International Business Environment
International Business Environment
International Business Environment
Environment
Introduction
• The global business environment is highly dynamic.
• Although there are many external factors, the most important factors
include customers, competitors, suppliers, government, and the
social, political, legal and technological factors etc.
International Business Environment
• International business environment is different from domestic
business environment because the environment changes when a firm
crosses international borders.
• Countries are often divided into three main categories: the more
developed or industrialized, the less developed or third world, and
the newly industrializing or emerging economies.
Cont…
• These distinctions are usually made on the basis of gross domestic
product per capita (GDP/capita). Better education, infrastructure,
technology, health care, and so on are also often associated with
higher levels of economic development.
Consider the following aspects
• Economic system to enter the business sector.
• Stage of economic growth and the pace of growth.
• Level of national and per capita income.
• Incidents of taxes, both direct and indirect.
• Infrastructure facilities available and the difficulties thereof.
• Availability of raw materials and components and the cost thereof.
• Sources of financial resources and their costs.
• Availability of manpower-managerial, technical and workers available
and their salary and wage structures.
Technological Environment
• The technological environment comprises factors related to the
materials and machines used in manufacturing.
• Sources of technology.
• Restrictions and facilities for technology transfer and time taken for
absorption of technology.
Cultural Environment
• The cultural environment is one of the critical components of the
international business environment and one of the most difficult to
understand.
• This is because the cultural environment is essentially unseen; it has
been described as a shared, commonly held body of general beliefs
and values that determine what is right for one group.
• Beliefs and values are generally seen as formed by factors such as
history, language, religion, geographic location, government, and
education; thus firms begin a cultural analysis by seeking to
understand these factors.
While analyzing social and cultural factors, the
organization may consider the following aspects:
• Approaches of the society towards business in general and in specific areas;
• Influence of social, cultural and religious factors on acceptability of the
product;
• Life style of people and the products useful for them;
• Level of acceptance of, or resistance to change;
• Values attached to a particular product i.e. possessive value or functional
value in the product;
• Demand of specific products for specific occasions;
• Propensity to consume and to save
Competitive Environment
• The competitive environment also changes from country to country.
This is partly because of the economic, political, and cultural
environments; these environmental factors help determine the type
and degree of competition that exists in a given country.
• Competition can come from a variety of sources. It can be public or
private sector, come from large or small organizations, be domestic or
global, and stem from traditional or new competitors.
• For the domestic firm the most likely sources of competition may be
well understood. The same is not the case when one moves to
compete in a new environment.
TOOLS FOR INTERNATIONAL
BUSINESS ENVIRONMENT ANALYSIS
• PEST ANALYSIS (Political, Economic, Social and Technological analysis)
describes a framework of macro-environmental factors used in the
environmental scanning component of international business
management.
• PESTEL MODEL is PEST including legal, environmental, ethical and
demographic forces.
• SWOT Analysis It is an analysis of an organization’s strengths and
weaknesses alongside the opportunities and threats present in the
external environment.
Cont.…
• Porter’s five forces model is an analysis tool that uses five forces to
determine the profitability of an industry and shape a firm’s
competitive strategy. It is a framework that classifies and analyzes the
most important forces affecting the intensity of competition in an
industry and its profitability level. Five forces model was created by
Michael Porter in 1979 to understand how five key competitive forces
are affecting an industry.
• Global Competitiveness Index The World Economic Forum releases
annual Global Competitiveness Reports which studies and
benchmarks the many factors underpinning national competitiveness.
Chapter 2 Global Economic Environment
• REGIONAL ECONOMIC INTEGRATION: is a process in which states
enter into a regional agreement in order to enhance regional
cooperation through regional institutions and rules.