markets or regions " in the article, therefore possessing foreign exchange settlement such as the export business, overseas subsidiaries, overseas income is considered to have international operations

Click and Harrison (2000), for instance, followed the financial performance of over 3000 US firms over a 14-year period to provide empirical evidence that an increase in the extent of multinational operations of US corporations actually brought about erosion in their value. Their arguments, however, are based only on an accounting and economics-based perspective and do not take into account the strategic compulsions due to which MNEs might often be constrained to accept such costs in order to follow their rivals into foreign markets due to oligopolistic rivalry. The financial issue of firm value thus cannot be divorced from the strategic issue of foreign market entry. This paper seeks to examine LOF through the relatively underexplored lens of strategic management, departing from the usual transaction-cost economics perspective, because it enables a more realistic and continuous appraisal of the effect of the IBE on MNE operations. Anecdotal evidence also abounds about such costs, with even established MNEs often incurring huge losses in their foreign operations. Ricks (1993) and Knight (1995), for instance, provide lucid accounts of blunders in international business. However, do those anecdotes really reinforce the LOF argument? Or, alternatively, are they getting confounded with mistakes that even domestic firms could make in their

As globalization intensifies, the business community tends to expand its operations towards the international market. This can be as a result of intense competition in the local market, need to increase sales and profits margins, to enhance the company’s prestige, to create jobs, to increase the value of the entrepreneurs among others (Bodie, 2013). Before going global, the company’s executive has to consider factors that favour or hinder their goal towards achieving international recognition in trade. This paper reviews the topic on “Making an Investment in a Foreign Market and factors considered.

Prior to the Asian currency crises, South Korea was an investment destination for several institutional investors and emerging market funds. Throughout the early nineties the country experienced an economic boom. South Korean conglomerates, locally know as chaebols, had diversified into various industries from cars to microchips. Samsung

The world has been increasingly globalising in terms of political interest, acquisition of resources, and business opportunities over the last few decades. By reason of this explosion, national economies become incrementally more mutually dependent. In the meantime, cross-border business has been accelerated by MNEs, which have become universal. Furthermore, MNEs are perceived to be a chief vector of globalisation (OECD, 2005). However, there have been contrastive viewpoints on the argument of whether MNEs are the genuinely global. There are a number of existing international business studies point out that MNEs’ principle sales and related operation tend to concentrate in their home region. In other words, MNEs mostly operate on a regional level. Rugman and Verbeke (2004) conclude that the majority of multinational enterprises’ dominant sales volume generate from the particular regional market. Additionally, MNEs’ products and services are not proportionally distributed worldwide in terms of consumers’ preference. It has been identified based on the world largest 500 MNEs’ sales volume, and thereby a few number of MNEs are perceived as undeniably global. The reason of that, the MNEs’ trades can be equally distributed to each region or economy. Nevertheless, the outlined above observation might be limited because the dimension is primarily conducted by the proportion of sales distribution. Nonetheless, recent research has established alternative empirical evidence on this