International Business ISE

Höfundar: Michael Geringer; Grigorios Livanis; Jeanne McNett (Útgáfa: 4)
International Business ISE

Kaup valmöguleikar

International Business empowers students to develop their global mindset and is up-to-date, relevant, and engaging! It provides a flexible, modular format for instructors along with student-focused features that make the study of International Business interesting by connecting content to culture to make it personally relevant for every student! Co-author Dr. Grigorios Livanis leveraged his expertise in the areas of international economics, strategy, and finance, and his experience as an award-winning teacher and trainer, into a series of extensive updates of theory, data, and applications throughout.

Nánar um bókina

Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781265713287
Print ISBN
9781265033101
Format
ePub
Útgáfa
4
Höfundar
Michael Geringer; Grigorios Livanis; Jeanne McNett
Tungumál
English
Útgefið
2025-07-01
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Table of Contents and Preface
  • Cover Page
  • Title Page
  • Copyright Page
  • Brief Contents
  • Dedication
  • About the Authors
  • J. Michael Geringer
  • Grigorios Livanis
  • Jeanne M. McNett
  • Module Walkthrough
  • New and Improved Coverage
  • Module 1: The Challenging Context of International Business
  • Module 2: International Trade and Investment
  • Module 3: Sociocultural Forces
  • Module 4: Sustainability and Natural Resources
  • Module 5: Political Forces That Affect Global Trade
  • Module 6: Intellectual Property Rights and Other Legal Forces
  • Module 7: Economic and Socioeconomic Forces
  • Module 8: The International Monetary System and Financial Forces
  • Module 9: International Competitive Strategy
  • Module 10: Organizational Design and Control
  • Module 11: Global Leadership Issues and Practices
  • Module 12: International Markets: Assessment and Entry Modes
  • Module 13: Marketing Internationally
  • Module 14: Managing Human Resources in an International Context
  • Module 15: International Accounting and Financial Management
  • Bonus Module A: International Institutions from a Business Perspective
  • Bonus Module B: Export and Import Practices
  • Bonus Module C: Global Operations and Supply Chain Management
  • New or Updated Pedagogical Features:
  • Acknowledgments
  • Connect
  • Your complete course platform
  • Every learner is unique
  • Study anytime, anywhere
  • Effective tools for efficient studying
  • Education for all
  • Updated and relevant content
  • Contents
  • Module 1: The Challenging Context of International Business
  • Module 1 Introduction
  • What Is International Business and What Is Different about It?
  • THE INFLUENCE OF EXTERNAL AND INTERNAL ENVIRONMENTAL FORCES
  • THE DOMESTIC ENVIRONMENT
  • THE FOREIGN ENVIRONMENT
  • THE INTERNATIONAL ENVIRONMENT
  • Is Internationalization of Business a New Trend, and Will It Continue?
  • The Growth of International Firms and International Business
  • EXPANDING NUMBER OF multiNATIONAL COMPANIES
  • FOREIGN DIRECT INVESTMENT AND EXPORTING ARE GROWING RAPIDLY
  • What Is Driving the Internationalization of Business?
  • TECHNOLOGICAL DRIVERS
  • MARKET DRIVERS
  • COST DRIVERS
  • POLITICAL DRIVERS
  • COMPETITIVE DRIVERS
  • What Are the Arguments for and against the Globalization of Business?
  • CONCERNS WITH GLOBALIZATION
  • ARGUMENTS SUPPORTING GLOBALIZATION
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • MiniCase
  • are globalization and technology causing greater inequality?
  • Notes
  • Module 2: International Trade and Investment
  • Module 2 Introduction
  • International Trade
  • Volume of International Trade
  • How Evenly has Trade Grown?
  • Which Nations Account for the Most Exports and Imports?
