Global Corporations’ Strategies And Local Communities Essay Example

Although the process of globalization has affected the operations of numerous companies worldwide, these are not uniform principles that allow firms to attract the attention of local populations. Quite on the contrary, an in-depth analysis of local cultures and their unique characteristics is what helps create a perfect selling point. Therefore, most MNCs nowadays formulate their arbitrage strategies from the perspective that allows taking the cultural needs of local communities into account.

According to a recent report, four key types of arbitrage can be distinguished when appealing to local communities’ culture-specific needs. These are cultural, administrative, geographic, and economic arbitrages (Ghemawat “The Forgotten Strategy”). Though seemingly unrelated, the specified components of the arbitrate system are inseparable because of their link to the nature and origin of a particular community. Thus, they must be incorporated into the corporate strategy to manage corporate resources efficiently. Ghemawat also stresses the importance of recognizing and respecting distance between different cultures as an essential part of a successful business strategy (Ghemawat “Distance Still Matters”). By allowing buyers to feel unique and respected for their cultural heritage, a company is likely to cement customer loyalty to its products and brands. Therefore, the idea of distancing customers from a company should not be viewed as negative. Instead, it needs to be embraced as the means of catering to the needs of target demographics and, at the same time, retaining the levels of brand name recognition high (Khan et al. 467).

The process of formulating global strategies used by MNCs to attract target demographics also includes the overview of unique risks that target markets pose to the further economic growth of a firm. For instance, the fact that loss markets are no longer tolerated in the context of the post-bubble economic environment needs to be considered. The specified considerations help MNCs design appropriate risk management techniques and effective exit strategies (Maharjan and Sekiguchi 63).

However, when defining how MNCs define their strategies currently, one must address the issue of innovation. For large companies, operating in the modern global market implies dealing with a vast amount of information. The identification of valuable data, its analysis, and further use as the basis for corporate strategies, particularly marketing and promotion, must be regarded as one of the primary goals of any firm that targets the global market (Andersson et al. 157). The specified approach allows locating the levels of price sensitivity, unique demands, tastes, and other characteristics of local populations. As a result, an MNC can deliver the services that meet the standards set by buyers. Therefore, innovative approaches are essential to an MNC to survive and thrive in the global economy (Ghemawat, “Finding Your Strategy”).

Therefore, formulating a global strategy for an MNC starts with a profound analysis of its target audience, including its cultural background, economic opportunities, and other arbitrage elements that help understand customers better. An MNC must be fully aware of its customers’ culture-specific needs; thus, premises for success are created. Also, innovation, which is linked to not only technological progress but also corporate values, ethical principles, quality standards, communication processes, etc., must be viewed as a priority. With the identified concepts making the foundation for corporate principles and values, an MNC is likely to survive in the global market.

Works Cited

Andersson, Ulf, et al. “Technology, innovation and knowledge: The Importance of Ideas and International Connectivity.” Journal of World Business, vol. 51, no. 1, 2016, pp.153-162.

Ghemawat, Pankaj. “Distance Still Matters.” Harvard Business Review, 2001, Web.

“Finding Your Strategy in the New Landscape.” Harvard Business Review, 2010, Web.

“The Forgotten Strategy.” Harvard Business Review, Nov. 2013, Web.

Khan, Zaheer, et al. “Institutional Legitimacy and Norms-Based CSR Marketing Practices: Insights from MNCs Operating in a Developing Economy.” International Marketing Review, vol. 32, no. 5, 2015, pp. 463-491.

Maharjan, Mohan Pyari, and Tomoki Sekiguchi. “The Influence and Effectiveness of US-style and Japanese-style HR Practices on Indian Firms: A Conceptual Perspective.” South Asian Journal of Human Resources Management, vol. 3, no. 1, 2016, pp. 58-74.

Special Purchase And Resale Agreements

Introduction

A competent distribution of financial resources is an integral component of the successful economy, and corresponding procedures determine some possible ways of money investment. Various treaties and agreements that are regularly concluded among different entities are the mechanisms of the business sphere and are controlled by the banking authorities. Financial transactions, whether committed by individuals or legal entities, are subject to control, and no serious monetary contracts can be dispensed without the participation of banks.

The purpose of the study is to determine what the special purchase and resale agreements (SPRAs) are, what role they play in the current market, and what potential risks they can bear. In order to explore the topic in as much detail as possible, some peer-reviewed scientific articles with similar studies have been used. The results and findings can be useful for further research in this field and will serve as a basis for study and application as one of the sources in this topic.

Importance of SPRAs for the Market

The search for new ways of allocating financial resources and the proper investment of funds are keys to a successful business, and many market players are well aware of it. According to Kuenzler, in accordance with the emergence of new economic strategies, the role of the consumer as one of the central participants in financial processes is quite essential (75). Various monetary transactions, which are conducted daily in large quantities, are intended to not only make a profit for those who conclude them but also settle appropriate decisions in accordance with the law.

