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Competing with Emerging Multinationals from Emerging Markets

Competing With Emerging-Market Multinationals: The Case of Thailand

Dr. Pavida Pananond

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Speaker: Assistant Professor Pavida Pananond, Thammasat University
Tuesday, March 29, 2011 – 11:45am – 12:45pm EST

Northeastern U.’s Center for Emerging Markets and ICA Institute present a WEBINAR with Assistant Professor Pavida Pananond of Thammasat U. on “Competing with Emerging-market Multinationals: The Case of Thailand” on Tuesday, March 29th, 2011 at 11:45 AM – 12:45 PM EST. She will explore the competitive advantages of Thai firms, the strategies they use to “go global”, and how their rise is affecting the strategy and performance of Western firms.

Featured Speaker: Dr. Pavida Pananond, Assistant Professor, Thammasat University

Dr. Pavida Pananond is Head of the Department of International Business, Logistics & Transport and Associate Professor of International Business at the Thammasat Business School (TBS), Thammasat University. She has authored a number of articles and book chapters on Thai multinationals, outward foreign direct investment from Thailand and Asean as well as the competitiveness of Thai and Asean firms. Her comments have appeared in local and international media, including The Bangkok Post and Business Report Thailand. Her recent publications include: “The Global Value Chains of Thai Multinationals: Evidence from Listed Firms in Thailand”, Economics, Management and Financial Markets, forthcoming in 2011, “The Competitiveness of the Asean Economies: Business Competitiveness and International Challenges” [with Philippe Gugler] in Philippe Gugler and Julien Chaisse (eds.) Competitiveness of the Asean Countries: Corporate and Regulatory Drivers, Cheltenham, UK: Edward Elgar, 2010; “Thai Multinationals: Entering the Big League” in Ravi Ramamurti and Jitendra V. Singh (eds.) Emerging Multinationals in Emerging Markets, Cambridge: Cambridge University Press, 2009; “Singapore Inc. Goes Shopping Abroad: Profits and Pitfalls” [with Andrea Goldstein], Journal of Contemporary Asia, August 2008; and “The Changing Dynamics of Thai Multinationals after the Asian Economic Crisis”, Journal of International Management, September 2007.

She received her BA from Chulalongkorn University, MBA from McGill University, and PhD from the University of Reading. Her PhD thesis on the emergence of Thai multinationals pioneered some of earliest work on MNEs from Thailand. Dr. Pavida is frequently invited to lecture to local and international audiences on the competitiveness of Thai firms and Thailand’s role in the global economy. She has received a number of awards and grants, including TBS’s Best Teacher award in 2008. Her current research on the global value chains of Thai firms is supported by Thailand’s main research funding institution-Thailand Research Fund (TRF).

Competing with Emerging-market Multinationals: The Case of Mexico

Dr. Alvaro Cuervo-Cazurra & Ravi Ramamurti

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The second seminar of 2010-2011 fall series will be on Wednesday, November 10th 2010 at 11:45 AM – 12:45 PM EST (10:45 AM – 11:45 AM CST). We look at MEXICO, featuring Professor Alvaro Cuervo-Cazurra of University of South Carolina, who will explore the competitive advantages of Mexican firms, the strategies they use to “go global,” and how their rise is affecting the strategy and performance of Western firms.


DR. Alvaro Cuervo-Cazurra joined the University of South Carolina in 2005. Before then, he was a faculty member at the University of Minnesota. From 2003-2004, he was a visiting professor at Cornell University.

Dr. Cuervo-Cazurra analyzes how firms internationalize. Specifically, he studies how firms become internationally competitive by developing their technological capabilities and how then they overcome the difficulties in internationalization to become multinational enterprises. He also studies governance issues, with a special interest in corruption in international business. Recently, he has started a long-term research project analyzing the emergence of developing-country multinational firms. His geographical area of expertise is Latin America. He has done fieldwork in Argentina, Chile, Costa Rica, Nicaragua, and Spain.

