Reference no: EM132797339

HI 5014 International Business Across Borders - Holmes Institute

Learning Outcome 1: An understanding of the role of economic analysis within international business contexts and economic underpinnings of business strategy in global settings;
Learning Outcome 2: An understanding of international business theory and foreign direct investment, major entry and international exit strategies;
Learning Outcome 3: An understanding of how various models of competitive analysis can be used to assess strategic behaviour in international business;
Learning Outcome 4: An understanding of how to formulate and respond to different competitive scenarios at both the firm and industry level related to international business;
Learning Outcome 5: An understanding of global operations, supply chain management and human resource management as well as the impact of globalization on managers and organizations;
Learning Outcome 6: An understanding of national differences in political and cultural areas and the social, political, economic, technological and cultural forces that influence decision- making in international business; and
Learning Outcome 7: An understanding of the foreign exchange market and global monetary system and the impact of globalization on managers and organizations.

Global Business and, National Differences in political economy and culture

Question 1
Multinational enterprises are supported by strong and effective institutions to succeed in business.

i. What do you understand by the concept "institutional framework"?

ii. Certainty of a business environment determines a firm's success. Examine how the various types of institutions that reduce a firm's uncertainty.

Foreign direct investment and regional economic integration

Question 2

All countries across the globe have joined the race to attract foreign direct investment. Examine the merits and demerits of foreign direct investment to specific sectoral communities in Australia as a host nation.

International Competitive strategy

Question 3

The COVID 19 Depression can be noted as being worse than the 1928 World Great Depression. Indeed, many firms across the world have closed their businesses.

As an advisor to the President of Happy-land Republic:
i. Examine the survival strategies you would provide to enable firms to survive the effects of COVID 19.
ii. You understand that for each strategy, challenges exist. Accordingly, you believe that the Prime Minister should be aware of these challenges. What challenges do you think would arise as a result of adopting each of the strategies you have provided to the Prime Minister.

Organization design and control

Question 4
Employees of a firm are the source of knowledge who enable enterprises to implement the planned activities.
i. Examine the main elements of knowledge management that enable firms to succeed using experts.
ii. Explain the challenges and obstacles that are likely to affect a firm's knowledge management.

Entry modes, export and import practices

Question 5
Internationalization can be viewed by small and medium enterprises as a slow stage- by-stage process. As a business expert:
i. Examine the various options you would adopt for your firm to engage in international business.
ii. Use an Equity Control-Growth matrix to explain the various equity entry modes used by small and medium enterprises to internationalize.

Global operations
Question 6

Buderim Group, Australia's oldest ginger processing and agritourism business has received an $8.3 million takeover offer from Global Foods. It was noted that "The proposed deal includes the Buderim Ginger brands, all land, plant and ginger processing equipment at Yandina and the Ginger Factory tourist attraction, as well as a 1,619-hectare macadamia orchard in Hawaii".

During the takeover of Buderim Group, the Executive Director observed that "We are in a unique position to invest the required capital and expertise to enable the ginger division to continue into the future, and for the company to profitably grow with a renewed focus on the macadamia industry. He also noted that they would rebrand to Health and Plant Protein Ltd.

Among the strategies he indicated was that they "would transfer" over with the ginger division and take on a non-executive director role with the macadamia arm of the business. He stated "We've been working with ginger growers on the Sunshine Coast since 1941 and I don't see any change to that." Therefore, he said "Buderim Ginger and the Ginger Factory are part of the fabric of the Sunshine Coast, we are Australia's leading ginger company, and we'll continue exporting Australian ginger around the world".

Finally, the Executive Director said "We are doing this to act in the best interests of the shareholders; certainly, we wouldn't be doing this if we didn't think it was for the right reasons," ABC News Posted; Tuesday 16 June 2020.

Suppose you are the Executive Director and have just graduated from Holmes Institute. Answer the following questions that are related to Global Foods takeover of Buderim Group.

What do you think would motivate you as the Executive Director of Global Foods to take over Buderim Group?
Explain the assessment steps you would take to guarantee the stakeholders that the Buderim take-over is profitable and in their interest.

Examine the challenges you would encounter during and after the acquisition of Buderim Group.

Attachment:- International Business Across Borders.rar