Thus, SPRAs that are now widely distributed everywhere are formalized while taking into account the banking rules and norms. The essence of these agreements is to formalize the purchase or resale of movable or immovable property and obtain the support of the relevant financial institution, which the bank usually serves. The participation of qualified intermediaries provides a guarantee that in case of violation of certain provisions or agreements, a responsible party will have to answer the law.

Also, SPRAs is important not only for parties themselves but also for the financial market. The ability to document in strict accordance with the existing tax laws and other government regulations allows responsible authorities to monitor all the sources of financial flows. Accordingly, it is easier to make a forecast concerning the economic development of the market if all the data are registered in accordance with the existing legislation and are controlled by the responsible authorities.

As Marvel claims, if the market is considered successful, the level of consumers’ activity is high, and a number of financial procedures are constantly conducted (233). Therefore, the role of SPRAs and their implications for the market are significant, which is due to the factors of stability and the ability to competently predict the development of the business sector.

The Advantages of SPRAs

Under the conditions of SPRAs, one party, as a seller, undertakes to transfer a specific item, that is, the goods to the other party, and the buyer agrees to accept this product and pay a certain amount of money for it. This procedure is widespread and differs from a typical transaction in that the agreement is documented. Accordingly, it imposes a specific responsibility on both parties and defines some obligations that they are required to fulfill.

One of the significant advantages of special purchase and resale agreements is the speed of its formalization, as no state registration is usually required. According to Blair and Wang, the resale price and other conventions are determined by contractors themselves, which significantly simplifies the drafting process and imposes no additional obligations in the form of payment of contributions, taxes, etc. (159).

Also, for the cancellation of a transaction by a third party, a minimum number of conditions are implied. It means that state agencies and other authorities will be able to influence the terms of a special agreement only as a last resort if relevant and pre-negotiated conditions are violated. Such agencies, as a rule, do not have many reasons for suspending the terms of contracts. Perhaps, the most evident advantage of SPRAs is the guarantees that both the seller and the buyer received. The participants of agreements can expect the protection of their rights on the part of the state and use the documents drawn up as a basis in case of filing a complaint with the courts (Chapman and Damar 459). Thus, the benefits of SPRAs are quite numerous, which makes them very popular among the population.

Scenarios to Apply SPRAs

There are also a number of contractual conditions related to the characteristics of the goods, which, although not essential, are necessary for the seller to perform his or her duties. Such conditions are recommended to be observed by the parties of agreements in order to avoid disputes. As a rule, common topics to discuss are the assortment and quality of goods, their completeness, accompanying documents, and some other aspects that need to be taken into account (Marvel 237).

Also, it is necessary to agree the moment when the seller is considered to have fulfilled his or her duty to transfer some goods; otherwise, the blame for accidental damage to the goods is imposed on the buyer. The moment of performance of the seller’s obligation to transfer specific goods may be considered their delivery to the buyer, the provision of goods at the disposal of the buyer, etc.

Other conditions of special purchase and resale agreements are common contractual terms. They include the procedure for payment, the responsibility of parties, the termination of the contract, the procedure for resolving disputes, etc. In the process of drawing up SPRAs, quite a lot of conventions are required to be met, which, nevertheless, play a significant role in ensuring security for both parties and guarantee the reliability of transactions.

According to Poddar and Gill, drawing up an agreement does not require certain skills in mastering the basics of document processing (215). Nevertheless, all the points should be written correctly; otherwise, there is a risk of challenging certain conditions in the future.

Potential Risks Involved with SPRAs

The most vulnerable party of special purchase and resale agreements will be the buyer since it is him or her who transfers a certain part of the money to the seller. An incorrectly formulated SPRA does not allow protecting buyers’ interests in case of a conflict situation and, in some cases, makes this protection impossible. As Marvel notes, such agreements provide for a significant number of details that are necessary for the coordination of all essential conditions (238). Without them, the document can be recognized as illegal and, in some cases, will not allow returning the funds that were spent.

Among the risks of the seller, there are such threats as the incomplete or untimely receipt of a contract price, as well as the difficulty in reclaiming transferred but unpaid or not fully paid goods. In addition, sellers quite often receive unreasonable demands for replacement of goods of inadequate quality, elimination of defects, or return of goods (Comanor and Salant 174). The buyer can impose penalties and refuse the agreement, demanding the return of the paid money. Sometimes there are situations when particular SPRA’s statements are violated. For example, customers may abuse the warranty requirements, which is inconvenient for the seller.

In order to avoid all these problems, it is essential to adhere to the terms of agreements to anticipate potential risks in advance. The relationship between the seller and the buyer will be favorable if both subjects fulfill their duties. Therefore, the higher the level of responsibility of the parties is, the greater the chances that the agreement will be drawn up correctly, and no problems will arise.

Conclusion

Thus, the role of SPRAs in the work of the financial market is quite significant, and these agreements have a number of conventions that should be observed. The process of drawing up relevant documents is not too complicated; nevertheless, various details must be taken into account so that in the course of the contract, no misunderstanding to appear between the seller and the buyer. The described data can be useful for further studies in this field. As a possible area that can be researched in more detail, specific rules can be observed for the termination of special purchase and resale agreements and the measures to be taken in these cases.

