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Published byAugustus O’Connor’ Modified over 9 years ago
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By: Kevin Ferrone Bob Cardarelli Linda Carter Globalization Expansion of Balk Inc.
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Sound Business Strategy Globalization Why & How?
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Multinational (MNC) 1980 – 1K US organizations Today – 20K US organizations Companies that Import/ Export in US 1980 – 3K US organizations Today – 90K US organizations Statistics Globalization
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1 Create Urgency 2 Form a Powerful Coalition 3 Create a Vision for Change 4 Communicate the Vision Kotter’s – 8 Step Change Model Managing the Change of Expansion Expansion 5 Remove Obstacles 6 Create short- term wins 7 Build on the Change 8 Incorporate into Corporate Culture http://www.mindtools.com/pages/article/newPPM_82.htm
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A review of our current products and profits. [Year] sales research. Proposed new products. Costs on return and investment projections. Terms and conditions. Strategy and schedule. Sales and marketing needs. Questions and answers. More Details Later(Theories) Theories
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A review of our current products and profits. [Year] sales research. Proposed new products. Costs on return and investment projections. Terms and conditions. Strategy and schedule. Sales and marketing needs. Questions and answers. More Details Later(Global Leader) Competencies
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Expanding Leadership Development BALK Balk Inc.
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Prepares high potentials for leadership positions in a corporate setting Immersive Learning approach Blended online and onsite program The BALK Program Balk Inc.
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Mission Supply the business sector with “ready now” leaders Vision Bridge the gap between education and employment Prepare learners stand out and excel in the workplace. Values “Recognized as the premier source of leadership development” Mission, Vision, Values Balk Inc.
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Opportunities Revenue growth and business investments Capitalize on globalization trend Recognition for domain expertise, thought leader Threats Competition from local institutions Changes in political climate Unforeseen external circumstances Risk Management Plan Risks and Benefits of Global Expansion Balk Inc.
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BALK, CHINA China
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Challenges for a U.S. company in China Cultural Operational Leadership Intervention Overview China
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Giving Opinions Cultural Challenges China
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Party China
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The Boss China
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Handing Problems China
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Contracts Signed contract is start of the negotiation Trust is more important than signed agreements Difference in conflict management lead to expectation discrepancies Team Management Clarify Roles Offer multiple (less formal) avenues for feedback Company culture and mission They will look different! Culture – So What? China
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The Internet Blocked websites & slow access to servers outside China Asynchronous communication using the cloud is difficult Marketing and Distribution Channels Zhongjie (middle man) Understand hierarchy B2C is difficult and slow unless you have big $$$ The Government Setting up can be long and unclear (prepare extra time and $) “Rule by law” not “Rule of Law” Operational Issues China
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1 Create Urgency 2 Form a Powerful Coalition 3 Create a Vision for Change 4 Communicate the Vision Kotter’s – 8 Step Change Model China 5 Remove Obstacles 6 Create short-term wins 7 Build on the Change 8 Incorporate into Corporate Culture http://www.mindtools.com/pages/article/newPPM_82.htm
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Germany BALK Germany
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Challenges for a U.S. company in Germany Cultural Considerations Labor Laws Impact of Labor Issues Overview: Germany Germany
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Low Power Distance Highly Individualistic Masculine Uncertainty Avoidant Short-term Orientation Culture Germany Hofstede 5D Model Score Power Distance25 Individualism67 Masculinity/Femininity 66 Uncertainty avoidance 65 Long term orientation31
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Challenge to authority, expertise Direct, honest, communication Detailed planning and direction Cultural Issues in Practice Germany
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No employment “at will” Regulated work week Time out of office Parental leave Mass layoffs require government approval Labor Laws Germany
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Performance issues are unresolved, tolerated Resources unavailable during “off hours” Resources out of office for long durations Labor Laws in Practice Germany
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National Cultural Dimensions Score Power Distance13 Individualism54 Masculinity / Femininity 47 Uncertainty avoidance 81 Long term orientation- Hofstede Model Israel
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A review of our current products and profits. [Year] sales research. Proposed new products. Costs on return and investment projections. Terms and conditions. Strategy and schedule. Sales and marketing needs. Questions and answers. More Details Later Israel
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Hofstede’s 5D Model Comparison Conclusion
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1 Create Urgency 2 Form a Powerful Coalition 3 Create a Vision for Change 4 Communicate the Vision Kotter’s – 8 Step Change Model Conclusion 5 Remove Obstacles 6 Create short-term wins 7 Build on the Change 8 Incorporate into Corporate Culture http://www.mindtools.com/pages/article/newPPM_82.htm
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Questions and Answers… Q & A
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A review of our current products and profits. [Year] sales research. Proposed new products. Costs on return and investment projections. Terms and conditions. Strategy and schedule. Sales and marketing needs. Questions and answers. Will decide later if we want these. References
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