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This document is to help non-US small to medium enterprises (SME) when considering doing international business in and through the United States of America (US). It is a brief overview of a sample of issues to consider and is not an exhaustive treatment of the subject. It is meant to serve as an introductory guide for discussion between the company and their Buoyant Capital peer advisor. The peer advisors may suggest how to establish a business plan for internationalization via the US market using NYC as the primary international base of operations. For this document an SME is a company that has reached break-even, is a sustainable business, with products that are suitable for the international market, but may currently be selling only to a domestic or near regional market close to its borders. The author assumes the company has an intent to conduct cross-border trade spanning North and South America, Western and Eastern Europe, Russia and Africa. (Commercial activity in Asia also applies but has special considerations that are not fully represented in this document. A peer advisor can address the specifics of each case as needed.) The suggestions offered in this document may be of interest to micro companies at an earlier stage of development, but much depends on the type of business and type of products being sold. While Buoyant Capital peer advisors have extensive experience in new venture formation, this document is not written for pre-revenue startups although they can benefit from an early understanding of the issues.
This document is to help non-US small to medium enterprises (SME) when considering doing international business in and through the United States of America (US). It is a brief overview of a sample of issues to consider and is not an exhaustive treatment of the subject. It is meant to serve as an introductory guide for discussion between the company and their Buoyant Capital peer advisor. The peer advisors may suggest how to establish a business plan for internationalization via the US market using NYC as the primary international base of operations. For this document an SME is a company that has reached break-even, is a sustainable business, with products that are suitable for the international market, but may currently be selling only to a domestic or near regional market close to its borders. The author assumes the company has an intent to conduct cross-border trade spanning North and South America, Western and Eastern Europe, Russia and Africa. (Commercial activity in Asia also applies but has special considerations that are not fully represented in this document. A peer advisor can address the specifics of each case as needed.) The suggestions offered in this document may be of interest to micro companies at an earlier stage of development, but much depends on the type of business and type of products being sold. While Buoyant Capital peer advisors have extensive experience in new venture formation, this document is not written for pre-revenue startups although they can benefit from an early understanding of the issues.
Globalization demands the creation of new business approaches to achieve high levels of competitiveness. Cultural differences factor into policies as companies expand their businesses in different countries and seek to collaborate with international entrepreneurs. The Handbook of Research on Internationalization of Entrepreneurial Innovation in the Global Economy brings together research on international business, entrepreneurship, and innovation in order to present a comprehensive publication for business professionals. This volume is an essential reference source for practitioners, academicians, researchers and upper-level students interested in learning about internationalization and innovation in a global market.
Small and medium-sized enterprises (SMEs), including start-ups and microenterprises, have emerged as an engine of growth for most of the countries in Asia and the Pacific. Their contributions are well-known; they increase production and exports, generate employment and facilitate income growth amongst the population. SMEs serve as a seedbed for enterprise development. Each country has evolved its own policies, institutional framework and support mechanisms for SMEs according to its needs, stage of economic development and culture. The experience of each one of them is unique. Developing a policy guidebook for SME development in the developing countries of the Asia-Pacific region has been a daunting task, when the variety of experiences and the varied policies and programmes of each country are taken into consideration. This book documents specific policy guidelines based on various countries' strategies, their best practices and their applicability in the context of development of SMEs in Asia and the Pacific in addition to the vast experience and expertise of the contributors, researchers and authors of the publication. Many countries as well as various multilateral and bilateral development agencies have implemented a variety of interventions in Asia and the Pacific in line with their SME development strategies, typically in the following key areas: (a) Business environment, including policy and regulatory framework and infrastructure development; (b) Entrepreneurship; (c) Financing; (d) Business development services; (e) Innovation and technology; and (f) Market access. Their interventions typically use several modalities to address the key issues, including policy advocacy, institutional capacity building, human resource development and direct support to enterprises. This comprehensive review of the SME policies and programmes in Asia and the Pacific demonstrates that the nations of the region appreciate the importance of SME development. The SME sector in many countries in the region suffers from numerous threats and challenges that necessitate a proactive approach from policymakers. National governments and various stakeholders in charge of policy planning would do well to recognize not only the threats and challenges, but also the changing needs of SMEs. In this regard, the following useful guidelines are identified for effective policymaking: (a) The reduction of entry barriers (and thus costs) for new businesses; (b) The importance of cash flow to SMEs -- the major reason most new and small businesses fail is not a lack of profits but a lack of cash; (c) The strengthening of entrepreneurship through training and education; and (d) The strengthening of networking and information dissemination, given the fact that a lack of networks and information hinders effective deployment of technology and business development services as well as collaboration with other firms. This publication should provide the basis for deliberations on policy formulation for SME development in Asia and the Pacific, developing and refining the institutional framework based on intercountry experiences. Implementation of policy options and their appropriate selection, based on key factors, is highlighted. The book may also serve as a training manual for entrepreneurs, educators and business associations, such as chambers of commerce and industry, for building up the capacity of SMEs.