His research appears or will appear in leading academic journals such as the Academy of Management Journal, Journal of International Business Studies, Research Policy, and Strategic Management Journal, among others, and in several edited books. He serves on the editorial boards of leading journals such as Journal of International Business Studies, Strategic Management Journal, and Organization Studies, among others.

His research has received numerous awards. One of his papers won the Samsung Economic Research Institute Best Paper in Strategy/International Business Theory from the International Management Division of the Academy of Management, another paper was a finalist for Best Practice Implications Paper Award from the Strategic Management Society, and a third paper was nominated for the Strategic Management Society Best Conference Paper Prize. His dissertation at the MIT’s Sloan School of Management received the Free Press Outstanding Dissertation Award from the Business Policy and Strategy Division of the Academy of Management. It was also a finalist for the Barry M. Richman Best Doctoral Dissertation Award from the International Management Division of the Academy of Management and for the Gunnar Hedlund Award for Best Dissertation in International Business. A paper from his dissertation at the University of Salamanca received the Robert J. Litschert Best Doctoral Student Paper Award from the Business Policy and Strategy Division of the Academy of Management.

Dr. Cuervo-Cazurra teaches courses on international and strategic management at the undergraduate, M.B.A., and Ph.D. levels. At the University of South Carolina, he teaches on a regular basis Global Competitive Analysis and Doing Business in Latin America. He was a finalist for the professor of the year award from the Doctoral Student Association.

Education

Ph.D., Sloan School of Management, Massachusetts Institute of Technology, 1999
Ph.D., School of Economics and Management Sciences, University of Salamanca, 1997
B.B.A., School of Economics and Management Sciences, Complutense University, 1991

Competing with Emerging-market Multinationals: The Case of Turkey

Atilla Yaprak & Ravi Ramamurti

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The 2010-11 Second season will be kicked off on Wednesday October 13th from 11:45 am to 12:45 pm with a look at TURKEY, featuring Professor Atilla Yaprak of Wayne State U., who will explore the competitive advantages of Turkish firms, the strategies they use to “go global,” and how their rise is affecting the strategy and performance of Western firms.


Dr. Attila Yaprak is a Professor of Marketing and International Business at Wayne State University. He holds BS and MBA degrees from Indiana University and a PhD degree from Georgia State University.  He has served as the Executive Secretary of the Academy of International Business, as the Associate Editor for International Business at the Journal of Business Research, and as the Associate Dean for Research at Wayne State University’s School of Business.

His research interests focus on international business strategy, cross-national consumer behavior, and marketing in emerging economies. His work has appeared in the Journal of International Business Studies, Journal of the Academy of Marketing Science, Journal of International Marketing, Journal of Business Research, Journal of World Business, Journal of Political Psychology, Management International Review, International Marketing Review, European Journal of Marketing, International Journal of Conflict Management, and International Business Review. He has also contributed to the Handbook of Research in International Marketing, Advances in International Marketing, and Product and Country Images. Cases and chapters authored by him have appeared in International Marketing textbooks and publications of the World Trade Organization. He is a co-author of Conducting Market Research for International Business (2009).

Dr. Yaprak teaches the doctoral seminars in Marketing Theory and International Business at Wayne State, and has taught in similar seminars and MBA and undergraduate courses at the University of Michigan, Michigan State University, Universidad Autonoma de Barcelona (Spain), Ecole Management de Lyon (France), Ludvig  Maximillien University (Germany), Sabanci University (Turkey),  Jianxi College of International Trade (China), Lviv Institute of Management (Ukraine), and the Philippine Trade Training Center (Philippines). He will be teaching at the University of Oulu (Finland) in 2010. A recipient of the Academy of Marketing Science’s Outstanding Marketing Teacher Award (2007) and Wayne State University President’s Award for Excellence in Teaching (1992), he has co-led seminars on international marketing at the Universities of South Carolina, Memphis, and Windsor. A frequent panel member of the US Department of Education’s funding competitions, including the prestigious CIBER program; he has also evaluated funding proposals for the Social Sciences and Humanities Research Council of Canada, and the Israeli Science Foundation. He has received funding from the National Science Foundation, US Department of Education, and the US Small Business Administration. His consulting work and executive education teaching has taken him to Thailand, Nepal, Philippines, and Turkey.