  • Direction of Trade
  • The Increasing Regionalization of Trade
  • Major Trading Partners of The United States
  • Major Trading Partners: Their Relevance for Managers
  • Explaining Trade: International Trade Theories
  • Mercantilism
  • Theory of Absolute Advantage
  • Theory of Comparative Advantage
  • How Exchange Rates Can Change the Direction of Trade
  • OTHER ASSUMPTIONS AND EMPIRICAL EVIDENCE
  • Some Newer Explanations for the Direction of Trade
  • Summary of International Trade Theory
  • Foreign Investment
  • Portfolio Investment
  • Foreign Direct Investment (FDI)
  • Does Trade Lead to Fdi?
  • Explaining FDI: Theories of International Investment
  • Monopolistic Advantage Theory
  • Strategic Behavior Theory
  • Internalization Theory
  • Dynamic Capabilities Theory
  • Eclectic Theory of International Production
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • the legacy of Free trade
  • Notes
  • Module 3: Sociocultural Forces
  • Module 3 Introduction
  • What Is Culture and Why Is It Important?
  • Culture Affects All Business Functions
  • Marketing
  • Human Resources
  • Production and Procurement
  • Accounting and Finance
  • Preferred Leadership Styles
  • How Culture Shows Itself
  • Aesthetics
  • Religion
  • Material Culture
  • Language
  • Societal Organization
  • Special Focus: Gift Giving in Business
  • Culture Frameworks
  • Hall’s High and Low Context
  • Kluckhohn and Strodtbeck’s Cultural Orientations Framework
  • Hofstede’s Six Dimensions of national culture
  • Trompenaars’s Seven Dimensions of culture
  • Cultural Tightness vs. Looseness
  • When Does Culture Matter? The Global Mind-Set
  • Going Forward: Cultural Paradoxes and a Caution
  • Rules of Thumb for Managers Doing Business across Cultures
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • Chipotle’s International Expansion: A Cultural Perspective
  • Notes
  • Module 4: Sustainability and Natural Resources
  • Module 4 Introduction
  • Sustainability in the Business Context
  • Sustainable Business Models
  • LIFE CYCLE ASSESSMENT
  • CRADLE-TO-CRADLE DESIGN
  • Tools for Measuring and Reporting Sustainability
  • TRIPLE-BOTTOM-LINE ACCOUNTING
  • ENVIRONMENTAL, SOCIAL, AND GOVERNANCE REPORTING
  • THE UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS
  • UNITED NATIONS GLOBAL COMPACT
  • GLOBAL REPORTING INITIATIVE
  • CARBON DISCLOSURE PROJECT
  • INTERNATIONAL INTEGRATED REPORTING COUNCIL
  • FOOTPRINTING
  • REPORTING SUSTAINABILITY EFFORTS
  • Characteristics of Environmentally Sustainable Business
  • LIMITS AS PART OF THE SUSTAINABILITY CONTEXT
  • INTERDEPENDENCE AS PART OF THE SUSTAINABILITY CONTEXT
  • EQUITY IN DISTRIBUTION AS PART OF THE SUSTAINABILITY CONTEXT
  • The Stakeholder Model for Sustainable Business
  • Geography: Describing Our Natural Capital
  • LOCATION: POLITICAL AND TRADE RELATIONSHIPS
  • TOPOGRAPHY
  • CLIMATE
  • Natural Resources
  • NONRENEWABLE ENERGY SOURCES
  • RENEWABLE ENERGY SOURCES
  • NONFUEL MINERALS
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • WATER WARS IN THE DESERT: BALANCING PROFIT, SUSTAINABILITY, AND GROWTH IN ARIZONA’S ALFALFA BOOM
  • Notes
  • Module 5: Political Forces That Affect Global Trade
  • Module 5 Introduction
  • Governments and the Ownership of Business
  • DIFFERENT TYPES OF ECONOMIC SYSTEMS
  • NATIONALIZATION: WHY GOVERNMENTS GET INVOLVED in ownership of businesses
  • PRIVATIZATION: WHY GOVERNMENTS SELL BUSINESSES
  • Government Stability and Protection
  • STABILITY: PEACE AND PREDICTABILITY
  • PROTECTION FROM UNFAIR COMPETITION
  • PROTECTION FROM TERRORISM, CYBERCRIME, AND OTHER THREATS
  • Country Risk Assessment and Countermeasures to Threats
  • Instruments of Trade Policy
  • Import tariffs
  • Import controls and bans
  • Export tariffs
  • export controls and bans
  • subsidies
  • Nontariff barriers
  • Motivations for Government Intervention in Trade
  • Political reasons for restricting trade
  • economic reasons for restricting trade
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • GAME THEORY IN THE U.S.–CHINA TRADE WAR: PREDICTING TRADE POLICY CHOICES AND IMPACT ON NATIONAL WELFARE
  • Notes
  • Module 6: Intellectual Property Rights and Other Legal Forces
  • Module 6 Introduction
  • Types of Legal Systems
  • CIVIL LAW
  • COMMON LAW
  • RELIGIOUS LAW
  • International Legal Forces
  • RULE OF LAW
  • WHAT IS INTERNATIONAL LAW?
