International Buisness

(a) What was the critical catalyst that led Kodak to start taking the Japanese market place seriously?until early 1980s when fuji launched an aggressive export drive, fight Kodak in the north American and European markets. ====================(b) From the evidence given in the case do you think Kodaks charges of unfair trading practices against fuji are valid? Support your answer.The charges were very valid.the Japanese government helped to clear a profile sanctuary for Fuji in Japan by systematically denying Kodak access to Japanese distribution channels for consumer film and paper. Kodak claims Fuji has effectively shut Kodak products out of quadruplet distributors that have a 70% share of the painting distribution market. Fuji has an equity position in two of the distributors, gives large year end relates and cash payments to all four distributors as a reward for their loyalty to Fuji, and owns stakes in the banks that pay them. Kodak also claims that Fuji uses similar ta ctics to control 430 wholesale photo furnishing labs in Japan to which it is the exclusive supplier. Moreover Kodaks petition claims that the Japanese government has actively encourages these practicesWhich company is truly Multinational ? Why? family A IS Geocentrism ORIENTATION GLOBAL MULTI ORIENTEDIntegrated global outlook More powerful ingrained company throughout Better quality of products and services Worldwide usage of best reaources Improved local country management Greater committal to global objectives Higher global profitsCOMPANY B IS ETHOCENTRIC Ethnocentric Orientation national market extension concept Domestic strategies, techniques, and personnel are sensed as superior International customers, considered secondary International markets regarded as o outlets for surplus domestic production International merchandise plans o essential in-house by international division2 List three differences among Company , Multi National company and Trans Multi National Co mpany ? Content of the intravenous feeding Basic Multinational Strategies a) Explain why MNCs have located R & D centres in developing countries?SOME OF THE DEVELOPING COUNTRIES OFFER(a) access to extremely qualified scientists as shortages of research personnel emerge in legitimate fields in industrialised countries, (b) Cost differentials in research salaries in the midst of developing and industrialised countries, and (c) rationalisation of operations, assigning particular affiliates the responsibility for developing, manufacturing, and marketing particular products worldwide.(b) Mention the areas where R & D activities can easily be decentralised.1.INTEGRATED CHIPS/OPTICAL DATA DEVICESFor instance, Sony Corporation of Japan has around nine R & D units in Asian developing countries. It has three units in capital of Singapore conducting R & D on core comp atomic number 53nts such as visual data shortage devices, integrated chip design for audio products and campaign disc re ad-only memory drives, and multimedia and microchip software.2. VIDEO/ DESIGN/DERIVATIVE MODELS It has three units in Malaysia working on video design, derivative models and circuit blocks for new TV chases, radio cassettes, discman and hi-fi receiver designs.3.DESIGN UNIT FOR COMPACT DISCS/RADIO CASSETTES ETC It has one unit in Republic of Korea focusing on the design of compact discs, radio cassettes, tape recorders, and car stereos.4.DESIGNING/DEVELOPING RECORDERSIt has one in mainland China designing and developing video tape-recorders, minidisk players, video CDs, and duplicator. Finally, it has one unit in Indonesia focusing on the design of audio products.Such units often work in collaboration with science and technology institutes in the host country. For instance, Daimler Benz has established such a unit in Bangalore, India, in collaboration with the Indian set of Science to work on projects related to its vehicles and avionics business. Current work includes port design o f avionics landing systems and smart GPS sensors for use by the groups business worldwide.VARIABEL COST 27000 30000 57000FIXED COST 13000 13000 2600040000 43000 830001. The Profit Volume ratio pvr pvr= section/ sales =sales-variable cost / sales = 95000-57000/95000= 0.40 ====================== 2. Fixed Expenses=======26000 ======================= 3. Break-Even Sales Sales- variable = function shore Break even sales= total annual intractable cost ___________________ Contribution gross profit/total sales =26000/ 0.40 =65000.4. Percentage of margin of refuge Subtract from the projected sales the amount of sales you consume to fragmentize even. For example, if you anticipate sales of $95,000, but only need $65,000 to break even, subtract $65,000 from $95,000 to get a safety margin of $30,000. 2Divide the safety margin by the projected sales to find the margin of safety ratio. In this example, divide $30,000 by $95,000 to get 0.315. 3 Multiply the margin of safety ratio by 100 to find the margin of safety percentage. In this example, multiply 0.315 by 100 to get an 3.15 percent margin of safety.