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Where to finance, produce, market -- No great reason to assume these activities should be co-aligned with single nations (or even regions). |
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Strategic alliances -- And the new competition between cross-cultural networks and distribution systems. Counterdistribution. Relationship marketing. |
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Global sourcing. Kan-ban in international vs. domestic management of component supplies. Make-or-buy components/end products? |
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Intra-company transfers of goods -- Crucial means of MNC coordination. Pricing, especially, positively vital here. |
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The role of services payments in MNC coordination. |
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How to minimize currency exposure both for the long-haul and in current transactions. Hedging. Tax concerns. |
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Problems in evaluating and comparing performance in transnational subsidiaries. |
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An understanding of headquarters/subsidiary relations. |
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The viability of international joint ventures typically demands something more than a 51 percent ownership interest. |
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The role of international technology transfer as promoting both networking and potential competition. |
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Balancing a portfolio of regions vs. products (or perhaps even both)! |
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Financial implications of marketing decisions (and vice versa). |
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Interfunctional coordination marketing -- R&D -- production. Project and process management. Cross-functional teams. |
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Synchronizing generations of technology for components and final products in hi-tech firms and networks. Joint R&D, Patent Pooling. |
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Management in hyperinflation. |
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Costs and benefits of invading a competitor's home market. |
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Meeting international competition in your home market. |
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Local and corporate tax concerns. Dividend policy. |
