1. If you were the CEO of Amer Sports (Arc'teryx's parent company) looking to re-enter the Russian market, would you return as a local distributor or relocate distribution chains? Explain your answer and what distribution factors you would consider. 2. Outline an e-commerce company that has stopped all distribution to Russia. How do you think this will affect the company's current and future operations?
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- 1) If you were the CEO of Amer Sports (Arc’teryx's parent company) looking to re-enter the Russian market, would you return as a local distributor or relocate distribution chains? Explain your answer and what distribution factors you would consider. 2) Outline an e-commerce company that has stopped all distribution to Russia. How do you think this will affect the company’s current and future operations?1. Highlight the foreign market entry modes available to firms that want to expandinternationally. Discuss these modes of entry and explain the mode of foreign marketentry that MTN adopted to enter the Iranian mobile market. Premise your answer onappropriate theory. 2. Using relevant international business theories, justify the major motives behinddivestment. Conversely, under what circumstances will acquisition be a logical strategicapproach in international business context? 3. You are appointed chief financial officer of a company involved in international business.Explain how you will take into account the differences in accounting standards andcontrol systems of the various countries you will be involved with. 4. Taking into account the relevant tax principles, critically discuss ways in which anorganisation involved in international business can manage costs reduction and taxobligations1. Identify and describe the type of international business of Sushiro. 2. Identify and explain ONE key factor prompted Sushiro to operate outside Japan. 3. Explain ONE key social or cultural factor affected the company’s international business activities. 4. Analyse and explain ONE key risk the company faced when it operates overseas. 5. With reference to the risk you mentioned in Q.4, what is your suggested action(s) for Sushiro? Explain.
- What does the commission of a new distribution centre for Takealot indicate about the organisation’s growth in South Africa?Lavazza: The Challenges of Foreign Market Entry 1. Explain the disconnect between Lavazza's history and its strategy for expanding into foreign markets versus how they entered the U.S. market? 2. Understanding this disconnect, what would you suggest to Lavazza on how to move forward to be successful in the U.S.?Why did Burberry initially chose a licensing strategy to expand its presence in Japan? What limitations of the licensing strategy became apparent over time? Should Burberry have expected these drawbacks to arise? Was terminating the Japanese licensing agreement and opening wholly owned stores the correct strategic move for Burberry? What are the risks here? To what extent does internalization theory explain Burberry’s experience in Japan?
- 1. Multinational corporations Aa Aa Why do companies go global? Multinational corporations operate in locations across the world. Each company has its own motive for its presence in different countries. Consider the following case: Salty Lemon Manufacturers's domestic demand has matured and leveled off. Consequently, the firm is looking to expand its operations overseas because it believes that its growth opportunities are more promising in foreign markets Which of the following best describes the reason Salty Lemon Manufacturers has decided to go global? O To avoid political, trade, and regulatory hurdles O To seek production efficiency O To broaden its markets Now consider the case of Sweet Dog Manufacturing. Many of Sweet Dog Manufacturing's customers have expanded to India. Consequently, Sweet Dog Manufacturing has decided to expand its operations to India to better serve its customers. Sweet Dog Manufacturing has decided to go global in order to Companies go global…CASE Eastman Kodak, often simply referred to as Kodak, was a multinational company thatproduced camera-related products. It was a dominant player in the photographic filmmarket for most of the 20th century. However, the Company struggled with the rapidtransition to digital photography in the late 1990s and early 2000s. Despite inventingthe first digital camera, Kodak failed to embrace this new technology fully andinstead continued to focus on traditional film products.As the Company’s profits and market share began to decline, Kodak initiated severalrounds of downsizing to cut costs. From the mid-1990s onwards, Kodak startedreducing its workforce drastically. In 1988, the Company had 145,300 employees. By2007, the number had shrunk to 24,400.In the short term, the downsizing helped Kodak stay afloat, but it wasn’t enough tocompensate for the Company’s strategic missteps. Kodak’s financial conditioncontinued to worsen, and in 2012, the Company filed for bankruptcy.The Company emerged…1. How would you illustrate and compare the business models for Airbnb, large hotel chains such as Marriott and Hilton, and bed & breakfast operators? 2. What was Airbnb’s response to the COVID-19 pandemic? Does it appear that the company’s business model is more resilient than that of its hotel chain rivals?
- Why did google left china?Huawei was included in the “entity list” set up by American government, faced with very strict restrictions now. Please provide some useful and practical suggestions for Huawei if there's any possibility to enter into American market in the future.Provide at least two (2) examples/case studies of international modes of entry utilizedby multinational corporations in Thailand, Malaysia and South Korea that havesucceeded or failed. The name of the multinational must be clearly stated in eachexample. Be sure to state the mode of entry utilized in each example in each country.Why do you think they would have succeeded or failed in each example included?