15 managing international operations copyright © 2014 pearson education, inc
TRANSCRIPT
![Page 1: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/1.jpg)
15 Managing Managing International International OperationsOperations
Copyright © 2014 Pearson Education, Inc.
![Page 2: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/2.jpg)
15 - 2Copyright © 2014 Pearson Education, Inc.
Chapter ObjectivesChapter Objectives
• Identify the elements that are important to
consider when formulating production strategies
• Identify key considerations when acquiring
physical resources
• Identify several production matters that are of
special concern to managers
• Describe the three potential sources of financing
and the main financial instruments of each
![Page 3: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/3.jpg)
15 - 3Copyright © 2014 Pearson Education, Inc.
ToyotaToyota
• Produces, designs, and sells globally• Has solely- and jointly-owned facilities• Planning and financing are vital
• Produces, designs, and sells globally• Has solely- and jointly-owned facilities• Planning and financing are vital
![Page 4: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/4.jpg)
15 - 4Copyright © 2014 Pearson Education, Inc.
Reflects overall firm strategy
Low-cost leadership
Focus
Differentiation
Essential to achieving objectives
Production StrategyProduction Strategy
![Page 5: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/5.jpg)
15 - 5Copyright © 2014 Pearson Education, Inc.
Capacity PlanningCapacity Planning
Assessing a company’s ability to produce enough output to satisfy market demand
Work shifts
Labor laws
Facility capacity
Subcontracting
![Page 6: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/6.jpg)
15 - 6Copyright © 2014 Pearson Education, Inc.
Facilities Location PlanningFacilities Location Planning
Selecting a location for production facilities
Resources,conditions
Labor costs,productivity
Servicecustomer needs
Factory tomarket distance
![Page 7: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/7.jpg)
15 - 7Copyright © 2014 Pearson Education, Inc.
Location EconomiesLocation Economies
Key:
Each production activity generates
more value in a particular location
than could be generated elsewhere
Economic benefits derived from locatingproduction activities in optimal locations
Economic benefits derived from locatingproduction activities in optimal locations
![Page 8: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/8.jpg)
15 - 8Copyright © 2014 Pearson Education, Inc.
Centralized production Low-cost leadership Global strategy Transportation costs
Decentralized production Differentiation / Focus Multinational strategy Buyer preferences
Centralized vs. DecentralizedCentralized vs. Decentralized
![Page 9: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/9.jpg)
15 - 9Copyright © 2014 Pearson Education, Inc.
Process PlanningProcess Planning
Deciding the process that a companywill use to create its product
Low-cost leadership Large scale Efficiency
Differentiation / Focus Skills Flexibility
![Page 10: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/10.jpg)
15 - 10Copyright © 2014 Pearson Education, Inc.
Standardized or AdaptedStandardized or Adapted
Low-cost leadership
Standardized
Large batches
Automated
Differentiation / Focus
Adapted
Higher cost
Small scale
![Page 11: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/11.jpg)
15 - 11Copyright © 2014 Pearson Education, Inc.
Facilities Layout PlanningFacilities Layout Planning
Deciding the spatial arrangement ofproduction processes within facilities
Reflects business strategy
Geography may be a factor
![Page 12: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/12.jpg)
15 - 12Copyright © 2014 Pearson Education, Inc.
Discussion QuestionDiscussion Question
What is the concept of location economies and how important is it to facilities location planning?
![Page 13: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/13.jpg)
15 - 13Copyright © 2014 Pearson Education, Inc.
Answer to Discussion Answer to Discussion QuestionQuestion
Location economies are the economic benefits derived from locating production activities in optimal locations. In other words, each production activity generates more value in a particular location than could be generated anywhere else. Location economies are essential to location planning because of their strategic importance for the long-term success of a firm’s operations.
![Page 14: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/14.jpg)
15 - 14Copyright © 2014 Pearson Education, Inc.
Make-or-Buy DecisionMake-or-Buy Decision
Questions:Questions:
Raw materialsRaw materials
Intermediate componentsIntermediate components
Facility availabilityFacility availability
Cost considerationsCost considerations
![Page 15: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/15.jpg)
15 - 15Copyright © 2014 Pearson Education, Inc.
Decision to MakeDecision to Make
Vertical integration
Extend control over inputs (backward integration)or outputs (forward integration)
Reasons to make
Lower cost
Greater control
![Page 16: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/16.jpg)
15 - 16Copyright © 2014 Pearson Education, Inc.
Reasons to buyOutsourcing
Decision to BuyDecision to Buy
Buying from anothercompany a good orservice that is not
central to a company’scompetitive advantage
Greater flexibility
Market power
Lower risk
![Page 17: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/17.jpg)
15 - 17Copyright © 2014 Pearson Education, Inc.
Materials and AssetsMaterials and Assets
Raw materials Quality Quantity
Fixed assets Existing Facility Greenfield
![Page 18: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/18.jpg)
15 - 18Copyright © 2014 Pearson Education, Inc.
Discussion QuestionDiscussion Question
When a company extends control over additional stages of production, either inputs or outputs, it undertakes __________.
a. Outsourcing
b. Capacity planning
c. Vertical integration
![Page 19: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/19.jpg)
15 - 19Copyright © 2014 Pearson Education, Inc.