Competing with Emerging-market Multinationals: The Case of South Africa

Andrea Goldstein & Albert Wocke

Competing with Emerging-market Multinationals: Russian Multinationals

Daniel J. McCarthy & Sheila M. Puffer

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Firms from emerging economies such as China and India have been internationalizing briskly for about a decade. In this fourth seminar of a six-part series based on the book “Emerging Multinationals in Emerging Markets” (Cambridge University Press, 2009), Distinguished Professor Daniel McCarthy and Professor Sheila Puffer, contributors to the book, will explore the competitive advantages the Russian firms enjoy and the strategies they use to “go global”. They will discuss how the rise of Russian multinationals is affecting the strategy and performance of Western firms by illustrating with Russian examples, but will occasionally bring in examples from other emerging markets.


Prof. Daniel J. McCarthy is the Alan S. McKim and Richard A. D’Amore Distinguished Professor of Global Management and Innovation at the College of Business Administration, Northeastern University, Boston, USA. He is cofounder and codirector of the Northeastern’s highly ranked High-Technology MBA program. He has been a member of the editorial board of The Academy of Management Executive, and has more than 90 publications, including four editions of Business Policy and Strategy, as well as Business and Management in Russia, The Russian Capitalist Experiment, and Corporate Governance in Russia.

Prof. McCarthy is the lead director of Clean Harbors, Inc., and has consulted in the US and Europe for more than 40 companies. Early in his career, he was president and cofounder of Computer Environments Corporation and served as a director on its board, as well as the board of its sister company, Time Share Corporation, and other private company and nonprofit boards. Professor McCarthy is a Fellow at the Davis Center for Russian Studies at Harvard University. He ranks as the #1 most published author (tied) in the Journal of World Business from 1993-2003, and has been ranked in the top 5 percent of all authors worldwide who published in the leading international business journals from 1996 to 2005, according to a Michigan State University study. He is also one of the top three scholars internationally in business and management in Russia and Central and Eastern Europe, based on a Journal of International Business Studies article analyzing publications in 13 leading journals from 1986-2003. Professor McCarthy holds AB and MBA degrees from Dartmouth College and a DBA from Harvard University.

Prof. Sheila M. Puffer is the Walsh Research Professor and Cherry Family Senior Fellow of International Business at Northeastern University, Boston, USA. She is also a fellow at the Davis Center for Russian Studies at Harvard University, and has served as program director of the Gorbachev Foundation of North America at Northeastern. She has been recognized as the #1 scholar internationally in business and management in Russia, the former Soviet Union, and Eastern Europe according to a 2005 Journal of International Business Studies article analyzing publications in 13 leading academic journals from 1986-2003. She also ranks as the #1 most published author (tied) in the Journal of World Business from 1993-2003. She has been ranked in the top 5 percent of all authors worldwide who published in the leading international business journals from 1996-2005, according to a Michigan State University study. She was also ranked among the top 100 authors who published in Administrative Science Quarterly from 1981-2001. Dr. Puffer has more than 140 publications, including over 50 refereed articles and 11 books.

Dr. Puffer served as the editor of The Academy of Management Executive as well as a member of the Academy’s Board of Governors from 1999-2002. She worked for six years as an administrator in the Government of Canada and has consulted for a number of private and nonprofit organizations. Dr. Puffer earned a degree from the executive management program at the Plekhanov Institute of the National Economy in Moscow, and holds BA (Slavic Studies) and MBA degrees from the University of Ottawa, Canada, and a Ph.D. in business administration from the University of California, Berkeley.

Competing with Emerging-market Multinationals: The Case of India

Ravi Ramamurti

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Firms from emerging economies such as China and India have been internationalizing briskly for about a decade. In this opening seminar of a six-part series based on the book Emerging Multinationals in Emerging Markets (Cambridge University Press, 2009), Professor Ramamurti, co-editor of the book, will explore the competitive advantages these firms enjoy and the strategies they use to “go global.” He will discuss how the rise of emerging-market multinationals is affecting the strategy and performance of Western firms. He will illustrate his points with Indian examples, but will occasionally bring in examples from other emerging markets.


