Archivio tag per: international strategy

Fixing Greece: why not treat it like a troubled subsidiary

Reading time: 5 minutes

09 Lug
09/07/2015
Foto del profilo di Markus Venzin

by Markus Venzin

SDA Professor of Strategic and Entrepreneurial Management

What are the next steps now after the strong “ókhi” (no) vote of the Greek population against the last bail out offer from the creditors? The EU can’t let Greece fall by the wayside. There is so much more at stake than the cost of a bailout: Patients struggle without medicines and elderly citizens cry in front of closed banks because they can no longer access their pensions. Children are hit hard as services dry up. The EU cannot say "this is not our problem anymore."

To find a solution, let's take for a moment a management perspective, with Greece being a subsidiary, and the EU its parent company. How would the top management team of this multinational company handle the issue?

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The Dragon flies high: China’s rise to a global investor

Reading time: 7 minutes

13 Mag
13/05/2015
Foto del profilo di Olga Annushkina

by Olga Annushkina

SDA Professor of Strategic and Entrepreneurial Management

In 2015 the emerging markets (neither “BRIC”s nor “MINT”s) are still not back to the double digit growth due to the sluggish global economic context, low oil prices negatively affecting oil exporters, Ebola epidemic and political instability.

The double digit growth is nevertheless there, in the statistics on the accumulated stock of outward foreign direct investments by the key emerging economies (acquisitions of lasting management interest of minimum of 10% of voting stock in markets other than that of an investor).

In 2013 the stock of Chinese outward foreign direct investments (OFDIs) became the largest among the emerging economies surpassing Russian OFDIs. In fact, Chinese OFDIs had been recently attracting more and more attention in the mature economies as some of the “iconic” brands and companies are changing the hands. The objectives of Chinese cross-border M&As and greenfield investments vary by industry and by country, but most of them seem to share the common pattern: mid-term and long-term orientation.

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Managing International Risk: the Art of Prevoir

Reading time: 6 minutes

18 Feb
18/02/2015
Foto del profilo di Olga Annushkina

by Olga Annushkina

SDA Professor of Strategic and Entrepreneurial Management

International markets expose firms to an ample variety of risks, comprising the currency exchange rate fluctuations. In the past two months many firms had to deal with a number of “surprises” that confirmed the two mantras of the expert scenario planners: one cannot “cheat” forever the laws of economics and the unsustainable trends will reverse, at a certain point.

It is certainly easy to discuss and interpret the past events and fish out the “early warnings” that could have indicated to us the Russian Rouble’s plunge against most of the world currencies, the Swiss franc’s appreciation and the Euro’s decline against the US Dollar. But the ability to read between the lines and to imagine the key possible scenarios of the macroeconomic, social and political context evolution is the starting point for any manager or entrepreneur.

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Overcoming the Liability of Outsidership

Reading time: 7 minutes

12 Nov
12/11/2014
Foto del profilo di Olga Annushkina

by Olga Annushkina

SDA Professor of Strategic and Entrepreneurial Management

During one of our executive education programs I happened to talk to a manager who was an “NRI” – a non-resident Indian, originally from Kolkata who completed his studies in Europe and had been working for a German multinational. And I was told yet another example reconfirming the impact of the Liability of Outsidership on personal and company performance in doing business abroad.
After several years in a junior managerial position at the company’s headquarters in Europe, that person was relocated to India with an objective to strengthen the company’s local business development activities. Despite his energy, motivation and good relationship skills, that person kept on being “bounced back”, unable to create effective business relationships with potential clients and business partners. Seeing the meagre results of the initial decision, the company decided to adapt its policy: he was joined by a “local” Indian manager and things improved. “Before, I was seen an outsider, you know, even if I am an Indian”, he told me.

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Italian sounding: minaccia o opportunità?

Reading time: 5 minutes

22 Ott
22/10/2014
Foto del profilo di Massimiliano Bruni

by Massimiliano Bruni

SDA Professor of Strategic and Entrepreneurial Management

Il settore alimentare costituisce uno dei pilastri dell’economia nazionale.  Nel solo comparto della manifattura alimentare l’ISTAT stima che in Italia vi siano più di 55.000 imprese, le quali danno lavoro a quasi 400.000 addetti. Con una dimensione complessiva di oltre 220 miliardi di Euro e un volume di esportazioni pari a 33 miliardi, fornisce un importante contributo alla bilancia commerciale del nostro Paese. I mercati esteri sembrano rappresentare oggi la principale opportunità di crescita di medio e lungo termine, a fronte di un mercato nazionale che evidenzia, dal 2013, un calo dei consumi alimentari delle famiglie italiane. Non stupisce, dunque, se il Presidente del Consiglio italiano, Matteo Renzi, ha più volte dichiarato di ritenere che un obiettivo da perseguire entro il 2017 è di arrivare ad esportazioni per 50 miliardi di Euro.

Nello scenario della crescita internazionale, molti lamentano la concorrenza, da molti considerata sleale, dei prodotti cosiddetti “Italian sounding”; prodotti realizzati al di fuori dall’Italia, presentati sui mercati esteri con nomi che evocano origini e caratteristiche italiane. ISMEA e il Ministero delle politiche agricole stimano che i falsi prodotti alimentari italiani superano i 60 miliardi di Euro e che due prodotti alimentari di tipo italiano su tre siano falsi. Se certamente questi prodotti tradiscono la tradizione e il gusto italiano e confondono spesso i consumatori stranieri, costituiscono veramente una minaccia oppure offrono anche una grande opportunità per i nostri prodotti e per le nostre aziende?

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