Answer to Discussion Answer to Discussion QuestionQuestion
When a company extends control over additional stages of production, either inputs or outputs, it undertakes __________.
a. Outsourcing
b. Capacity planning
c. Vertical integration
![Page 20: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/20.jpg)
15 - 20Copyright © 2014 Pearson Education, Inc.
Quality ImprovementQuality Improvement
Total QualityManagement (TQM) ISO 9000
Continuous quality improvementto meet or exceed customer
expectations throughquality-enhancing processes
Certification a firm gets whenit meets the highest quality
standards in its industry
![Page 21: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/21.jpg)
15 - 21Copyright © 2014 Pearson Education, Inc.
Other Production IssuesOther Production Issues
Importance of cost containment
Shippingcosts
Shippingcosts
Just-in-timemanufacturing
Just-in-timemanufacturing
Inventorycosts
Inventorycosts
![Page 22: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/22.jpg)
15 - 22Copyright © 2014 Pearson Education, Inc.
Decision to Reinvest or DivestDecision to Reinvest or Divest
REINVEST
Promising outlook Growing market Highest return
DIVEST
Unprofitable outlook Social unrest
![Page 23: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/23.jpg)
15 - 23Copyright © 2014 Pearson Education, Inc.
Discussion QuestionDiscussion Question
What are some of the considerations that underlie the reinvest-versus-divest decision?
![Page 24: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/24.jpg)
15 - 24Copyright © 2014 Pearson Education, Inc.
Answer to Discussion Answer to Discussion QuestionQuestion
A firm reinvests when it wishes to: (1) reinvest in a market with a long payback period, (2) maintain its market share and competitive position, (3) reinvest in a market growing rapidly, and (4) reduce its international competition.
A firm divests when it wishes to: (1) avoid a low return on investment, (2) avoid high country risk, and (3) invest in more profitable opportunities elsewhere.
![Page 25: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/25.jpg)
15 - 25Copyright © 2014 Pearson Education, Inc.
Financing Business OperationsFinancing Business Operations
Pay operating expenses
Expand production capacity
Enter new geographic markets
Develop and reward employees
Invest in new projects
and so much more…
Financial resources needed to:
![Page 26: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/26.jpg)
15 - 26Copyright © 2014 Pearson Education, Inc.
Borrowing LocallyBorrowing Locally
Difficulties:
Exchange-rate risk
Currency inconvertibility
Restricted capital flows
![Page 27: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/27.jpg)
15 - 27Copyright © 2014 Pearson Education, Inc.
Back-to-Back LoanBack-to-Back Loan
![Page 28: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/28.jpg)
15 - 28Copyright © 2014 Pearson Education, Inc.
American Depository ReceiptsAmerican Depository Receipts
Certificates traded in the U.S. that represent a specific number of shares in a non-U.S. company
No currency-conversion fees No minimum purchase amounts Attractive to U.S. mutual funds
![Page 29: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/29.jpg)
15 - 29Copyright © 2014 Pearson Education, Inc.
Culture Matters:Culture Matters:Financing Business from Financing Business from
AbroadAbroad
Business school international programs
Your country’s commerce department
Leverage your contacts
Industry events in other countries
Hire an intermediary to find capital
Exploit Facebook, Twitter, LinkedIn, etc…
![Page 30: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/30.jpg)
15 - 30Copyright © 2014 Pearson Education, Inc.
Emerging Stock MarketsEmerging Stock Markets
Poorregulation
Poorregulation
ExtremevolatilityExtremevolatility
Hot moneyLiquid investments that
can be quickly withdrawn
Hot moneyLiquid investments that
can be quickly withdrawn
Patient moneyHoldings of factories,
equipment, and land thatcannot be quickly withdrawn
Patient moneyHoldings of factories,
equipment, and land thatcannot be quickly withdrawn
![Page 31: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/31.jpg)
15 - 31Copyright © 2014 Pearson Education, Inc.
Equity, debt,and fees
Revenue fromoperations
Subsidiaries financed byparents who are laterrewarded financially
Money earned fromsales is the lifeblood
of every company
Internal FundingInternal Funding
![Page 32: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/32.jpg)
15 - 32Copyright © 2014 Pearson Education, Inc.
Mix of equity, debt, and internal funds used to finance activities
Capital StructureCapital Structure
![Page 33: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/33.jpg)
15 - 33Copyright © 2014 Pearson Education, Inc.
Discussion QuestionDiscussion Question
A certificate that trades in the United States and represents a specific number of shares in a non-U.S. company is called a(n) __________.
a. Back-to-back loan
b. Foreign Capital Receipt
c. American Depository Receipt
![Page 34: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/34.jpg)
15 - 34Copyright © 2014 Pearson Education, Inc.
Answer to Discussion Answer to Discussion QuestionQuestion
A certificate that trades in the United States and represents a specific number of shares in a non-U.S. company is called a(n) __________.
a. Back-to-back loan
b. Foreign Capital Receipt
c. American Depository Receipt
![Page 35: 15 Managing International Operations Copyright © 2014 Pearson Education, Inc](https://reader037.vdocument.in/reader037/viewer/2022102722/551c24e5550346b24f8b5dbe/html5/thumbnails/35.jpg)
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
Copyright © 2014 Pearson Education, Inc.
15 - 35