PROFESSOR RAMAMURTI, featured speaker and architect of the webinar series, is Distinguished Professor of International Business and Strategy at Northeastern University and the founding director of its Center for Emerging Markets. He has been a visiting professor at Harvard Business School, MIT Sloan School, CEIBS-China, and the Wharton School, among others. He has published four books and over 75 articles in leading management journals. His consulting clients have included the board of the World Bank, the United Nations, USAID, the governments of more than a dozen countries, and many private firms in the US and abroad. Professor Ramamurti received his MBA from the Indian Institute of Management (Ahmedabad), where he graduated at the top of his class, and his DBA in International business from Harvard Business school.

For information on the book “Emerging Multinationals in Emerging Markets” edited by Ravi Ramamurti and Jitendra V.Singh, visit http://www.cambridge.org/

Around the World in Asian Days: Getting China & India Right

Dr. Anil K Gupta & Haiyan Wang

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The central premise underlying this global virtual seminar is that being present in China and India is not the same thing as getting China and India right.

Most CEOs and their senior colleagues are well aware that the world’s economic center of gravity is shifting from the developed to the emerging economies, in particular China and India. Notwithstanding this general awareness, very few truly grasp the magnitude and pace of change and the multi-faceted nature of the new reality. Some of the most common mistakes include: viewing China and India solely from the lens of off-shoring and cost reduction, building marketing strategies that are centered around just the rich cities and the top 5-10 percent of the population, naiveté regarding the choice of local partners, and treating these two countries as peripheral rather than core to the company’s global strategy.

Putting in place the right strategies, as outlined in this webinar, is crucial to leveraging these economies for global advantage.


Dr. Anil K Gupta is the author of over seventy papers and four books: Getting China and India Right, The Quest for Global Dominance, Smart Globalization, and Global Strategy and Organization. He is the Ralph J. Tyser Professor of Strategy and Organization at the Robert H. Smith School of Business, The University of Maryland at College Park.

Haiyan Wang is Managing Partner of China India Institute. She is the co-author of two books: Getting China and India Right and The Quest for Global Dominance-2nd Edition. Her opinion pieces have appeared in top international media such as The Wall Street Journal, The Economic Times, China Daily, and The Times of India.

Past Series

Around the World in Asian Days

Middle East Interactions

Dr. Sangeeta Gupta

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The “Middle East” has long been an area of vital importance and a bridge between Europe, Asia and Africa. Connected by historical trade routes (Silk Route), the Middle East was part of the exchange of goods and services as well as knowledge: cultural; religious; and scientific. What is the impact of the “rise” of India and China in this region of the world in today’s global economy? How is the Middle East capitalizing on the momentum created by India and China? How are Asian interactions in the Middle East different from U.S. interactions? Are there similarities in how these areas of the world conduct business? What lessons can we learn from this historically vital region of the world that can impact the success of our business ventures?


Dr. Sangeeta Gupta is a partner in Gupta Consulting Group, a full service consulting and training organization specializing in global leadership, diversity and cross-cultural strategy and training. Dr. Gupta is a specialist in non-western history and cultures and has a deep expertise in India and Southeast Asia. She advises her clients on how to work effectively across cultural borders, regardless of where they are doing business.

Dr. Gupta received her Ph.D. from UCLA and is a senior faculty member in Chapman University’s Leadership Services Program. She is author or editor of several books including A Quick Guide to Cultural Competency, part of the Quick Guide Business Series for the busy professional (link to ) and Emerging Voices: South Asian American Women Redefine Self, Family, and Community. Dr. Gupta lives in Southern California, and is a frequent speaker at conferences and seminars.

Africa Rising

Vijay Mahajan

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With more than 900 million consumers, the continent of Africa is one of the world’s fastest growing markets. In Africa Rising, Vijay Mahajan reveals this remarkable marketplace as a continent with massive needs and surprising buying power.

