International Business Negotiations (International Business and Management)

International Business Negotiations (International Business and Management)
Average customer rating:

negotiate!

International Business Negotiations (International Business and Management)
P.N. Ghauri , and J.-C. Usunier
Manufacturer: Pergamon
ProductGroup: Book
Binding: Hardcover

Exports & Imports | Economics | Business & Investing | Subjects | Books
General | Business & Investing | Subjects | Books
General | International | Business & Investing | Subjects | Books
Leadership | Management & Leadership | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
Negotiating | Management & Leadership | Business & Investing | Subjects | Books
Similar Items:

Global Business Negotiations: A Practical Guide

International Negotiation: Analysis, Approaches, Issues

Negotiating International Business: The Negotiator's Reference Guide to 50 Countries Around the World

Cultures and Organizations: Software of the Mind

Harvard Business Essentials Guide to Negotiation

ASIN: 0080427758

Book Description

There is no shortage of books on business negotiations, some with an international dimension grafted onto them. This volume, by contrast, is designed to meet the need for a comprehensive guide to the complexities and pitfalls specific to international negotiations. It addresses a range of issues such as background factors, the process of negotiations, the role of third parties, problems of cross-cultural communication, and strategies and tactics to be adopted when negotiating in the international arena. Throughout, treatment of these topics is supported by reference to real-life experiences, examples and cases.

The types of international agreements discussed include: export and sales contracts; licensing contracts; agency agreements; and joint venture agreements. These are looked at within a variety of contexts - international networks, subsidiary-parent negotiations, turnkey projects, and negotiations for foreign direct investments with companies and governments.

Underlying the whole text is the Editors' belief that, conducted within a proper systematic framework, such negotiations are a means of building lasting business relationships as opposed to merely completing one-off transactions.

Customer Reviews:

negotiate!.......2002-01-12

This book is compiled with articles of the specialist in the field of negotiating. It concist of four parts; the first part is introduction to negotiation, the second part deals with the cultural aspects of international negotiating, the third part handles the negotiating processes itself and the last part gives examples of negotiating styles in different countries, like US, Japan, Europe etc.. In the articles you will find are lovely and sometimes amusing examples that illustrate the theories.

Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures

Average customer rating:

2nd Edition Add more practical detail

Strategies of Cooperation: Managing Alliances, Networks, and Joint Ventures
John Child , David Faulkner , and Stephen Tallman
Manufacturer: Oxford University Press, USA
ProductGroup: Book
Binding: Paperback

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

General | International | Business & Investing | Subjects | Books

New Business Enterprises | Small Business & Entrepreneurship | Business & Investing | Subjects | Books

All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
Similar Items:

Harvard Business Review on Strategic Alliances
Mastering Alliance Strategy: A Comprehensive Guide to Design, Management, and Organization (Jossey Bass Business and Management Series)
Cases in Alliance Management: Building Successful Alliances (The Ivey Casebook Series)
Developing Strategic Alliances (Crisp Professional Series)
Strategic Partnerships: An Entrepreneur's Guide to Joint Ventures and Alliances

ASIN: 0199266255

Book Description

Strategic alliances are increasingly common, as many organizations look towards various partnering arrangements. This second edition of Strategies of Cooperation extends the first edition's clear and comprehensive survey of strategic alliances. Presenting different disciplinary perspectives (economics, strategy, organization theory) and numerous examples from the corporate world. The text has been thoroughly revised and updated, taking account of new theoretical models, and its coverage of case studies has been extended. It will be ideal for business students and managers alike wishing to understand the challenges of managing alliances.

