Deadly Sins of International Business Blog

If approved by UK authorities, Asda, Wal-Mart’s British arm will be acquiring almost 200 UK stores of the Danish Netto chain for an alleged amount in excess of 1 billion US$. Acquiring smaller stores seems like a good move for Wal-Mart in Europe. First, shopping habits in many regions seem to change in a way that (an aging population of) shoppers start to develop a preference for more frequent shopping of smaller quantities in convenient locations. Second, zoning regulations prevent retailers from opening new locations. However, the usual caveats apply: first, Wal-Mart hasn’t done too well in a number of international markets, including European ones (just think of the disaster in Germany). Most recently Asda’s sales dropped inthe UK and it has been loosing market share to its competitors. Second, cultural differences. In addition to differences between national cultures that Wal-Mart sometimes has troubles with, there’s also the fact that Wal-Mart’s pervasive business model isn’t something that travels easily into other contexts. Looks like there’s some homework to do before the post-acquisition integration pains start.

In a recent post, Australian business blogger Andre Sammartino reports that South African grocer Pick’n’Pay has sold off its Franklins supermarkets (”Australia’s Original Discount Grocer”) to the biggest Australian grocery wholesaler Metcash.  It’s not the first time that Franklins has been sold off after a somewhat unsuccessful takeover. In the late 1970s Franklins was sold to Dairy Farm International who then put it on the market again in 2001 (which was when Pick’n'Pay acquired it). Ironically, Franklin’s new owner Metcash was once South African-owned itself. Besides the mere fact, the interesting observation is the striking frequency with which retailers fail in international markets – WalMart in Germany (and some other countries), Marks and Spencer in the United States (and Hong Kong), Home Depot in Chile, The Gap in Germany, to name but a few. And even more interesting is the question why that is. Using common concepts from the strategic management literature, we could say that it’s either that those companies have not been ready for the markets or that the markets haven’t been right for those companies. The former fits nicely with the structure-conduct-performance (SCP) paradigm. The SCP, in essence, says that it’s all about figuring out how the industry you’re in works and then finding your spot and the selecting an appropriate strategy. Performance will result almost automatically. Assuming that global retailers know how their industry works (even in distant country markets), they must therefore simply have picked the wrong strategy (or executed it poorly). Or, in other words, they may simply not have been ready for the challenges presented by those markets. Under the resource-based view (RBV), we might assume that some of these global retailers possess unique resources and capabilities (that according to the theory should lead to superior performance), but failed to select those markets where these would actually be advantageous. Instead, they chose markets in which their resources and capabilities were not useful or even harmful to their success. So, if you are a retailer and you like theory: next time, do your homework! And if you’re a retailer and you’re more hands-on: well…. do your homework!

It looks like Honda’s China troubles are over for now. Its Chinese joint ventures, Guangqi Honda Automobile and Dongfeng Honda Automobile, will resume operations after having made significant concessions to workers who went on strike mid-May. There were complaints of working conditions and low wages. Honda agreed to raise wages by 25 %. Yes, twentyfive percent. Such a significant increase can only mean (or at least hint to) that Honda has been doing what many multinationals are often accused of – the exploitation of cheap local resources, such as labor. And in fact, workers at Honda or at similar plants earn as low as 1,000 Renminbi monthly, about 150 US$ and have not received a wage increase in five years. What’s the lesson to be learned? Moving production to a low-cost location is not necessarily a bad thing – after all, there’s very little choice for companies in some industries if they want to stay competitive. Besides, foreign direct investment is also helping the development of local economies. However, creating ever worsening wage disparities at foreign subsidiaries of multinational companies over time makes them less welcome than they may have initially been. Besides, in Honda’s case, the company has ambitious plans of growth in the Chinese market. Last year, it produced about 600,00 vehicles in China, but it is looking to increase its capacity by 30 percent to more than 800,000 cars by 2012. The expansion banks on increases in domestic purchasing power. And this is where being not locally responsible becomes a very short-sighted strategy – not only did Honda nothing to contribute to increases in purchasing power, it is also slaughtering its own image.

Other Japanese multinationals in China have recently announced similar increases in output – Nissan plans to produce more than one million cars by 2012, Sharp will double the number of retail outlets, fashion retailer Uniqlo intends to open 1,000 stores by 2020. What happened to Honda recently provides a good lesson for these Japanese companies and for all multinationals from other countries.

Consultant McKinsey  & Company reports on two seemingly unrelated facts of the global business world: first, many transnational mergers go down the drains, and second, the age of Asia continues to dawn. At the intersection of these two topics, evidence is emerging that Asian companies approach post-M&A integration slowly and cautiously, sometimes to the extent that there are no integration efforts at all. It may be too early to tell, but the hands-off approach that only focuses on a hand full of key performance indicators rather than on fully blown integration that often leads to distraction, inefficiency and demotivation, seems to generate better results. With stronger emphasis on the need for internal control, post-M&A integration seems to be a distinctly western objective. Maybe here’s a lesson to be learned from Asian companies? Maybe the fact that we better start to learn from Asia is a lesson in itself?