Crossing thousands of miles across the continent, he shares the lessons that Africa’s businesses have learned about succeeding on the continent…shows how global companies are succeeding despite Africa’s unique political, economic, and resource challenges…introduces local entrepreneurs and foreign investors who are building a remarkable spectrum of profitable and sustainable business opportunities even in the most challenging locations…reveals how India and China are staking out huge positions throughout Africa…and shows the power of the Diaspora in driving investment and development.


Vijay Mahajan holds the John P. Harbin Centennial Chair in Business at McCombs School of Business, University of Texas at Austin. Mahajan is author or editor of nine books including his recent books on the developing countries, The 86% Solution and Africa Rising. He is one of the world’s most widely cited researchers in business and economics and has been invited by more than 100 universities and research institutions worldwide for research presentations. He has consulted with Fortune 500 companies and delivered executive development programs globally.

Doing Business in 21st Century India

Gunjan Bagla

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As the economies of China and India become larger players on the global stage, what are the policy implications for the West? Both countries continue to increase military spending and both countries have active space exploration programs as well as nuclear weapons. How will this alter the geopolitical balance? As workforces and companies in both countries become more competent and more specialized, what are are the implications of certain skills disappearing from the West altogether. Could the West become hostage to China and India? Flows of capital and currency are changing. As China holds more and more Western bonds and as companies from India and China start to acquire assets in the West, is it even relevant to measure these countries by the growth of Foreign Direct Investment from the West? How will the rise of companies and entrepreneurs from China and India alter the way that we look at the world?


Gunjan Bagla teaches an executive seminar at Caltech’s International Business program and is the author of “Doing Business in 21st Century India: How to Profit Today from Tomorrow’s Most Exciting Market” to be released by Warner/Business Plus on July 31 this year. (The book follows Ted Plafker’s “Doing Business In China”). Bagla lives in California and travels to India and China on business frequently on behalf of his clients.

Past Series

Tap Into Chindia Global Virtual Seminars

Retail Revolution: The battle for the next 1 billion consumers in India & China

Geoff Hiscock

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Retail Revolution: The battle for the next one billion customers in India & China

In 2007, the Chinese and Indian retail markets together were worth about $1 trillion. By 2012, that figure will jump to $1.7 trillion as increased prosperity delivers greater spending power, creating hundreds of millions of new consumers in the process.

But the two big Asian markets are at different stages of development. “Modern” or “organized” retail has 20% of the total retail spent in China, while in India, the figure is just 4%. The comparable figure for the United States is 85%.

The world’s two biggest international retailers, Wal-Mart and Carrefour, have been operating in China for years, but are yet to gain much traction in India. Both retailers plan to have Indian wholesale operations by 2008-09.

India’s modern retail sector is growing much faster than traditional retail. But because it is starting from such a small base, it will not match the size of traditional retail for perhaps 20 years.

Even so, the Indian opportunity is luring many new entrants. They include such big Indian names as Reliance, Bharti and Birla, who are gearing up for battle against incumbents in India’s store wars.

Like their counterparts in China, Indian retailers face big challenges. There is a global war for talent, a desperate need for efficient supply chains, and both China and India must deal with the political sensitivities of vast rural hinterlands.

India’s Store WarsGeoff Hiscock’s new book, India’s Store Wars is now available from Wiley Books. With a population fast approaching 1.2 billion and an economy that will likely double in size by 2015, India is destined to become one of the largest consumer markets in the world. In the coming decade, as many as 500 million people, newly released from living on or just above the poverty line, will start to buy goods and services in significant quantities for the first in their lives. How and where will these people spend their money? India Store Wars explores the tensions at play as the next 500 million consumers gradually work their way up from the bottom of the pyramid.


