International Business Strategies

1. Develop, Formulate, and Implement
Strategies for Going Global
Presentation by: Jill Charpia, DBA Student

2. Overview
Selected Geographic Regions
Motivations
Benefits of Investing
Relationship and Agreement Impacts
Entry Strategies
Strategic Alliances
Equality in the Workplace
Workers’ Behaviors
Conclusion

3. Middle East and Europe
U.A.E. and Germany
Strategy for Going Global
Formulate
Evaluate
Discuss
Selected Geographic Regions

4. Motivations
Corporate mergers and acquisitions
Lower tax burdens
Perceived attractiveness of the MNC's present home country
Internationalization of MNC's shareholders and assets
Availability of talent
Quality of service clusters
Costs of the fiscal regime
Quality of legal and regulatory regimes
Higher potential revenues
Logistics
Economies of scale

(Baaij, Mom, Van den Bosch, & Volberda, 2015)

5. Benefits of Investing
 Germany
A significant contributor to renewable energy
Central location
Known for quality in manufacturing
Quality labor pool
(Romero-Rubio & De Andrés Díaz, 2015)
U.A.E.
Preferred destination for International Businesses
Finance hub of the Middle East and U.S. companies
Logistically ideal location
High level of economic growth
(Sbia, Shahbaz, & Hamdi, 2014)

6. Relationship and Agreement Impacts
Bilateral Relationships
Multilateral Arrangements
Regional Agreements
Agreements between Germany and the U.A.E.

7. Relationship and Agreement Impacts, cont.
Bilateral Relationships
Multilateral Arrangements
Regional Agreements
Agreements between Germany and the U.A.E.

8. Entry Strategies
Exporting
Licensing
Franchising
Joint ventures
Fully owned subsidiaries
(Luthans and Doh, 2012)

9. Entry Strategies, cont.
Exporting
Licensing
Franchising
Joint ventures
Fully owned subsidiaries
(Luthans and Doh, 2012)

10. Strategic Alliances
Organizational Structure
Control Systems
Labor Relations

11. Equality in the Workplace
Employee Equality and Legal Action
Applicable and Governing Laws
Sovereign Immunity
International Jurisdiction
Territoriality Jurisdiction
Nationality Principles

12. Workers’ Behaviors
Individualism Versus Collectivism
Germany
U.A.E.
Influences

13. Conclusion
 Selected Geographic Regions
 Motivations
 Benefits of Investing
 Relationship and Agreement Impacts
 Entry Strategies
 Strategic Alliances
 Equality in the Workplace
 Workers’ Behaviors
 Conclusion

14. References
Baaij, M. G., Mom, T. J., Van den Bosch, F. A., & Volberda, H. W. (2015). Why Do
Multinational Corporations Relocate Core Parts of Their Corporate
Headquarters Abroad?. Long Range Planning, 4846-58. doi:10.1016/j.lrp.2012.07.001
Luthans, F., & Doh, J. (2012). International Management: Culture, Strategy, and Behavior 8th New
York, NY McGraw-Hill Irwin
Ralston, D. A., Egri, C. P., Riddle, L., Butt, A., Dalgic, T., & Brock, D. M. (2012). Managerial values
in the greater Middle East: Similarities and differences across seven countries.
International Business Review, 21480-492. doi:10.1016/j.ibusrev.2011.05.007
Romero-Rubio, C., & de Andrés Díaz, J. R. (2015). Sustainable energy communities: a study
contrasting Spain and Germany. Energy Policy, 85397-409. doi:10.1016/j.enpol.
2015.06.012
Sbia, R., Shahbaz, M., & Hamdi, H. (2014). A contribution of foreign direct investment,
clean energy, trade openness, carbon emissions and economic growth to energy
demand in UAE. Economic Modelling, 36191-197.
doi:10.1016/j.econmod.2013.09.047