As the Wall Street Journal reports, Dunkin Donuts is returning to Russia. After it has retreated from the market in 1999, the owner of the Dunkin’ Donut brand, Dunkin’ Brands, is planning to open 20 stores in Russia this year. At the time when then owner Allied Domecq decided after only three years in the market that Russia would not work for their brand, there were two Dunkin’ Donut stores in Moscow and three outside. The official reason has been Russia’s economic crisis, but there was also talk about difficult relationships with franchisees (in particular one who sold liquor and meat pies in addition to Dunkin’ products). There may have been at least one more reason – at least according to the Wall Street Journal, Russians aren’t really familiar with donut’s. In recognition of this, Dunkin will be experimenting with scalded cream and raspberry fillings. Plus, this time they are bringing in a lot of Russia expertise – Dunkin’ is teaming with a Russian real-estate developer. What’s also noteworthy is that Dunkin’s CEO, Nigel Travis, has developed the Russian market for another US brand in the past, Papa John’s.

Here’s an interesting list of “100 Essential Cheat Sheets for Doing Business Abroad”, ranging from ‘food faux pas’ to ‘dress codes’ to ‘negotiations across cultures’. Not all of it offers the deepest insight available, but it’s definitely a good place to start.

Having been in Iceland during the most recent eruptions of the volcano Eyjafjallajokull in Iceland has been an interesting experience, even with a view to international strategy. Academics and managers have come so accustomed to being in control that the only thing we worry anymore are issues that may be tricky, but still are manageable. Standardize or adapt? Send expatriates or promote locals? Export or invest? Most answers to these questions aren’t easy ones, but there are ways to handle them. Enter the volcano. Apart from it being a belittling experience if one sees the volcano spewing boulders, it is definitely worth a thought to bring the simple things back into the design of international strategies. Let’s not forget that there are events beyond our control that render any strategy, no matter how well designed useless.

Inspired by the recently announced sale of Volvo to Zhejiang Geely by Ford Motor, I tried to find out what’s happening to British Jaguar Land Rover that has been acquired by Tata Motors of India in 2008. Well, the news has been mixed. In fall 2009, Tata Motors has announced plans to close one of two Jaguar Land Rover factories in England by 2014. This didn’t seem surprising for ailing car brands. It made even more sense when the year-end results showed a loss of $565 million. Most recently however, in March 2010, the US magazine BusinessWeek reported that sales are picking up and Tata’s luxury division has even turned a profit of $141 million in the most recent quarter. New executives have been hired away from GM and BMW, so everything looks good. This will certainly be a transnational acquisition that continues to be of interest.

Chinese carmaker Zhejiang Geely will acquire Swedish Volvo from American Ford Motor. Geely has come a long (and fast) way from its modest beginnings as a motorcycle parts manufacturer to what is now China’s 12th largest automotive manufacturer. Being the 12th may not mean a lot in other markets, but consider two things: First, China is a huge market. Second, Geely has impressed at many car shows with high-powered concept cars and seems to be determined to grow further and gain market share. For Ford, selling Volvo is not only part of its recent strategy to sell off non-core brands (it earlier sold Jaguar and Land Rover to Tata of India), but it’s also quite an infusion of liquidity – out of the reported selling price of 1.8 billion US$, 1.6 billion will be in cash. For now, Geely has promised to leave Volvo alone, but it has also not failed to mention that it has already recruited a new team of executives to ‘oversee’ things at Volvo…!

As even small businesses grow their companies overseas through outsourcing, international customer outreach, mergers or global investing, future business professionals are going to need a solid understanding of international business culture in order to find any kind of job, let alone keep their edge. From CEOs to marketing assistants, being able to work with different groups of people while being able to analyze and work with the constantly fluctuating global economy is vital. A graduate degree in international business is therefore a useful way to add to your work experience or undergraduate preparation, even if you have chosen to specialize in a separate business field, like finance or entrepreneurship. If you’d like to go back to school or extend your education before entering the workforce full-time, here are some tips for picking the right graduate-level international business program.

• Pick a program that focuses on promoting cultural awareness: International business is all about managing different concepts, people, cultures, time zones, currencies and marketing strategies to pitch a cohesive idea, brand or product. If you’re unfamiliar with how the Chinese do business or interpret commercials, you’ll be wholly unqualified to make a business deal with a Chinese company, no matter how smart you are at American marketing principles.
• Consider studying abroad: Whether or not you studied abroad as an undergraduate, consider going to another country to intern or study as a graduate student. Just as b-school is much different than undergrad, your study abroad program will be much more focused and intensive. Plus, it’s the best way to practice a language and build up your international contacts.
• Decide what kind of certificate you want: Graduate school is actually a very broad term when it comes to b-school programs. Decide how long you want to be in school and what kind of program you want to enroll in: MBA, certificate program, distance learning, Master of Arts, Master of Science, full-time, evening, or a language program. Larger b-schools will typically offer more selection, but if you find a smaller school that offers the right kind of program you want, that’s fine, too.
• Research the school’s network: One of the main reasons people decide to go to b-school is to gain access to a program’s professional network of alumni, business recruiters, and other valuable contacts. Before enrolling in a school, find out which companies your school has relationships with, in the U.S. and abroad.
• Interview students and faculty: If you want to learn more about a particular program, contact the admissions office or program’s office and ask them if you can interview students, teaching assistants and full-time faculty. You will get a much more personal and accurate summary of classes, internship opportunities, study abroad experiences and post-graduate options than if you just read it online.

This guest post has been contributed by Alvina Lopez, who writes on the topics of accredited colleges online .  She welcomes your comments at: alvina.lopez@gmail.com .