Geoff Hiscock has been writing about Asian business for more than 30 years from bases in Hong Kong, Tokyo, Bangkok and Sydney. He is the author of India’s Global Wealth Club (2007), which documents India’s 21st century resurgence and profiles the richest Indian tycoons around the world. He also wrote the hugely successful Asia’s Wealth Club (1997) and its follow-up, Asia’s New Wealth Club (2000), the key books which first brought many of the region’s billionaires to an international audience. He served as Sydney bureau chief and Asia Business Editor for CNN.com Asia Pacific from 2001-2006, and as International Business Editor of The Australian daily newspaper from 1995-2000. His next book, due out in the second half of 2008, focuses on one of the most dynamic parts of the Indian business scene, the retail sector.

Top 10 Mistakes of Doing Business with India & China

Gunjan Bagla

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Top Mistakes in Doing Business with India & China

As American businesses continue to expand their engagement with China and India, many companies encounter hiccups and roadblocks. Here is a chance to listen to a seasoned management consultant and author who specializes in globalization on the Top Mistakes in Doing Business with India and China. Learn how American executives can avoid these mistakes or at least mitigate the risks.


Gunjan Bagla teaches an executive seminar at Caltech’s International Business program and is the author of “Doing Business in 21st Century India: How to Profit Today from Tomorrow’s Most Exciting Market” to be released by Warner/Business Plus on July 31 this year. (The book follows Ted Plafker’s “Doing Business In China”). Bagla lives in California and travels to India and China on business frequently on behalf of his clients.

Corporate Value Creation and Acceleration through Organic and Inorganic Modalities

Dr. KRS Murthy

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Corporate Value Creation and Acceleration through Organic and Inorganic Modalities

Corporations grow through organic and inorganic modalities. While in the early and growth stages, the corporations primarily grow organically. However, after the corporation enters the revenue scale up stage, it has the potential to leverage on a variety of inorganic growth spurts. The corporation may be a target for acquisition by a larger and growth hungry corporation.

Corporate acquisitions and M&A roll up are imminent when an industry is highly fragmented and waves of consolidation yield in a variety of corporate efficiencies in horizontal, vertical or other types of synergistic value creation. Value creation happens both organically and inorganically, and especially when its potentiality is fully realized by series of strategic acquisitions.

International high technology industries in India and China, Singapore and other parts of Asia have predominantly been focusing on service sectors in software development, business process outsourcing (BPO) and low cost manufacturing, while creating mostly fragmented plethora of small companies. At the same time, the legacy giants and conglomerates have coexisted in India providing software and BPO services to the world. International conglomerates from North America and Europe have especially leveraged on the technically educated English speaking and relatively cheaper labor populous of India. Many non-resident Indian (NRI) entrepreneurs have spearheaded this wave of unprecedented economic growth push, whereas the entrepreneurs and legacy conglomerates from India have created a complementary talent pull to propel International to one of the fastest growing economies of the world. China, on the other hand, has focused more on low cost manufacturing, similar to the way Japan and Singapore grew in the later decades of the 20th century.

The speaker will present his vision of imminent mergers, acquisitions and consolidations in India, as well as between India and USA, thus launching India into the orbit of world’s super technological and economic powers. He will discuss a variety of ways Indian entrepreneurs and NRI entrepreneurs could be part of this upcoming wave of the strange combination of organic and inorganic corporate value creation.

The speaker will also address potentiality of the international M&A dynamics with respect to China, Korea and other countries.

The speaker will highlight a number of key factors that will drive industry consolidation, including the ability to gain economies of scale, access to Fortune 500 customers, talent cross fertilization, increased globalization of Indian companies, horizontal expansion of services and access to global investor resources and most importantly the IPO potential in the world’s financial markets.

The attendees of this course / session will benefit from understanding and preparing their companies to plan for financial resources for growth, acquisition or exits.


Dr. KRS Murthy is a seasoned serial entrepreneur, serial C level executive, inventive scientist, innovative engineer, leader in professional societies and public speaker. His passion encompasses singing, composing, acting, directing, costumes design, theatre make up, stage craft and design, background music, sound effects, lighting and colored powder painting. He has invented new paradigms in literature, music and theatre.

Rise of Chindia: The Next Largest Consumer Market

Dr. Jagdish Sheth

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Rise Of Chindia: The Next Largest Consumer Markets

Aware of your urgent need for expert knowledge on the emerging mass markets in China & India, but no time to go back to school?

