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Ebook Global business (3rd edition): Part 2

(BQ) Part 2 book "Global business" has contents: Entering foreign markets; managing global competitive dynamics; making alliances and acquisitions work; strategizing, structuring, and learning around the world; competing on marketing and supply chain management; managing human resources globally,.and other contents. | Find more at http://www.downloadslide.com Chapter B MATHUR/Reuters/Landov 10 Learning Objectives After studying this chapter, you should be able to 10-1 understand how institutions and resources affect the liability of foreignness. 10-2 match the quest for location-specific advantages with strategic goals (where to enter). 10-3 compare and contrast first-mover and late-mover advantages (when to enter). 10-4 follow the comprehensive model of foreign market entries (how to enter). 10-5 participate in three leading debates concerning foreign market entries. 10-6 draw implications for action. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Find more at http://www.downloadslide.com Entering Foreign Markets O p e n i n g C a s e EMERGING MARKETS: orporate India Finds Greener Pastures—in Africa C Indian billionaire Ravi Ruia has flown to Africa at least accounting firm Grant Thornton in London. We’re ex“ once a month for the past year and a half. He is in- pecting to see a lot of midsize deals across a variety terested in coal mines in Mozambique, an oil refinery of sectors. ” in Kenya, and a call center in South Africa. Soon, he The Indians view Africa as a place where they may also have a power plant in Nigeria. “Africa looks can replicate the low-cost, high-efficiency business remarkably similar to what India was 15 years ago, ” model they have honed at home. Like India, Africa says Firdhose Coovadia, director of African operations has hundreds of millions of underserved consumers at Essar Group, the $15 billion conglomerate .