Customer Reviews:

2nd Edition Add more practical detail.......2005-11-23

Strategies Of Cooperation: Managing Alliances, Networks, And Joint Ventures 2nd Edition by John Child, David Faulkner (Oxford University Press) excerpt: Strategic alliances and other forms of interfirm cooperation have grown remarkably since the mid-1980s. They are one of the more important new organizational forms. Despite the managerial and organizational challenges they undoubtedly present, there is no sign that alliances are a transient phenomenon. A survey based on 323 questionnaire responses and over 400 interviews with senior executives in 2000 indicated that alliances were `expected to account for 16 percent to 25 percent of median company value within five years and, astonishingly, more than 40 percent of market value for one-quarter of companies' (Contractor and Lorange 2002: 4).
Alliances are, along with outsourcing and virtual value-chains, one of the defining forms of modern networking among firms. As noted, they represent a clear break away from the internalized, hierarchical model of the firm, of which General Electric and IBM were salient examples in the 1980s. Today, leading corporations such as these have as many as 1,000 alliances. In the past, such corporations might have regarded alliances as a relatively peripheral activity, primarily for entering emerging country markets in which risks were high or government regulations required jVs or licensing agreements. Today, alliances are regarded as a means to achieving fundamental strategic objectives such as a strong market position, significant knowledge acquisition, and major cost reductions.
This book attempts to take stock of current thinking on the subject of cooperative strategy. The focus will he on cooperation between firms, though many of the insights into establishing and managing interfirm cooperation can also be applied to partnerships between other types of organization. Alliances, which are partnerships between firms, are the normal agent for cooperative strategy. "they are often `strategic' in the sense that they have been formed as a direct response to major strategic challenges or opportunities
which the partner firms face. Alliances are a means to an end, and consequently they are not necessarily formed with a long-term cooperative relationship in mind. But they may be established with this intention, the more so when the partners invest substantially in them. Once alliances are up and running, partners may also perceive unanticipated benefits from cooperation, such as mutual learning, which lead them to reevaluate it positively.
However, alliances can also be formed with shorter-term objectives in view. A firm may intend to use an alliance as a means of appropriating competencies and knowledge from its partner, which it continues to regard as an actual or potential competitor. Or it may enter into an alliance as a way of taking out an option for the future in conditions of uncertainty-for example, entering an unfamiliar national market. Once it has mastered the uncertainty, it may no longer attach much value to continuing the cooperation.
Whatever the underlying motivation for its formation, any alliance requires an ability to manage cooperation in order to generate returns to the partners. The ever-growing prevalence of alliances, and the need to understand the basis for their successful management, provides the main justification for the present book. It is informed by John Child's work on JVs in China and to a lesser extent Brazil and Eastern Europe, David Faulkner's work on strategic alliances between companies in developed nations, and Stephen Tallman's work on understanding the processes and motivations for alliance strategies. It also attempts to integrate what the authors believe to be the salient ideas of other writers on cooperative strategy in tackling some of the key issues currently under debate in the field. A number of important ideas emerge from the writers' efforts in this endeavor, which are perhaps worth capturing before the reader embarks on the task of a detailed reading of the book:
Cooperative strategy is not new; it has always been with us. It means what it suggests, namely the achievement of an agreement and a plan to work together; not the giving of orders down hierarchies. Firms embarking upon alliances with other firms need to keep this in the forefront of their consciousness when devising systems and controls, and activating them in the joint enterprise. This book, whilst concentrating on perhaps the pre-eminent form of cooperation-namely, the various forms of strategic alliance-encompasses other forms of cooperation as well that are met in business activity, even down to the humble distributor or supplier agreement.
Commitment and trust are the key attitudes most strongly associated with success in alliances. No amount of energy and clear direction will compensate for their absence. And it should be noted that commitment can exist without trust and vice versa, but both are necessary for a lasting and stable relationship.
Strategic alliances, including JVs, collaborations, and consortia, are at base all about organizational learning, and should be structured towards that end. However, many other types of cooperation, such as networks or virtual corporations, are primarily about skill substitution-that is, Company A cooperates with Company B because it sees that its partner can exercise a particular skill better than it can.
Other forms of cooperative strategy, such as virtual organizations, networks, and outsourced corporations, are about capability substitution. Their strength lies in
their specialization, adaptability, and flexibility, but not necessarily in the learning opportunities they afford.
Cooperative enterprises do not do away with the need for intelligent purpose, a brain, and a central nervous (information) system if they are to achieve competitive advantage in relation to integrated corporations that more self-evidently have these characteristics.
To cooperate does not mean to allow all proprietary information to pass unchecked to the partner. As Richardson (1972) warns: 'Firms form partners for the dance but, when the music stops, they can change them.'
Issues of control need to be addressed, but more subtly than in hierarchies, as too great a degree of control in cooperative enterprises stifles innovation and motivation, and can lead to the breakdown of the cooperation.