Prepare to Tap into Chindia by tuning in for the India, China & America (ICA) Institute’s Global Virtual Seminar Series.

The rise of China and India (Chindia) as superpowers is inevitable due to the aging of all affluent countries, collapse of communism, and infrastructure equalization between advanced and emerging nations.

The biggest impact will be on global markets and global competition. Both countries will be the largest domestic markets, surpassing America, Japan and Europe in virtually most industries ranging from steel and cement to cell phones and cigarettes.

Corporations from China & India will also emerge as global competitors such as Mittal Steel, Tata Tea, Haier in appliances and HuaWei in telecom and IT infrastructures.

Also, China and India will become the largest resource consumers of the world, surpassing America. The race for resources such as oil, coal, iron ore and other industrial resources will create strange bedfellows of the world.

Finally, both nations will gain global geopolitical power and will be invited to join world forums.

The focus of future debates and speculations will be: What does all this mean to the US?


Dr. Jagdish (Jag) N. Sheth, Charles H. Kellstadt Professor of Marketing in the Goizueta Business School at Emory University. Dr. Sheth is highly sought out as a keynote speaker at global industry, academic and public forums for his scholarly contributions in consumer behavior, relationship marketing, competitive strategy and geopolitical analysis. He has worked for numerous industries and companies in the United States, Europe and Asia, both as an Advisor and as a Seminar Leader. Chindia RisingIn 2006, Dr. Sheth was awarded the RHR International Award for Outstanding Consultant by the American Psychological Association (APA) Division 13 (Consulting Psychology) and the Elsivier Distinguished Educator Award by Strategic Marketing Association. Another of his books, Tectonic Shift: The Geoeconomic Realignment of Globalizing Markets was published in 2006 by Sage (India). His most recent book, Chindia Rising, is now available in the USA.

US-China Trade & Investment: What’s Ahead?

Dr. Dan Steinbock

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US-China Trade & Investment: What’s Ahead?

Ask government leaders and senior executives in the United States, Western Europe or Japan how they intend to cope with the challenges of China and India, and you’ll get a familiar response: “We shall move higher in the value-added chain.” In the past, China was the “world’s factory” and India the “world’s back office.” Today, new multinationals in the emerging markets are no longer satisfied with imitating. In certain cutting-edge industries, they already seek to convert cost advantages to more sustainable competitive advantages—often through innovation.

Foreign multinationals – including U.S. corporations – play a vital role in the transition from cost-efficiencies to innovation in the emerging markets.

As China has become America’s most rapidly-growing export destination, the debate on the U.S.-Chinese trade and investment has accelerated. Whether the next president is a Democrat or a Republican, pressure is growing on free trade in general and the U.S.-Chinese trade and investment in particular. Since these two nations now account for almost half of global growth, the future of the bilateral U.S.-Chinese relationship has worldwide implications. What is ahead?


Dr. Dan Steinbock is Research Director of International Business at the ICA Institute. He is also Visiting Professor at Helsinki School of Economics and the Director of the New York office of Academy of Finland. A senior Fulbright scholar, Dr. Steinbock has taught in the executive education programs of Columbia Graduate School of Business and Stern School of Business NYU. He authored the chapter “Higher Education and Innovation as Competitive Advantages” in Education for Innovation: Implications for India, China & America (Sense Publishers, 2008).

Practical Business Concerns of Doing Business with India & China

Kenneth A. Cutshaw

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Practical Business Concerns of Doing Business with India & China

This webinar will share thoughts and reflections from Ken Cutshaw, a lawyer and business executive who has undertaken and advised on business investments in India, China and the USA. He will offer insights of recent business transactions. He will also offer thoughts on the franchising business trends for both China and India. India continues to liberalize and encourage foreign direct investment and Indian investment outside of India.

There is a new trend for Legal Process Outsourcing that he will share. China has been expanding its business markets for internal investment and at the same time tightening up safety regulations in food processing and manufacturing. The US shows trends towards protectionism with outsourcing regulations. This presentation will bring you up to date on many relevant legal / investment issues for your practical business concerns.