Works Cited

Blair, Roger D., and Wenche Wang. “Resale Price Maintenance: An Economic Analysis of its Anticompetitive Potential.” Review of Industrial Organization, vol. 50, no. 2, 2017, pp. 153-168.

Chapman, James, and Halil Evren Damar. “International Banking and Liquidity Risk Transmission: Evidence from Canada.” IMF Economic Review, vol. 63, no. 3, 2015, pp. 455-478.

Comanor, William S., and David Salant. “Resale Price Maintenance post Leegin: A Model of RPM Incentives.” Review of Industrial Organization, vol. 50, no. 2, 2017, pp. 169-179.

Kuenzler, Adrian. “Dilution Law, Vertical Agreements, and the Construction of Consumption.” Oxford Journal of Legal Studies, vol. 37, no. 1, 2017, pp. 75-104.

Marvel, Howard P. “Leegin and the Economics of Resale Price Maintenance.” Review of Industrial Organization, vol. 50, no. 2, 2017, pp. 221-244.

Poddar, Dave, and Kiran Gill. “Australia: First Authorisation of Resale Price Maintenance?” Journal of European Competition Law & Practice, vol. 7, no. 3, 2015, pp. 212-218.

Goldratt’s Vs. Tesla Company’s Bottleneck Resolution

Introduction

Bottlenecks are specific issues or problems that occur in the operating process and slow down the entire work of plants and organizations. Although bottlenecks often hurt operational processes, they can be used to improve the efficiency of organizations if identified correctly. The paper aims to present how bottlenecks are described and approached in the book The Goal and compare this approach to the recent bottleneck resolution made by the company Tesla.

Bottlenecks in the Goal

In the book, the plant’s management struggles to remove the bottleneck that affects the capacity of the whole plant. In this case, these bottlenecks are machines whose capacity is equal to the demand, whereas non-bottlenecks operate in a better capacity. To address the problem, the protagonist, Alex, suggests using a system of tags that plan workers would use to work on high- and low-priority tasks (red tags are used for bottlenecks, and green tags are used for non-bottlenecks) (Goldratt and Cox 178). While at first, the system works well, after some time new bottlenecks begin to emerge. However, as one of the characters finds out later, these bottlenecks are not technically new, they are created from low-priority tasks related to non-bottlenecks (Goldratt and Cox 214). Since the majority of the products require parts created by the bottleneck machine, the inventory keeps piling up, and orders keep being delayed. The system of tags is reviewed in such a way that both the bottleneck machine and the non-bottleneck deliver parts of the product in time. Eventually, the team develops a plan for how to approach bottlenecks correctly:

  1. Identify the bottleneck
  2. Understand how it can be used
  3. Ensure that decisions target the bottleneck and its usage
  4. Address and remove bottlenecks
  5. Repeat with a new bottleneck if the old bottleneck is removed

Thus, eventually, the plant learns to use bottlenecks to make operations more efficient.

Tesla’s Bottleneck

The bottleneck that decreased Tesla’s efficiency and desired output was caused by the company’s partner in production, Panasonic, which manufactured batteries for Model 3 constructed by Tesla. As some parts of these batteries were hand-crafted, the production processes at the Gigafactory, owned by both partners, decreased significantly. Tesla’s representatives complained about the bottleneck and its negative influence on the company since it did not allow Tesla to produce 1,500 vehicles as it was previously planned (“Tesla’s Model 3 Bottleneck Getting Fixed”). The bottleneck was removed in the following way: the processes that required human involvement were automated, which increased the production speed and broke the bottleneck (Archer). As can be seen, the company had a similar approach to that of Alex Rogo, who insisted on transforming the processes within the plant and adjusting them to break the bottleneck. Therefore, the approach chosen in Panasonic resembled the one discussed in The Goal, although it had fewer implementation steps.

Conclusion

In my opinion, identification and successful exploitation of bottlenecks should be used by many companies to speed up their manufacturing processes. With the rising popularity of automation, more bottlenecks can be broken, as some of them (as shown previously) are created due to specific processes that require human involvement. New bottlenecks will emerge, but there is an existing framework that managers can use. Sometimes, bottlenecks are difficult to break, but it does not mean that they cannot be exploited to improve the company’s efficiency. It is also important for managers to ensure that their actions do not become bottlenecks as well.

Works Cited

Archer, Sett. “Tesla Jumps More Than 3% after Reportedly Solving Its Model 3 Bottleneck (TSLA).” Markets Insider. 2017, Web.

Goldratt, Eliyahu M., and Jeff Cox. The Goal. Great Barrington, MA: The North River Press Publishing Corporation, 1984.

“Tesla’s Model 3 Bottleneck Getting Fixed, Panasonic CEO Says.” The New York Post. 2017, Web.

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