A successful alliance is one that evolves into something more than was perhaps foreseen at the outset. Conscious attempts must be made to cause the alliance to develop if it is to attract the best people, and contribute most to the partner companies.
The interface between the two (and sometimes more) company cultures is the crucible of potential achievement. Sensitivity to each other's cultures is vital to effective joint operation. Its absence leads to a failed alliance, however great the potential economic synergies between the partners.
Information technology (IT) makes the task of coordinating cooperative strategy that much easier, but it cannot and must not be allowed to substitute for bonding between cooperating company executives.
These and other key lessons from the research behind this hook are developed in more detail in the chapters that follow.
Part I is concerned with the nature of cooperation and its role in strategy. Chapter 2 outlines the main perspectives from economics that contribute to an understanding of cooperative strategy. The theory of cooperative strategy is related to market-power theory, transaction-cost economics, agency theory, resource-based theory, transaction value theory, real options theory, and increasing-returns theory. Chapter 3 continues to address major theoretical models of cooperation, but from managerial and organizational perspectives, such as game theory, strategic-management theory, resource dependence, social network theory, and organizational theory. It summarizes the relevance of these theories and draws out the complementarities between them.
Cooperation depends on trust between partners. Chapter 4 presents the insights into trust that can be derived from psychological and sociological research. This identifies the factors on which trust can he based and through which it can develop. The first step is to find a basis on which the risks of depending on partners become mutually acceptable.
As the partners get to know more about each other, this improved understanding should breed further mutual confidence. Eventually, the cooperation may become firmly established on the basis of genuine personal friendships between the key participants. These elements in trust development can support the phases through which cooperation within an alliance can develop. The chapter closes with guidelines for developing trust within cooperative relationships between firms.
Part II is concerned with how cooperation between firms is established and the various forms it can take. Chapter 5 introduces the idea of an alliance process by which two firms find each other for a cooperative venture and discusses the principal motives behind a cooperative strategy. It considers the most common reasons for setting up a collaborative activity with a competitive or complementary firm. The various types of resource and skill deficiency are rated in relation to their importance as stimuli to cooperative activity. It is emphasized that it is not only competence vulnerabilities, but also the desire to spread risk and the need to reach markets fast, whilst 'windows of opportunity' last, that drive organizations to set up cooperative arrangements. Strategic, transaction-costreducing, and organizational learning motives for cooperative activity are compared and contrasted (Kogut 1988).
Chapter 6 considers the criteria to be highlighted in selecting a partner and deciding upon the appropriate form the alliance should take. Once a collaborative activity has been decided upon, it is necessary to find an appropriate partner. This chapter attempts to operationalize the strategic-fit/cultural-fit matrix. It emphasizes that the possible achievement of synergies through the use of complementary assets and competencies underlies the concept of strategic fit (Geringer 1991). It also draws the reader's attention to the need for intercultural sensitivity if the alliance is to succeed. The second half of the chapter considers the question of collaborative forms, and which one to select. The key characteristics of the various forms of cooperative activity are considered, as well as the circumstances in which each form is most appropriately adopted. In addition to the major strategic alliance forms of the joint venture, the collaboration and the consortium, the flexible nature of collaborative networks is discussed.
Chapter 7 addresses the question of how to negotiate in an alliance situation, and how to value your partner's and your own prospective contributions to the enterprise. It emphasizes that, whereas in a takeover situation, the negotiators are single-mindedly concerned to achieve the best price for their company-the highest or lowest price depending on the side of the negotiating table-this is not the case in an alliance. Unless both partners are concerned that the other has a good deal, the alliance will not prosper over time. A so-called win-win situation is sought. The problem of contribution valuation, however, is truly more an art than a science.
Chapter 8 looks at the strengths and limitations of network forms in greater detail. It considers the varied types of network that form the basis of much cooperative strategy. Networks are the loosest form of alliance between companies. At their weakest they represent a well-developed communication system within an industry that enables companies operating in that industry to keep abreast of developments. They are often crystallized in trade associations. In d stronger form they represent a ready-made band of would-be cooperating companies willing to tackle commercial
opportunities together without setting up formal links that may compromise the individuality of networking firms. Dominant-partner and equal-partner networks are compared and contrasted.
Chapter 9 addresses the concept of the IT-based virtual corporation in the information economy. The `Virtual Corporation' is the name for the network and F1'-orientated form of organization based around centers of excellence in particular competencies. It can be created very rapidly to meet specific, sometimes transitory, sets of circumstances. It can equally easily be dismantled and re-formed as circumstances and profit opportunities change. This new concept is discussed and its strengths and limitations assessed. Many strategic alliances demonstrate characteristics of the virtual corporation.
