managing internationally

Existential reason --> fundament to exist because its products/services fulfill needs of its customers (could also be the government)

Vision --> is very attractive bt nobody is willing to pay an adequate price

Unique selling proposition (if you buy this you will get this specific benefit)

- is there a need which you can meet or create?

- are your customers willing and able to pay for it?

- who will cry in case you have disappeared from the market?

-which is your USP?

-are you able to develop new products/services to keep your USP

- small & medium Enterprises

- International Enterprises

- Multinational Enterprises

- Transnational Enterprises

- Global Enterprises

- Born Globals

There is no universally accepted definition of an SME

CH & EU --> Micro enterprise less than 10 employees and a turnover of no more than 2 Milliuon Euros/ Small enterprises less than 50 employees and a turnover of no more than 10 million. Medium enterprise no more than 250 employees and a turnover of no more than 50 million

international--> do import and export but don't invest outside of their home country

MNE's--> major decisions are made by the managers in the home country but have significant production and marketing operations in many other countries.

Transnational--> operate in many countries and delegate many decisions to local managers. They use local knowledge to build the business

Global--> global enterprises work in many countires. Production/service processes are performed and intergrated across many locations (as are ownership,control and top management)

Born global--> a company that form the beginning of its activities pursues a vision of being global (internationalization period)

Born again global--> established organizations that have previously focused on their domestic markets, but which suddenly embrace rapid and dedicated internationalization

State ownership--> SBB

Personal ownership--> Einzelunternehmen

Common ownership --> migros

Collective ownership --> Verein/shareholders

B2C --> Business to customer

B2B--> Business to business

B2B2C -->Business to Business to Consumer(midor-->migros)

Vision statement--> desired future state of organization

Mission statement--> purpose of the organization for stakeholders and employees

Statement of Corporate Values--> core principles

know how, money, infrastructure, customers, employees, and so on

Advantages: Simple, common interest --> good internal relations, use of expert knowledge, departments are well defined and easily controllable

Disadvantage: Conflict over priorities --> risk of department egoism, Many interfaces, limited possibilites for human resource development

advantages: Staff focus on product and customer needs, High motivation in divisions to fulfil their tasks and can be easily evaluated, regional divisions use autonomy to meet local needs

Disadvantages: Divisions are isolated from development of the whole company, costs of duplication across organization (computer system), conflict with other divisions

Advantages: Integrated knowledge, flexible structure according to customer needs, disburden top manager from operational responsibilities, staff gain variety of work experience, direct communication through product manager, better internal relations

Disadvantages: Unclear responsibilites (job/task/cost/profit), longer time to take decisions, conflict of competencies (to whom responisble), risk of overorganization/bureaucracy), high requirements for managers

Advantages: Broad access to contacts, specialized knowledge, cost efficiency,

Disadvantages: Decentralized knowledge, Division of responsibilities Strong leadership and coordination required, coverage of financial risk

Advantages: Multiple competencies in the teams, solving of complex issues, decision making processes is filtered down to each member of a team

Disadvantages: Disappearance of knowledge, Team often temporary, Decentralized (can lead to coordination and control problems for management)

Physical assets of an organisation such as plant, people, and finance

Information, Reputation, knowledge

skills and abilities which an organisation uses to deploy resources effectively - systems, procedures and ways of working

General --> Head of complete unit (division). Responsible for unit's performance and relies on the managers in charge of each function

Functiuonal --> responsible for an area of work (either line manager or staff manager

Line --> in charge of a function thaqt creates value directly by supllying products or services to customers.

Staff--> in charge of activities like finance, personnel, purchasing, legal etc. 

planning, organising, leading and controlling

- the process of managing

- the task of managing

- shaping the context (office layout, reward system?

- Determinism: assumption that factors in the external environment determine an organisation's performance

-Choice: assumption that people influence events and shape their context

-Interaction: assumption that people are influenced by the context and they themselves also influence the context

-Identifying and challenging assumptions

-Recognising the importance of context

-Imagining and exploring alternatives

-See limitations

represents a complex phenomenon by identifying the mahor elements and relationships

it represents a more complex reality. It helps to understand the complexity and how changemay affet it

Operational research --> Scientific method of providing managers with a quantitative basis for decisions regarding the operations under their control

one in which outcomes depend on the interaction of both the technical and social subsystems