Kenneth A. Cutshaw, Honorary Consul for the country of India in the US and Executive VP for Church’s Chicken, has extensive experience with a wide spectrum of global business transactions and authored the Corporate Counsel’s Guide to Doing Business in China.

How do you adapt in doing business in India & China?

Dr. Camille Schuster

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Adapting to Business Practices in India, China, and US

While there is pressure to develop similar business practices from organizations such as the international accounting standards body, from the Global Commerce Initiative, and from the World Trade Organization, business practices in India, China, and US are not the same. Business practices in each of these three countries result from their individual traditions, philosophies, religions, languages, and government. Because of the two sets of pressures, business practices in these countries share some similarities and exhibit distinctive differences. So, how do you prepare to adapt to do business in each country?

Understanding the regulations and pressures toward similar business practices and transparency is relatively easy. The guidelines, laws, and proposed regulations are published and discussed in major publications and available from major governmental agencies.

Adapting to the differences is always more of a challenge. Investing time to understand the structure of business, the flow of activities, and process of doing business in each country is important for understanding the expectations of typical business activities. The Schuster and Copeland International Business Practice Matrix will be used to explain the assumptions related to each element and how it applies to each country. With this framework, businesspeople can identify different business practices and the rationale behind them.

Understanding similarities and differences is the first part of preparation. The second part is determining how to adapt your “typical” business behavior when doing business in each of these countries. Determining which strategies and tactics are likely to be more successful, developing a repertoire of choices, and practicing new skills is the second part of successful preparation.

Then, when engaging in business in these countries, there is one more important factor to consider. Business is conducted by individuals with individuals who may or may not reflect the general culture of their country. Individual’s values are formed by the age of 7-10 and remain fairly constant unless a person faces a life-changing event. Individuals also adopt the culture of the country in which they receive their undergraduate education, change values based upon their experiences while traveling or living in other locations, and are influenced by the cultural values of the company for which they work.

As a result, learning to adapt to cultural differences is essential for success but is not sufficient for success. When doing business with individuals from India, China, or US, success depends upon determining the cultural values of those individuals so you can decide which of the strategies and tactics in your repertoire are appropriate for each individual situation.

Global Business PracticesSend in your specific questions about “Adapting Business Practices for India & China” for Dr. Camille Schuster, Full Professor of Marketing and Management at California State University. Dr. Schuster has conducted seminars and worked with over 60 companies in more than 20 countries around the world. Her books, Global Business Practices: Adapting for Success and Global Business: Planning for Sales and Negotiations were co-authored with Michael Copeland, retired human resources manager with Procter & Gamble.


Full Professor of Marketing and Management at California State University San Marcos
&
President of Global Collaborations, Inc.
Co- Author of Global Business Practices: Adapting for Success.

Strategic Sourcing in India, China, & America

Suresh Sharma

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Strategic Sourcing in India, China & America

With the rapid rise of Globalization, the challenge of the Global Outsourcing today is not “Why and what” but “How to Outsource”. The theme today is “Let’s Do It Right the First Time”. The barriers to outsource are company’s own mind-set, local regulations, and robustness of their internal processes. Domain knowledge in many industries has gone fully global. Like-wise, New Product Development and R&D must be global to complete in emerging economies and to be able to tap into global talent to compete globally. Software Development and IT outsourcing can be virtually done from anywhere. Impact of Mobile technology and superior digital infrastructure are giving way to “Distributed IT”, making ‘homes’ as the future nodes of outsourcing factories. China and India have emerged as the major leaders in this industry due their capacity, talent pool and lower cost structure. The paper compares their strengths, challenges and growth potential based on the authors’ own hands-on experience of doing outsourcing in these countries for past 15 years.


 

Suresh Sharma is an internationally-acknowledged business leader known for his pragmatic vision and operational excellence. Co-author of the recently published book, Global OutsourcingGlobal Outsourcing: Executing an Onshore, Nearshore and Offshore Strategy, he is an expert on combining strategy, process maturity and globalization to drive sustainable business growth profitably.