  • SOURCES OF INTERNATIONAL LAW
  • General Legal Concerns in Global Business
  • EXTRATERRITORIALITY
  • PERFORMANCE OF CONTRACTS
  • LITIGATION
  • Intellectual Property Rights
  • PATENTS
  • TRADEMARKS
  • TRADE NAMES
  • COPYRIGHTS
  • TRADE SECRETS
  • PROPERTY RIGHTS AND CORRUPTION
  • Standardizing Laws Around the World
  • Some Specific National Legal Forces
  • COMPETITION LAWS
  • TRADE OBSTACLES
  • TORT LAW
  • MISCELLANEOUS LAWS
  • FOREIGN CORRUPT PRACTICES ACT
  • ACCOUNTING LAW
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • UBER’S FAILURE IN CHINA: A CASE OF LEGAL AND STRATEGIC CHALLENGES
  • Notes
  • Module 7: Economic and Socioeconomic Forces
  • Module 7 Introduction
  • International Economic Analyses
  • Levels of Economic Development
  • Dimensions That Describe the Economy and Their Relevance for International Business
  • MEASURING THE SIZE OF AN ECONOMY
  • ECONOMIC GROWTH RATE
  • INCOME DISTRIBUTION
  • PRIVATE CONSUMPTION
  • UNIT LABOR COSTS
  • OTHER ECONOMIC DIMENSIONS
  • Socioeconomic Dimensions of the Economy and Their Relevance for International Business
  • TOTAL POPULATION
  • AGE DISTRIBUTION
  • POPULATION DENSITY AND DISTRIBUTION
  • OTHER SOCIOECONOMIC DIMENSIONS
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • MOBILE BANKING IN EMERGING MARKETS: ESTIMATING THE ADDRESSABLE MARKET
  • Notes
  • Module 8: The International Monetary System and Financial Forces
  • Module 8 Introduction
  • The International Monetary System: A Brief History
  • THE GOLD STANDARD
  • THE BRETTON WOODS SYSTEM
  • THE CENTRAL RESERVE/NATIONAL CURRENCY CONFLICT
  • The Floating Currency Exchange Rate System
  • CURRENT CURRENCY ARRANGEMENTS
  • digital currencies
  • THE BANK FOR INTERNATIONAL SETTLEMENTS
  • Financial Forces: Fluctuating Currency Values
  • FLUCTUATING CURRENCY VALUES
  • WHY FOREIGN CURRENCY EXCHANGE OCCURS AND THE FX MARKET
  • EXCHANGE RATE QUOTATIONS
  • CAUSES OF EXCHANGE RATE MOVEMENT
  • EXCHANGE RATE FORECASTING
  • Financial Forces Governments Can Exert
  • CURRENCY EXCHANGE CONTROLS
  • TAXATION
  • INFLATION AND INTEREST RATES
  • Balance of Payments
  • BOP ACCOUNTS
  • DEFICITS AND SURPLUSES IN BOP ACCOUNTS
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • NAVIGATING THE STORM: MULTINATIONAL CORPORATIONS AMIDST INFLATION AND CURRENCY FLUCTUATIONS
  • Notes
  • Module 9: International Competitive Strategy
  • Module 9 Introduction
  • What Is International Strategy, and Why Is It Necessary?