In Part III different aspects of the management of cooperative activity are reviewed. Chapter 10 discusses the general and overall management of alliances. It emphasizes that the management of alliances differs in its essential nature from that of unitary companies. The ability to give instructions is replaced by the need to seek areas of mutual agreement and to develop constituencies behind a course of action (Kanter 1989). It is noted that appropriate management styles will differ, particularly in the circumstances of a JV, which can be treated much like an ordinary company, and a collaboration, where a sensitive boundary-spanning mechanism is necessary.
Chapter 11 looks at control as an issue in cooperation. It recognizes that control is not possible in a complete sense in alliances because of the consensual nature of alliance activities, but also that some control by each partner is necessary if the partners are not going to feel themselves to he in the hands of total uncertainty. The importance therefore is to specify controls that are at once clear yet flexible.
Chapter 12 addresses the issue of alliance corporate governance, which has been relatively neglected in the literature on alliances. The question of corporate governance arises particularly with equity JVs in which parent companies as owners appoint managers to run the ventures as their agents. This chapter suggests key elements in an analysis of JV governance, focusing on partner preferences. It adopts a broad definition of corporate governance as the process of control over and within the firm (i.e. the JV) that aims to reduce risks to its owners and to ensure that its activities bring a stream of acceptable returns to those owners in the long term.
Chapter 13 deals with organizational learning. It discusses the role of organizational learning in all its aspects as a primary driver in cooperative activity. It distinguishes different forms of learning in alliances, including learning about, from, and with an alliance partner. Learning is divided into technical, systemic, and strategic components and the implications of these distinctions for alliances are identified. Particular attention is given to the mechanisms and policies that help promote and transmit learning within alliances.
Chapter 14 addresses the specific area of human resources. It considers some of the key human resource issues that arise when personnel from different countries and different cultures are brought to work together in a new collaborative environment. The building of local management teams, the nature of training, and the role of the international manager are discussed, as is the role of human resource management (FIRM) as a tool of control within alliances.
Chapter 15 is concerned with culture. It is now widely recognized that one of the most common reasons for the failure of alliances is the clash of the partners' contrasting company cultures. These can be reinforced by differences between national cultures in an international alliance. Yet there is evidence to suggest that the issue of cultural congruence is not high on the checklist of companies seeking partners. The chapter discusses the nature of cultural differences and how they can present barriers to performance and to bonding. It also considers measures to overcome such problems. The chapter deals in particular with two distinct forms of potential cultural problem-that between two partners from the developed world, and that between a developed world company and a partner from the developing world such as China, Central and Eastern Europe, and Latin America. In discussing these collaborative configurations, the 'culture problem' will be assessed in its broader institutional context.
Chapter 16 looks more specifically at how to manage cooperative strategy in relation to emerging economies. Cooperation between companies in developed and emerging economies is a particularly fast-expanding feature of global business relationships. The chap-ter discusses this issue with particular reference to Brazil, China, and India, and seeks to identify ways in which such collaborations differ from those between firms that are both in developed countries.
Part IV addresses the question of how cooperative activity can achieve positive performance, however defined, and he helped to evolve through time. Chapter 17 examines the issue of alliance performance. Unlike unitary forms of business organization, alliances, whether formal or informal, often face differing objectives and so find success and failure difficult to assess. Objectives may be less economic in scope than for other organizations, payoffs may be indirect through influences on other organizations, and economic performance is seldom reported directly. These considerations make both academic study and practical oversight difficult and challenging.
Chapter 18 emphasizes the importance of the role of evolution in the success of alliances. This implies the growth of the alliance in terms of new projects and new responsibilities. It is maintained that all alliances suffer potentially from entropy (Thorelli 1986), and that, unless the bonds brought about by the creation of the cooperative activity are constantly attended to and strengthened, there is an ever-present risk that the alliance will decline in importance to the partners, attract mediocre staff, and steadily become marginalized in the partners' priorities.
Chapter 19 presents some closing reflections on the ways in which progress needs to he made in bringing cooperative strategy further into the mainstream of management thinking. It gives reasons why cooperation between organizations is increasingly appropriate for operating in a complex global competitive economy.
As a whole, the hook provides a broad view of the practical and theoretical literature concerning cooperative strategies and the alliance and network organizational forms that are the outcome of these strategies. While based on the research of the authors and representing their views of cooperation, it summarizes and evaluates the work of many other authors as well. It is tied to the academic literature, but is also grounded in cases developed by the authors and others and addresses practical issues of alliance management as well as alliance studies. It can he and has been, used as a textbook in MBA and executive programs.

