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Going Global Presenter: Benaud Jacob May 6, 2009 Conducting Business in a  Global Marketplace SLIDE 1
Excerpt From a Great Mind “ Contrary to popular wisdom, companies from the fringes of the world economy can become global players. What they need is organizational confidence, a clear strategy, a passion for learning, and the leadership to bring these factors together” FROM THE AUTOBIOGRAPHY OF NELSON MANDELA, FORMER SOUTH AFRICAN PRESIDENT ,[object Object],SLIDE 2
Acknowledgements ,[object Object],[object Object],SLIDE 3
Topics ,[object Object],[object Object],[object Object],SLIDE 4
I. Globalization – An Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 5
I. Globalization – An Overview ,[object Object],[object Object],[object Object],SLIDE 6
I. Globalization – An Overview ,[object Object],[object Object],[object Object],[object Object],SLIDE 7
I. Globalization – An Overview ,[object Object],[object Object],[object Object],[object Object],SLIDE 8
I. Globalization – An Overview BARRIERS TO ENTRY THREAT OF SUBSTITUTES BUYER POWER SUPPLIER POWER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MICHAEL PORTER’S FIVE FORCES OF MARKET STABILITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],AMOUNT OF RIVALRY SLIDE 9
Adapted from Exhibit 2.2 Porter’s Five Forces Model of Industry Competition I. Globalization – An Overview SLIDE 10 Threat of new entrants Bargaining power of suppliers Threat of Substitute products and services COMPLEMENTORS Complementary products Bargaining power of buyers
I. Globalization – An Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 11
[object Object],[object Object],[object Object],[object Object],[object Object],I. Globalization – An Overview SLIDE 12
II. Woes & Wows - An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 13
II. Woes & Wows – An Analysis ,[object Object],[object Object],[object Object],[object Object],SLIDE 14
II. Woes & Wows – An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 15
II. Woes and Wows – An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 16
II. Woes and Wows – An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 17
II. Woes and Wows - An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 18
II. Woes and Wows - An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 19
II. Woes and Wows – An Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 20
III. Global Enterprise Management ,[object Object],[object Object],[object Object],[object Object],[object Object],SLIDE 21
INTERNATIONAL HEADQUARTERS CENTRAL CONTROL III. Global Enterprise Management SLIDE 22 DECENTRALIZED OPERATION (COUNTRY1) DECENTRALIZED OPERATION (COUNTRY2) BUSINESS PARTNERS CUSTOMERS Decentralized Business Unit
III. Global Enterprise Management CROSS FUNCTIONAL ENTITIES THAT  IMPACT  GLOBAL CULTURAL INTEGRATION SLIDE 23 TRUST & ETHICS ,[object Object],[object Object],[object Object],FINANCIAL REWARDS HUMAN INTELLECT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],GLOBAL MARKETS ,[object Object],[object Object],[object Object],TECHNOLOGY ,[object Object],[object Object],[object Object],COMMUNICATION ,[object Object],[object Object],[object Object],PERSONALITY ,[object Object],[object Object],[object Object],TOLERENCE / FLEXIBILITY
III. Global Enterprise Management SAMPLE DELIVERY MODEL ILLUSTRATING GLOBAL SOURCING SLIDE 24 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
III. Global Enterprise Management Common Pitfalls  SLIDE 25 Financial setbacks Inadequate Quality Standards ILL Defined Processes Operational Inefficiency Incorrect caliber of workforce Unethical standards Global complexities Technology breakdowns Inadequate communication model Passiveness and aggressiveness Intolerance and lack of flexibility Inadequate conflict management
Question: What is the truest definition of “Globalization”? ANSWER:   An English princess with an Egyptian boyfriend crashes in a French tunnel, driving a German car with a Dutch engine, driven by a Belgian who was drunk on Scottish whiskey, followed closely by Italian Paparazzi, on Japanese motorcycles, treated by an American doctor, using Brazilian medicines! Answer: Princess Diana’s Death Question: How Come? And this is sent to you by a Canadian  author, using Bill Gates' technology and you 're probably reading this on one of the IBM clones that use Taiwanese-made chips, and Korean-made monitors, assembled by Bangladeshi workers in a Singapore plant, transported by lorries driven by Indians, hijacked by Indonesians, unloaded by Sicilian longshoremen and finally sold to you.   That, my friend, is Globalization! SLIDE 26
Going Global Presenter: Benaud Jacob May 6, 2009 Conducting Business in a  Global Marketplace THANK YOU!!! Contact: bjacob@SYNERJIX.com SLIDE 27

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Going Global

  • 1. Going Global Presenter: Benaud Jacob May 6, 2009 Conducting Business in a Global Marketplace SLIDE 1
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  • 10. Adapted from Exhibit 2.2 Porter’s Five Forces Model of Industry Competition I. Globalization – An Overview SLIDE 10 Threat of new entrants Bargaining power of suppliers Threat of Substitute products and services COMPLEMENTORS Complementary products Bargaining power of buyers
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  • 22. INTERNATIONAL HEADQUARTERS CENTRAL CONTROL III. Global Enterprise Management SLIDE 22 DECENTRALIZED OPERATION (COUNTRY1) DECENTRALIZED OPERATION (COUNTRY2) BUSINESS PARTNERS CUSTOMERS Decentralized Business Unit
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  • 25. III. Global Enterprise Management Common Pitfalls SLIDE 25 Financial setbacks Inadequate Quality Standards ILL Defined Processes Operational Inefficiency Incorrect caliber of workforce Unethical standards Global complexities Technology breakdowns Inadequate communication model Passiveness and aggressiveness Intolerance and lack of flexibility Inadequate conflict management
  • 26. Question: What is the truest definition of “Globalization”? ANSWER: An English princess with an Egyptian boyfriend crashes in a French tunnel, driving a German car with a Dutch engine, driven by a Belgian who was drunk on Scottish whiskey, followed closely by Italian Paparazzi, on Japanese motorcycles, treated by an American doctor, using Brazilian medicines! Answer: Princess Diana’s Death Question: How Come? And this is sent to you by a Canadian author, using Bill Gates' technology and you 're probably reading this on one of the IBM clones that use Taiwanese-made chips, and Korean-made monitors, assembled by Bangladeshi workers in a Singapore plant, transported by lorries driven by Indians, hijacked by Indonesians, unloaded by Sicilian longshoremen and finally sold to you. That, my friend, is Globalization! SLIDE 26
  • 27. Going Global Presenter: Benaud Jacob May 6, 2009 Conducting Business in a Global Marketplace THANK YOU!!! Contact: bjacob@SYNERJIX.com SLIDE 27