  • WHY PLAN GLOBALLY?
  • The Process of Global Strategic Planning
  • STEP 1: ANALYZE DOMESTIC, INTERNATIONAL, AND FOREIGN ENVIRONMENTS
  • STEP 2: ANALYZE CORPORATE CONTROLLABLE VARIABLES
  • STEP 3: DEFINE THE CORPORATE MISSION, VISION, AND VALUES STATEMENTS
  • STEP 4: SET CORPORATE OBJECTIVES
  • STEP 5: QUANTIFY THE OBJECTIVES
  • STEP 6: FORMULATE THE COMPETITIVE STRATEGIES
  • REGIONAL STRATEGIES FOR COMPETING GLOBALLY
  • STEP 7: PREPARE TACTICAL PLANS
  • Strategic Plan Features and Implementation Facilitators
  • SALES FORECASTS AND BUDGETS
  • FACILITATION TOOLS FOR IMPLEMENTING STRATEGIC PLANS
  • PERFORMANCE MEASURES
  • Kinds of Strategic Plans
  • TIME HORIZON
  • LEVEL IN THE ORGANIZATION
  • METHODS OF PLANNING
  • New Directions in Planning
  • WHO DOES STRATEGIC PLANNING?
  • HOW STRATEGIC PLANNING IS DONE
  • CONTENTS OF THE PLAN
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • THE GLOBALIZATION OF WALMART
  • Notes
  • Module 10: Organizational Design and Control
  • Module 10 Introduction
  • How Does Organizational Design Impact Multinational Corporations?
  • Evolution of Multinational Corporation Structure
  • INTERNATIONAL DIVISION STRUCTURE
  • INTERNATIONAL PRODUCT STRUCTURE
  • GEOGRAPHIC REGION STRUCTURE
  • GLOBAL FUNCTIONAL STRUCTURE
  • HYBRID ORGANIZATIONAL STRUCTURES
  • MATRIX ORGANIZATIONS
  • MATRIX OVERLAY
  • STRATEGIC BUSINESS UNITS
  • CURRENT ORGANIZATIONAL TRENDS
  • REQUIREMENTS FOR THE FUTURE OF INTERNATIONAL COMPANIES
  • Where Decisions Are Made in Wholly Owned Subsidiaries
  • STANDARDIZATION OF THE Company’s PRODUCTS AND EQUIPMENT
  • COMPETENCE OF SUBSIDIARY MANAGEMENT AND Headquarters’ RELIANCE ON IT
  • SIZE AND AGE OF THE MNC
  • HEADQUARTERS’ WILLINGNESS TO BENEFIT THE CORPORATION AT THE Subsidiary’s EXPENSE
  • THE SUBSIDIARY’S FRUSTRATION WITH ITS LIMITED POWER
  • Where Decisions Are Made in Joint Ventures and Subsidiaries Less Than 50 Percent Owned
  • LOSS OF FREEDOM AND FLEXIBILITY
  • CONTROL CAN BE HAD EVEN WITH LIMITED OR NO OWNERSHIP
  • Reporting
  • FINANCIAL REPORTING
  • TECHNOLOGICAL REPORTING
  • REPORTING ABOUT MARKET OPPORTUNITIES
  • POLITICAL AND ECONOMIC REPORTING
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • EVALUATING ORGANIZATIONAL STRUCTURES FOR LULULEMON’S INTERNATIONAL EXPANSION STRATEGY
  • Notes
  • Module 11: Global Leadership Issues and Practices
  • Module 11 Introduction
  • The Global Mind-Set
  • Global Leadership: What It Is and Why It Matters
  • HOW GLOBAL LEADERSHIP DIFFERS FROM DOMESTIC LEADERSHIP
  • THE CHALLENGE OF FINDING GLOBAL LEADERS WITH THE “RIGHT Stuff”
  • What Competencies Are Required for Effective Global Leadership?