Tourism is changing. This innovative textbook examines a key international service industry in the context of globalization processes, the state, and increased individual mobility, using case studies to illustrate wider themes and key issues.
Here is practical advice for anyone who wants to build their business by selling overseas. The International Trade Administration covers key topics such as marketing, legal issues, customs, and more. With real-life examples and a full index, A Basic Guide to Exporting provides expert advice and practical solutions to meet all of your exporting needs.
This book argues that most multinational companies lack an adequate global strategy. The material provides a systematic framework for evaluating which elements of strategy to globalize and by how much, and a practical guide on how to implement a globalization strategy in order to achieve a successful, total global strategy.* spells out the interaction between industry globalization drivers and the appropriate global strategy response. * devotes attention to the implementation of global strategy. * provides a systematic framework to the analysis of global strategy. * stresses business-level as opposed to corporate- level global strategy.
This book presents a structured yet flexible methodology for developing intercultural competence in a variety of contexts, both formal and informal. Piloted around the world by UNESCO, this methodology has proven to be effective in a range of different contexts and focused on a variety of different issues. It, therefore can be considered an important resource for anyone concerned with effectively managing the growing cultural diversity within our societies to ensure inclusive and sustainable development. Intercultural competence refers to the skills, attitudes, and behaviours needed to improve interactions across difference, whether within a society (differences due to age, gender, religion, socio-economic status, political affiliation, ethnicity, and so on) or across borders. The book serves as a tool to develop those competences, presenting an innovative adaptation of what could be considered an ancient tradition of storytelling found in many cultures. Through engaging in the methodology, participants develop key elements of intercultural competence, including greater self-awareness, openness, respect, reflexivity, empathy, increased awareness of others, and in the end, greater cultural humility. This book will be of great interest to intercultural trainers, policy makers, development practitioners, educators, community organizers, civil society leaders, university lecturers and students – all who are interested in developing intercultural competence as a means to understand and appreciate difference, develop relationships with those across difference, engage in intercultural dialogue, and bridge societal divides.
This edition analyses how trade can contribute to economic diversification and empowerment, with a focus on eliminating extreme poverty, particularly through the effective participation of women and youth. It shows how aid for trade can contribute to that objective by addressing supply-side capacity and trade-related infrastructure constraints, including for micro-, small- and medium-sized enterprises notably in rural areas.
Why do so many global strategies fail—despite companies’ powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, “flat” world, and the allure of similarities, firms launch one-size-fits-all strategies. But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activity—including direct investment, tourism, and communication—happens locally, not internationally. In this “semiglobalized” world, one-size-fits-all strategies don’t stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how—by providing tools for: · Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention. · Tracking the implications of particular border-crossing moves for your company’s ability to create value. · Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives. In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences—as well as how other well-known companies have failed at this challenge. Crucial for any business competing across borders, this book will transform the way you approach global strategy.