International management: la figura del laureato in lingue nel contesto dell'economia globale

1. International management: la figura del laureato in lingue nel contesto dell'economia globale Lorenzo Gui, VIU

2. Temi che tratteremo: • Introduzione all’economia globale: le nuove economie emergenti. • La gestione delle imprese globali. • Il made in Italy e i distretti di fronte alla sfida della globalizzazione. • Il ruolo che delle figure professionali laureate in lingue nelle aziende.

3. Internationalization and Globalization:a new geo-economy

4. What is Globalization? • The integration of economic, political, and cultural systems across the globe • "A social process in which the constraints of geography on social and cultural arrangements recede and in which people become increasingly aware that they are receding [Malcolm Waters] • “The diminution or elimination of state-enforced restrictions on exchanges across borders and the increasingly integrated and complex global system of production and exchange that has emerged as a result.“ [Tom G. Palmer]

5. A new geo-economy? • The internationalization of economic activities is nothing new but • until very recently (the 1950’s), in terms of production, plant, firm and industry were essentially national phenomena.

6. Internationalization vs Globalization • Internationalization processesinvolve the simple extension of economic activities across national boundaries (quantitative process) • Globalization processes involve also the functional integration of internationally dispersed activities (qualitatively different)

7. Core and Periphery • In 1945, 71% of world manufacturing production was concentrated in just 4 countries and almost 90% in 11 countries. • The group of core industrial countries sold 2/3 of its manufactured export to the periphery and absorbed 4/5 of the priphery’s primary products. • Things changed a lot!!

8. Recent changes in globalization, particularly industrial growth in developing countries, is challenging this representation.

9. A qualitatively new integration • International economic integration until the 1950’ manifested through arm’s length trade in goods and services and international movement of capital: SHALLOW INTEGRATION • Today, integration organized by TNCs; cross-border value adding activities within firms increasingly influence linkages between national economies: DEEP INTEGRATION

10. Integration of trade and disintegration of production: • Fragmentation of production, i.e. division of production stages among suppliers located in different countries. • Larger participation of developing country firms in the global economy (about 40% of world trade in parts and components) • Role of intermediary (e.g. Retailers, Branded Marketers, etc.) in structuring global production chains and facilitating global matching • “New” players and lead firms, that sell final products and set production standards for "lesser" producers.

11. In your dishwasher…

13. Supporting Evidence

16. Strategies and Advantages

17. Comparative advantage • Opportunity cost or economic opportunity loss is the value of the next best alternative foregone as the result of making a decision. • Comparative advantage refers to the ability of a person or a country to produce a particular good at a lower opportunity cost than another person or country.

18. Competitive advantage • Competitive advantage is a position a firm occupies against its competitors. • Firms have a competitive advantage over rivals when organisation and managerial processes, position and technology competencies (skills) give them superior value creating processes

19. Location and the Value Chain:Offshoring (and Outsourcing) • Is the firm’s competitive advantage based on firm-specific or country-specific resources (comparative advantage)? • How great are the coordination and learning benefits from co-locating activities according to firm’s business strategy?

20. Value chain…individual functionsbecome separable

21. Activities can then be located anywhere in the world

22. Porter’s national diamond framework

23. How we compete in a global economy?

24. The traditional view of global advantage • “Projecting”: leading from the strength of the home base and seeking new market potential and cost advantage abroad • Glocal strategies: think global, act local (adapt) • Globalization means “teaching the world” your home winning model • But is local adaptation relevant only locally?

25. Penetrating new markets or learning from the world? • Competitive advantage is primarily based on knowledge • Not all the knowledge a global company needs to prosper is to be found in one place • The cost of distance is falling rapidly • Metanational: build a new kind of competitive advantage by discovering, accessing, mobilizing, and leveraging knowledge from many locations around the world.

26. Think Local, Act Global • Maximize the local distinctive contribution to the overall goal of leveraging innovations globally • Use the comparative advantage of your location to build and improve some unique operational competence • Squeeze distinctiveness out of local environment • Be proud of local capabilities, but be also committed to the global cause

27. New frontiers in international strategy

28. Semiglobalization and strategy • Semiglobalization: this structural condition of intermediate levels of international integration affords room for international business strategy • Importance of location specificity and business specificity: International Corporate Strategy • Why countries or locations differ? (CAGE framework) • Ecology of firms and locations need to be looked at from specific industry persprctives (arbitrage strategies)

29. Geography of Italian productive districts(Source: Istat, 1997) Local Systems: 199 Manufacturing firms: 224.368 Employees: 2.173.801 (43,7%) Share of export (1998): 100 Bln € (45,8%) (Source: Centro Studi Banca d’Italia, 2000)

30. International Careers • Posts in an export department (export manager) • Marketing department (sales, advertisements) • Purchasedepartment • Contractsmanagers (off-shoring management) • Public relations and translators

31. Rare Skills • Abilitytonegotiate, (flexibility) to go abroad, and fix a complex deal • Technologicalskills • Management, marketing and economicknowledge • Some knowledgeofinternational business • Foreignlanguages

32. Promozione del Made in Italy nei mercati internazionali L’export manager è la persona che cura le vendite all’estero di un’azienda.E’ suo compito conoscere i mercati nei quali andrà ad operare, sviluppare i contatti dell’azienda con clienti o potenziali clienti e documentarsi sugli strumenti che possono sostenere o agevolare le esportazioni dell’azienda. Per questa sua proiezione verso l’estero è estremamente importante una buona conoscenza delle principali lingue dei mercati nei quali andrà ad operare, spiccate doti di adattamento e di flessibilità, la conoscenza del prodotto, la conoscenza di Paesi e culture ed anche una buona capacità di negoziazione.