  • Selecting and Developing Effective Global Leaders
  • ASSESSING GLOBAL LEADERSHIP COMPETENCIES
  • MODELS FOR DEVELOPING GLOBAL LEADERS
  • TOOLS AND TECHNIQUES FOR DEVELOPING GLOBAL LEADERSHIP SKILLS
  • Leading Global Teams
  • LEADING TEAMS
  • COMPLEXITY FOR TEAMS IN THE GLOBAL CONTEXT
  • GLOBAL TEAM LEADERSHIP AND CULTURE
  • VIRTUAL AND GEOGRAPHICALLY DISPERSED TEAMS
  • PERFORMANCE MANAGEMENT IN GLOBAL TEAMS
  • Leading Global Change
  • CHANGE MODELS
  • CHANGE AND CULTURE
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • JUSTIN MARSHALL: A FAILED GLOBAL LEADERSHIP OPPORTUNITY?
  • Notes
  • Module 12: International Markets: Assessment and Entry Modes
  • Module 12 Introduction
  • Market Screening Approaches and Techniques
  • INITIAL SCREENING—BASIC NEEDS POTENTIAL
  • SECOND SCREENING—FINANCIAL AND ECONOMIC FORCES
  • THIRD SCREENING—POLITICAL AND LEGAL FORCES
  • FOURTH SCREENING—CULTURAL FORCES
  • FIFTH SCREENING—COMPETITIVE FORCES
  • FINAL SELECTION OF NEW MARKETS
  • SEGMENT SCREENING
  • Trade Missions and Trade Fairs
  • Research in the Local Market and as Practiced
  • What Methods Are Available for Entering Foreign Markets
  • NONEQUITY MODES OF ENTRY
  • EQUITY-BASED MODES OF ENTRY
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • EVALUATING AND COMPARING THE ATTRACTIVENESS OF THREE LARGE LATIN AMERICAN COUNTRIES
  • Notes
  • Module 13: Marketing Internationally
  • Module 13 Introduction
  • Differences between Domestic and International Trade
  • The Marketing Mix
  • STANDARDIZE, ADAPT, OR START FROM SCRATCH?
  • Product Strategies
  • Modifying Types of Products
  • INDUSTRIAL PRODUCTS
  • CONSUMER PRODUCTS
  • SERVICES
  • FOREIGN ENVIRONMENTAL FORCES
  • Promotional Strategies
  • ADVERTISING
  • Media Availability and Internet Advertising
  • TYPE OF PRODUCT
  • FOREIGN ENVIRONMENTAL FORCES
  • Neither Purely Global nor Purely Local
  • PERSONAL SELLING
  • SALES PROMOTION
  • PUBLIC RELATIONS
  • Pricing Strategies
  • STANDARDIZING PRICES
  • FOREIGN NATIONAL PRICING
  • INTERNATIONAL PRICING
  • Distribution Strategies
  • STANDARDIZING DISTRIBUTION
  • FOREIGN ENVIRONMENTAL FORCES
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • Wendy’s expansion and marketing strategy down under
  • Notes
  • Module 14: Managing Human Resources in an International Context
  • Module 14 Introduction
  • Worldwide Labor Conditions
  • OVERALL SIZE OF THE WORKFORCE
  • AGING OF POPULATIONS
  • URBANIZATION OF WORKFORCE
  • IMMIGRANT LABOR
  • GUEST WORKERS
  • BRAIN DRAIN
  • LABOR UNIONS
  • The Strategic Approach to International Human Resource Management
  • Recruitment and Selection of Employees
  • ETHNOCENTRIC STAFFING POLICY
  • POLYCENTRIC STAFFING POLICY
  • REGIOCENTRIC STAFFING POLICY
  • GEOCENTRIC STAFFING POLICY
  • Training and Development of Employees
  • HOME- OR PARENT-COUNTRY NATIONAL
  • HOST-COUNTRY NATIONAL
  • THIRD-COUNTRY NATIONAL
  • Expatriates
  • THE Expatriate’s FAMILY
  • PREPARATION FOR THE TRANSITION: LANGUAGE TRAINING
  • EXPATRIATE SERVICES
  • REPATRIATION—THE SHOCK OF RETURNING HOME
  • Compensation for International Assignments
  • SALARIES
  • ALLOWANCES
  • BONUSES
  • COMPENSATION PACKAGES CAN BE COMPLICATED
  • COMPENSATION OF THIRD-COUNTRY NATIONALS
  • INTERNATIONAL STATUS
  • PERKS
  • What’s IMPORTANT TO YOU?