A Cross-Cultural Reference of Business Practices in a New Korea

Average customer rating:

Encounting new culture

A Cross-Cultural Reference of Business Practices in a New Korea
Eun Young Kim
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

Human Resources & Personnel Management | Industries & Professions | Business & Investing | Subjects | Books

General | International | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

General | Social Sciences | Nonfiction | Subjects | Books

All Amazon Upgrade | Amazon Upgrade | Stores | Books

Business & Investing | Amazon Upgrade | Stores | Books

Nonfiction | Amazon Upgrade | Stores | Books

All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
Similar Items:

Korean Business Etiquette: The Cultural Values And Attitudes That Make Up The Korean Business Personality

ASIN: 1567200192

Book Description

Korea has been going through major changes since 1992, including a civilian government, opening of financial markets, restructuring of chaebols, changing roles of women, and new relations with North Korea. There have also been cultural changes which reflect on the Korean way of doing business and of living. The knowledge and skills for coping with these changes need to be mastered by those who want to interact with Koreans. The need for interpersonal relationships and good communication should be emphasized. Case studies and examples are used to illustrate effective transcultural management and communications. This is a reference to understanding changing cultures and business practices in Korea for scholars, and a comprehensive guide to Korean business practice, protocol, and communications styles for professionals. Western professionals doing business in Korea will find this material important in their business operations, communications, and interpersonal relations with Koreans. Other Asian business professionals will find the work useful in providing an insight to both the Western and Korean cultures. Scholars and students in Asian studies, Korean studies, and international business areas will find beneficial information.

Customer Reviews:

