Um Estudo de Caso na Indústria Brasileira de Refrigerantes

The author of this paper’s intention is to present and examine a multi-national corporation. Dissect the how’s and what’s about it, and simply discuss its processes. The author will be giving a brief background on the company to easily elaborate how it is that the company is successful compared to its past. Its products and services will be conversed and the company’s industry will be discussed as well as its competitors and its market. Basically everything that has to do with the company will be

There are many businesses that have expanded their business internationally in order to benefit in some sort of way rather it revenue or a better market for their product. In this thesis, I will research a multination company and its international strategy over the last 10 years. I will elaborate on it international orientation and rather it etho-, poly-, or geocentric. I than explain why the company decided on expanding to the chosen locations. Then I will clarify if they had core capability to succeed in those markets, along with its

One of the most important “dos” is for countries to pay renewed attention to the market selection which they are competing in. More precisely, these countries should focus on maximizing their opportunities where they can find cultural, administrative/political, geographic, and economic affinities. Companies use three different techniques to compete globally. These techniques are adaptation, aggregation, and arbitrage. According to Ghemaway, companies must be able to “vary products, policies, market positioning, and so on to suit local markets.” However, this method of adaptation is intended for companies which have large success and not those who have marginally. Another, important “do” is for “companies to externalize some of the costs of adaptation via franchising, joint ventures, or other types of partnerships.” Some “don’ts” are not put adaptation above all because it would get rid of competitive advantages and not to over-rely on localization. Relying too much on localization would hinder the value of across borders for a

The paper analyses the literature of internalization of companies from China and Latin America. The writer argues that the Chinese economy is one of the largest and speculates that the economy could be the world’s largest by the year 2025. The collaboration of the Chinese trade with that of LA aimed at improving the economy of the two countries. With China known as the best producers of electronic and machineries, their association with LA sees their economy growing big. The Chinese networks have a big impact in the international market since their management of organizations is effectively controlled by the government. In addition, the community and the government combine to ensure success of their country.

Brazil is the largest country in South America. The primary language spoken in Brazil is Portuguese. However, there are some exceptions, such as immigrants from Japan and Korea and some Amerindians. Brazilian families can be big and interracial due to intermarriages. There is a class system established in Brazil; there are three classes: upper, middle, and lower. Skin color can be used to depict one's economical status. People who have darker skin tend to be seen as having a lower economical and social status (Brazil Guide). A majority of Brazil's business comes from tourism besides exporting cars, planes, textiles, and coffee (Brazil Public Holidays). Coffee is one of Brazil's major exports and business people tend to

The two major points to keep in mind when providing for the mass consumer in Brazil is they do not trust big companies and face to face contact is of big appeal. Low-income consumers associate a big company with scamming the public just for business profits. They feel as if big companies are for the rich, by the rich. A strategic way of luring in consumers is face-to-face contact. Brazilian consumers purchase based on trust and education the company provides. If a company does not educate the consumer, they become suspicious and fail in trusting the company. The trust is built more through the people than an

To determine the cost of doing business in Brazil, its future economic status, and business practices, first we must briefly examine its geographical area, culture, and government.

Aumentar el volumen de producción y venta, y crecimiento: Cemex tenía necesidad de expandirse globalmente, dado que su mercado doméstico en México es relativamente pequeño y que en 1989, la empresa ya dominaba 2/3 de la capacidad productiva donde le quedaba poco espacio para crecer . Además, la entrada de Holderbank en México al principio de los 90`s le generaba una fuerte presión competitiva, siendo que esa empresa ya tenía una presencia global importante.