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • JAYDEN WHITE: SHOULD HE ACCEPT AN EXPAT ASSIGNMENT TO CHINA?
  • Notes
  • Module 15: International Accounting and Financial Management
  • Module 15 Introduction
  • Accounting and Foreign Currency
  • THE PURPOSE OF INTERNATIONAL ACCOUNTING
  • FOREIGN CURRENCY TRANSACTIONS
  • FOREIGN CURRENCY CONSOLIDATION: TRANSLATION AND FUNCTIONAL CURRENCY
  • INTERNATIONAL ACCOUNTING STANDARDS ON THE PATH OF CONVERGENCE
  • ACCOUNTING AND CULTURE
  • Triple-Bottom-Line Accounting
  • International Financial Management: Capital Structure of the Firm
  • International Financial Management: Cash Flow Management
  • WHY FUNDS ARE MOVED AND USEFUL TECHNIQUES FOR MOVING THEM
  • INTERNATIONAL FINANCE CENTER
  • MULTILATERAL NETTING
  • LEADING AND LAGGING
  • Foreign Exchange Risk Management
  • TRANSACTION EXPOSURE
  • TRANSLATION EXPOSURE
  • ECONOMIC EXPOSURE
  • Taxation
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • ADOBE’S CURRENCY RISK MANAGEMENT STRATEGIES
  • Notes
  • Bonus Module A: International Institutions from a Business Perspective
  • Bonus Module A Introduction
  • What Are Institutions, and Why Are They Useful?
  • Institutional Theory
  • TYPES OF INSTITUTIONS
  • The United Nations
  • GENERAL UN SUPPORT OF BUSINESS
  • DIRECT UN IMPACT ON BUSINESS
  • UN ORGANIZATION
  • International Monetary Institutions
  • INTERNATIONAL MONETARY FUND
  • THE WORLD BANK
  • World Development and Trade Organizations
  • ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT (OECD)
  • WORLD TRADE ORGANIZATION
  • Economic Integration Agreements
  • FREE TRADE AREA
  • COMMON MARKET
  • ECONOMIC INTEGRATION
  • EXAMPLES OF ECONOMIC INTEGRATION AGREEMENTS
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • GEOPOLITICAL RISK ASSESSMENT AND ARTIFICIAL INTELLIGENCE INTEGRATION FOR MNCS
  • Notes
  • Bonus Module B: Export and Import Practices
  • Bonus Module B Introduction
  • Sources of Export Information, Counseling, and Support
  • MISTAKES MADE BY NEW EXPORTERS
  • EXPORT MARKETING PLAN
  • Incoterms, Pricing, Terms of Sale, and Payment
  • INCOTERMS
  • PRICING
  • TERMS OF SALE
  • EXPORT PAYMENT PROCEDURES
  • Export Financing
  • Export Procedures and Export Documents
  • EXPORT SHIPMENTS
  • Importing
  • SOURCES FOR IMPORTS
  • CUSTOMHOUSE BROKERS
  • IMPORT DUTIES
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • ELECTRIFYING EXPORT: CARKINESIS’S PRICING STRATEGY
  • Sample Outline for an Export Marketing Plan
  • Notes
  • Bonus Module C: Global Operations and Supply Chain Management
  • Bonus Module C Introduction
  • Managing Global Supply Chains
  • Design of Products and Services
  • Sourcing Globally
  • REASONS FOR SOURCING GLOBALLY
  • GLOBAL SOURCING ARRANGEMENTS
  • IMPORTANCE OF GLOBAL SOURCING
  • THE INCREASING USE OF ELECTRONIC PURCHASING FOR GLOBAL SOURCING