Encounting new culture.......2002-06-23

You start the business in South Korea but you don¡¯t know how to discuss the contract with your Korean partner? You are a foreigner working for a Korean company and don¡¯t know how to get along with your new colleagues? Then this is a book for you. The author, Eun Young Kim, is of Korean origin recently working in a cross-cultural consulting company in Texas. Using both her domestic and international experience she is just the right persone to eximine the problems connected with cross-cultural intercourse.
The book consists of 3 main parts.
The first part introduces the country, provides basic information on Korean political and economical situation. It presents Korean culture, while paying a special attention to traditional values of Korean society, sex and family roles, food and leisure habits, and its evolution in the changing society.
The second and third parts deals essentially with doing business in Korea. What is particulary nice about this book is that it not simply depict the problem, indeed, it is full of useful tips. For example, in the chapter 6 "Working through the Korean System" the author talks about different perceptions of contract that exist in Korean and American business cultures. But she also provides the reader with advice on prevention of possible problems while discussing the terms and conditions of the agreement.
The book is well written and the organization of paper makes the reading smooth and pleasant. It can be used as a reference book for businessmen or a interesting reading for all foreigners planning to stay in the Republic of Korea.
A few generalisations and sometimes vague statements are minor shortcomings of this book. The historical part requires some basic knowledge of Korean history, so if used as a text book it would be reasonal to use additional resources.
The complete and conclusive research of a society as quickly changing as Korean is very unlikely to be ever published. However this book can be a reliable source of information and of a great help for everyone interested in encounting Korean culture.

Direct Investment and Joint Ventures in China: A Handbook for Corporate Negotiators

Average customer rating:

Intelligence breathes thru the pages
Poor read and not factual.
Prevents joint venture mistakes

Direct Investment and Joint Ventures in China: A Handbook for Corporate Negotiators
James E. Shapiro , Jack N. Behrman , William A. Fischer , and Simon G. Powell
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

General | International | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Book Description

Written primarily for business managers and government officials, this is a comprehensive and extremely timely handbook on how to successfully initiate and implement joint ventures and direct investments in China. The authors combine in one volume an appreciation of the nuances faced in the negotiation of U.S.-Chinese joint ventures, an examination of the investment environment in China and an assessment of its past traditions, present policies, and emerging problems. Case studies of a variety of actual joint ventures are especially valuable for readers involved in or planning to open negotiations in China. Several chapters assess the impacts of the events in Tianamen Square on foreign direct investment in the country. The book opens with two chapters which examine the reasons for China's open policy and the responses of foreign investors to the new policy. A group of chapters then explores the country's investment, cultural, and legal environments and their likely impacts on joint venture negotiations. Turning to an examination of Chinese markets and production capabilities, the authors assess consumption patterns, decision making, customer/supplier relations, local sourcing problems, transportation, the availability of skilled labor, management, and R&D. They go on to analyze the contributions of foreign direct investment, including the role of transnational corporations, and present a step-by-step guide to negotiating a joint venture in China and implementing the agreement reached. Finally, the authors look at prospects for development and modernization in China, particularly in terms of the trend towards recentralization following the Tianamen Square upheaval. In addition to business development managers, students in international business programs will find Direct Investment and Joint Ventures in China an indispensable resource.

Customer Reviews:

Intelligence breathes thru the pages.......2003-01-09

Shapiro obviously has had years of experience negotiating. He writes clearly and it would be a beneficial book for anyone, students or those already in the field, to read. If I were to teach a course on joint ventures, this would be the text of choice.

Poor read and not factual........1999-02-18

I spent many years living in China and found too many flaws with this book.

Prevents joint venture mistakes.......1997-03-02

Anyone considering negotiating any joint venture would benefit from the checklists and other considerations raised by Shapiro who actually negotiated the showcase Xerox-Shanghai joint venture

International Joint Ventures in China: Ownership, Control and Performance (Studies on the Chinese Economy)

Average customer rating:

International Joint Ventures in China: Ownership, Control and Performance (Studies on the Chinese Economy)
Yanni Yan
Manufacturer: Palgrave Macmillan
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books

General | International | Business & Investing | Subjects | Books

Consolidation & Merger | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Finance | New & Used Textbooks | Stores | Books

All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
ASIN: 0312223013

Book Description

Corporate governance, namely the relationship between the ownership and control of firms, takes on new dimensions in the case of international joint ventures operating in the special context of China. The present study contributes a new examination of this relationship firstly through its conceptual refinement, and secondly through original empirical research. It develops the concept of ownership as suited to joint venture, in which account is taken of non-capital resourcing by foreign and Chinese partners.