Friedman’s idea of globalization had three stages attached to it. Brazil has shown its capability to maneuver through them all. Globalization 1.0 was the globalizing of nations. Brazil was able to open up export routes for soybeans, iron and coffee. Brazil’s exports has totaled over 247 billion dollars annually. Globalization 2.0 was the globalizing of companies and big corporations. Brazil’s own Petrobras, world leading manufacturer in oil, managed to reduce Brazil’s dependence on foreign oil. Globalization 3.0 was the big step. The globalizing of individuals were introduced when the younger generations started to take interest in their nation’s political issues. Democracy in Brazil has brought with it the level playing field but it also meant growing pains such as corruption and public dissatisfaction. With recent controversy regarding corruption as well as demonstrations and protests on the streets, we are

developed in a peripheral country as Brazil was introduced in a large and central market

These aspect are all key, but probably the most vital two are rivalry and cooperation within the nation. These tie in with Porter’s theory of industry clusters. The idea behind of rivalry and cooperation within a nation is that the rivalry will help drive the firms forward and the cooperation will also help each firm be more competitive in the global market. The firm may share ideas of production or new technological revolutions. This information would be shared within an industry cluster. “..the fundamental source of the domestic industry’s global competitive advantage may well be domestic cooperation that ensures the collectivization of knowledge-a process that gives those individual enterprises within the domestic industry that share knowledge and ability to engage in continuous innovation.” (Lazonick, 1991) Industry clusters are “geographic concentrations of interconnected companies, specialized suppliers, service providers, firms in related industries, and associated institutions (for example, universities, standards agencies, and trade associations) in particular fields that compete but also cooperate.” (Porter, 1979) The importance and role of clusters, from Porter’s

Introduction: For the subject choosing a strategy to overcome effects of EU’s banana policy, I have gone through the whole issue of EU’s banana policy and its effects on the banana business of Latin America in general and Chiquita Brands International in particular. I have also analyzed the way the whole issue has been approached by the company and tried to formulate a plan that may prove successful for the company. Since the present problem is a serious nature threatening the existence of a big player in the banana market, I have tried to go back to history of the company of highly political nature of the international policy making in this trade. I have tried to understand the role of

As trade increases hyper-competition grows forcing organizations to go global. By a company going global it requires them to rethink strategy and reform (Ananthram and Pearson, 2008). Global organizational structure is the way a company aims to merge local preferences with global strategy. The definition of global strategy is “strategic choices that have the characteristics of being globally uniform or integrated,” (Yip et al., 1997) such as standardization of products, uniform marketing, and competitive moves, but all globally (Townsend et al., 2004; Zou and Cavusgil, 2002; Bayraktar and Ndubisi, 2014). Global strategic strategy is a way to adjust to globalization. Globalization is “the economic and social process by which economies and communities grow inextricably interdependent “(Jhirad et al., 2009). The recent financial crisis (Das, 2010), large amount of poverty, and climate change are all problems that show how the world is globally connected because all countries impact each other (Jhirad et al., 2009).

Roberto Goizueta switched from localization strategy to global standardization strategy because during his initial control over the Coca Cola Company in 1980’s, the Coca Cola brand has already been marketed to more than 76 countries in the world and the subsidiaries were managed individually by the local management to match with the local taste and preference. This practice has given bad impact on the company profit as there were a lot of duplication of functions, smaller scale of production runs and too much of the customization which limits the ability of the firm to capture the cost reduction.The benefit of Global Standardization is the company will enjoy increased profitability and profit growth by reaping the cost reduction through economies of scale(produce in large quantity), learning effect (the production efficiency is improving from time to time as the worker become expert after repetitive sequence) and location economies (product’s value creation is done at the optimal location/environments). So by having the Global Standard, the product is produced at the most economic price and will create better perceived value for money spent by the customer.

En el mundo globalizado de hoy en día, las organizaciones se enfrentan a un entorno que cambia permanentemente y al cual deben responder de manera oportuna. “Así las organizaciones tengan un sistema efectivo para detectar las oportunidades y amenazas de su entorno, solo podrán responder a estos cambios cuando su sistema interno les permita reaccionar rápidamente y adaptarse a las nuevas condiciones y restricciones del entorno. La oportunidad y efectividad de la reacción de las organizaciones depende de varios factores y uno muy esencial es el clima organizacional” .