  • Manufacturing Systems and Logistics
  • ADVANCED PRODUCTION TECHNIQUES CAN ENHANCE QUALITY AND LOWER COSTS
  • LOGISTICS AND SUPPLY CHAINS
  • Standardization and the Management of Global Operations
  • BENEFITS OF STANDARDIZATION OF GLOBAL OPERATIONS
  • IMPEDIMENTS TO STANDARDIZATION OF GLOBAL OPERATIONS
  • SOME DESIGN SOLUTIONS
  • Summary
  • Key Terms
  • Critical Thinking Questions
  • Research Task
  • Mini Case
  • apple in transition: geopolitical tensions and the move of manufacturing to india
  • Notes
  • Glossary
  • Glossary
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  • Name and Organization Index
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  • World Map
  • World Map
  • Accessibility Content: Extended Description for Images
  • Every Learner is Unique Graphic Extended Description (Front Matter)
  • FIGURE 1.1 Extended Description (Chapter 1)
  • FIGURE 1.2 Extended Description (Chapter 1)
  • FIGURE 1.3 Extended Description (Chapter 1)
  • FIGURE 1.4 Extended Description (Chapter 1)
  • FIGURE 1.5 Extended Description (Chapter 1)
  • FIGURE 2.1 Extended Description (Chapter 2)
  • FIGURE 2.2 Extended Description (Chapter 2)
  • FIGURE 2.3 Extended Description (Chapter 2)
  • FIGURE 2.4 Extended Description (Chapter 2)
  • FIGURE 2.5 Extended Description (Chapter 2)
  • FIGURE 2.6 Extended Description (Chapter 2)
  • FIGURE 2.7 Extended Description (Chapter 2)
  • FIGURE 2.8 Extended Description (Chapter 2)
  • FIGURE 3.1 Extended Description (Chapter 3)
  • FIGURE 3.2 Extended Description (Chapter 3)
  • FIGURE 3.3 Extended Description (Chapter 3)
  • FIGURE 3.4 Extended Description (Chapter 3)
  • FIGURE 3.5 Extended Description (Chapter 3)
  • FIGURE 3.6 Extended Description (Chapter 3)
  • FIGURE 4.1 Extended Description (Chapter 4)
  • FIGURE 4.2 Extended Description (Chapter 4)
  • FIGURE 4.3 Extended Description (Chapter 4)
  • FIGURE 4.4 Extended Description (Chapter 4)
  • FIGURE 4.5 Extended Description (Chapter 4)
  • FIGURE 4.6 Extended Description (Chapter 4)
  • FIGURE 4.7 Extended Description (Chapter 4)
  • FIGURE 4.8 Extended Description (Chapter 4)
  • FIGURE 4.9 Extended Description (Chapter 4)
  • FIGURE 4.10 Extended Description (Chapter 4)
  • FIGURE 4.11 Extended Description (Chapter 4)
  • FIGURE 4.12 Extended Description (Chapter 4)
  • FIGURE 4.13 Extended Description (Chapter 4)
  • FIGURE 4.14 Extended Description (Chapter 4)
  • FIGURE 4.15 Extended Description (Chapter 4)
  • FIGURE 5.1 Extended Description (Chapter 5)
  • FIGURE 5.2 Extended Description (Chapter 5)
  • FIGURE 5.3 Extended Description (Chapter 5)
  • FIGURE 5.4 Extended Description (Chapter 5)
  • FIGURE 5.5 Extended Description (Chapter 5)
  • FIGURE 5.6 Extended Description (Chapter 5)
  • FIGURE 5.7 Extended Description (Chapter 5)