Effective International Joint Venture Management: Practical Legal Insights for Successful Organization and Implementation

Average customer rating:

Effective International Joint Venture Management

Effective International Joint Venture Management: Practical Legal Insights for Successful Organization and Implementation
Ronald Charles Wolf
Manufacturer: M.E. Sharpe
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

General | International | Business & Investing | Subjects | Books

Business Law | Reference | Business & Investing | Subjects | Books

New Business Enterprises | Small Business & Entrepreneurship | Business & Investing | Subjects | Books

General | Law | Subjects | Books

General | International Law | Law | Subjects | Books

Private Law | Law | Subjects | Books

International Law | Law | Professional & Technical | Subjects | Books

Business | Law | New & Used Textbooks | Stores | Books

General | Law | New & Used Textbooks | Stores | Books

General | Business & Finance | New & Used Textbooks | Stores | Books

Law | Business & Finance | New & Used Textbooks | Stores | Books

All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books

Business & Investing | Qualifying Textbooks - Fall 2007 | Stores | Books

Professional | Qualifying Textbooks - Fall 2007 | Stores | Books
Similar Items:

Due Diligence for Global Deal Making: The Definitive Guide to Cross-Border Mergers and Acquisitions (M&A), Joint Ventures, Financings, and Strategic Alliances
International M&A, Joint Ventures and Beyond: Doing the Deal
The Handbook of Joint Venturing

ASIN: 0765605473

Customer Reviews:

Effective International Joint Venture Management.......2000-11-10

Effective International Joint Venture Management by Dr. Ronald Charles Wolf, an American attorney resident decades in Lisbon, Portugal, has received joint acclaim from the academic world and from corporate entrepreneurs. It is a practical guide to all the essential steps required in the formation and management of an international joint venture. This explicit and lucid textbook is for all members of the international business community, lawyers, teachers and students. It is written in non-technical language but reviews thoroughly complex commercial, financial and legal topics. It is an indispensable guide for the international executives responsible for cross-border mergers and acquisitions and their advisors. Typical comments are:

"There has been a large amount written in the strategic management literature about when to set up an international joint venture (IJV), how to choose a partner, and how to manage the new venture. However, the legal aspects have not commanded great attention. Ronald Wolf remedies this oversight. His book is exhaustively detailed and deals in a very readable fashion with everything you need to know if you are contemplating an IJV. An invaluable addition to the library of the international businessman, and one not likely to gather dust," David Faulkner, Tutorial Fellow, Christ Church College, Oxford University.

"A truly useful guide to establishing and managing IJVs...[Wolf's book] has certainly enlarged the boundaries of my thinking on the subject and enriched the breadth of practical legal insights needed for executives and students," Associate Prof. Yadong, College of Business Administration, University of Hawaii.

"...[A] comprehensive guide to the complex business and legal issues of forming, governing, and even dissolving international joint ventures...Wolf offers pragmatic solutions in business-manager terms, which can be easily grasped and effectively executed...This book is recommended as an excellent step-by-step conceptual guide for those embarking on their first [international joint venture], as well as a solid reference on specific issues for the more experienced venturer," Patrick Tolbert, Executive Vice President, Chief Financial and Administrative Officer, LSG Sky Chefs, Inc.

"Effective International Joint Venture Management contains a wealth of practical information, highly pragmatic advice, and an easily followed road map. This book is an indispensable tool for the business executive who needs a concise guide to all matters affecting the formation and management of IJVs," Mark J. Bissell, President & CE0, Bissell, Inc.

The table of contents includes:

Introduction

1. The Commercial Aspects of the International Joint Venture 2. The International Joint Venture: Method 3. The Various Forms of the International Joint Venture Shelter 4. Capital Structure and Negotiations 5. Documentation, Ownership, and Management 6. The Shareholders' Agreement 7. Due Diligence Procedures: Commercial, Legal, and Financial 8. How To Protect Ownership Rights and Management Functions 9. Dispute Resolution and Termination 10. The Closing Process

Due Diligence for Global Deal Making: The Definitive Guide to Cross-Border Mergers and Acquisitions (M&A), Joint Ventures, Financings, and Strategic Alliances
Average customer rating:

A Remarkable Accomplishment

Packed with Knowledge!