  • FIGURE 5.8 Extended Description (Chapter 5)
  • FIGURE 6.1 Extended Description (Chapter 6)
  • FIGURE 6.2 Extended Description (Chapter 6)
  • FIGURE 6.3 Extended Description (Chapter 6)
  • FIGURE 7.1 Extended Description (Chapter 7)
  • FIGURE 7.2 Extended Description (Chapter 7)
  • FIGURE 7.3 Extended Description (Chapter 7)
  • FIGURE 7.4 Extended Description (Chapter 7)
  • FIGURE 7.5 Extended Description (Chapter 7)
  • FIGURE 7.6 Extended Description (Chapter 7)
  • FIGURE 7.7 Extended Description (Chapter 7)
  • FIGURE 8.1 Extended Description (Chapter 8)
  • Big Mac Graphic Extended Description (Chapter 8)
  • FIGURE 8.2 Extended Description (Chapter 8)
  • FIGURE 8.4 Extended Description (Chapter 8)
  • FIGURE 9.1 Extended Description (Chapter 9)
  • FIGURE 9.2 Extended Description (Chapter 9)
  • FIGURE 9.3 Extended Description (Chapter 9)
  • FIGURE 9.4 Extended Description (Chapter 9)
  • FIGURE 9.5 Extended Description (Chapter 9)
  • FIGURE 9.6 Extended Description (Chapter 9)
  • FIGURE 10.1 Extended Description (Chapter 10)
  • FIGURE 10.2 Extended Description (Chapter 10)
  • FIGURE 10.3 Extended Description (Chapter 10)
  • FIGURE 10.4 Extended Description (Chapter 10)
  • FIGURE 10.5 Extended Description (Chapter 10)
  • FIGURE 10.6 Extended Description (Chapter 10)
  • FIGURE 10.7 Extended Description (Chapter 10)
  • FIGURE 10.8 Extended Description (Chapter 10)
  • Table 11.1 Extended Description (Chapter 11)
  • FIGURE 11.1 Extended Description (Chapter 11)
  • FIGURE 11.2 Extended Description (Chapter 11)
  • FIGURE 11.3 Extended Description (Chapter 11)
  • FIGURE 12.1 Extended Description (Chapter 12)
  • Economic Commission for Africa Graphic Extended Description (Chapter 12)
  • FIGURE 13.1 Extended Description (Chapter 13)
  • FIGURE 13.2 Extended Description (Chapter 13)
  • FIGURE 14.1 Extended Description (Chapter 14)
  • FIGURE 14.2 Extended Description (Chapter 14)
  • FIGURE 14.3 Extended Description (Chapter 14)
  • FIGURE 14.4 Extended Description (Chapter 14)
  • FIGURE 14.5 Extended Description (Chapter 14)
  • FIGURE 15.2 Extended Description (Chapter 15)
  • FIGURE 15.3 Extended Description (Chapter 15)
  • FIGURE 15.4 Extended Description (Chapter 15)
  • FIGURE A.1 Extended Description (Bonus Module A)
  • FIGURE A.2 Extended Description (Bonus Module A)
  • FIGURE A.3 Extended Description (Bonus Module A)
  • FIGURE A.4 Extended Description (Bonus Module A)
  • FIGURE A.6 Extended Description (Bonus Module A)
  • FIGURE A.7 Extended Description (Bonus Module A)
  • FIGURE A.8 Extended Description (Bonus Module A)
  • FIGURE B.1 Extended Description (Bonus Module B)
  • FIGURE B.2 Extended Description (Bonus Module B)
  • Figure B.3 Extended Description (Bonus Module B)
  • FIGURE B.4 Extended Description (Bonus Module B)
  • FIGURE C.1 Extended Description (Bonus Module C)