Do Better Deals by Doing Better Due Diligence

Due Diligence for Global Deal Making: The Definitive Guide to Cross-Border Mergers and Acquisitions (M&A), Joint Ventures, Financings, and Strategic Alliances

Manufacturer: Bloomberg Press
ProductGroup: Book
Binding: Hardcover

Exports & Imports | Economics | Business & Investing | Subjects | Books
General | Popular Economics | Business & Investing | Subjects | Books
Corporate Finance | Finance | Business & Investing | Subjects | Books
General | Business & Investing | Subjects | Books
Consolidation & Merger | Management & Leadership | Business & Investing | Subjects | Books
General | Finance | Accounting & Finance | Professional & Technical | Subjects | Books
All Titles | Qualifying Textbooks - Fall 2007 | Stores | Books
Business & Investing | Qualifying Textbooks - Fall 2007 | Stores | Books
Professional | Qualifying Textbooks - Fall 2007 | Stores | Books
Similar Items:

The Art of M&A Due Diligence

International M&A, Joint Ventures and Beyond: Doing the Deal

Due Diligence List: Www.Duediligencelist.Com

Valuation: Measuring and Managing the Value of Companies, Fourth Edition

Applied Mergers and Acquisitions (Wiley Finance)

ASIN: 1576600920

Book Description

This new book is an invaluable guidebook for companies trying to capitalize on the opportunities in both developed and emerging cross-border markets. Noted experts discuss critical topics corporate executives--and all those involved with their company's legal, accounting, and tax matters--need to know to successfully complete complex, global transactions.

Customer Reviews:

A Remarkable Accomplishment.......2003-03-05

Due Diligence for Global Deal Making is one of the most enlightening and comprehensive books of its kind. Editor and contributor Arthur Rosenbloom has identified a group of thoughtful, experienced due diligence practitioners who describe the process from seven different points of view. The process is covered both from an in-bound and an out-bound standpoint. Despite the diversity of perspectives, the book maintains a consistent style and voice and refrains from undue repetition.

Each of the seven substantive chapters looks at a business using a slightly different lens: strategic, operational, financial and accounting, legal, tax, organizational and, oddly but perhaps most interestingly, the Internet. Scattered through the chapter are cautionary tales of what can go wrong in the real world if the practitioner or the client cuts corners. At the end of each chapter is a series of charts and lists which sets forth the subjects of investigation, often with indications of where to find the information or how it is important to the evaluation of the target.

For anyone who has to conduct, supervise or coordinate due diligence, this overview is remarkably helpful. For the young attorney, accountant or business strategist, Due Diligence provides a veritable Bible for his or her own due diligence. But more importantly, the book informs the reader how the information gleaned fits into the overall process.

Rosenbloom's brief but enlightening look at the due diligence world post 9/11 is among the most compelling parts of the book. This section alone can be worth the price of the book. The possible effects of terrorism or war on a business, in concrete terms, or on the material adverse change or force majeure clauses of a contract are sobering and helpful.

Describing due diligence from seven points of view and then domestic and foreign aspects on top of that is a tall order. This informative book is a remarkable, and even entertaining accomplishment...

Packed with Knowledge!.......2003-02-26

As with marriage, the success rate for global deal-making should give the wise investor pause. Most such mergers and acquisitions do not increase shareholder value. Even with the fallout from the burst bubble still landing all over the place, the juggernaut of globalization is such that international deals still manage to engender a lot of passion; it seems the grass is always greener on the other side of the border. Business leaders know that sometimes the riskiest move is the one they decide not to make, since a good strategic acquisition can ensure your company's survival. For these reasons, interest in cross-border transactions will probably remain strong, as industries consolidate and as global economic barriers collapse. However, deals that involve foreign accounting and legal practices can be absolutely perilous without expert professional guidance. This clearly written, thorough compilation can help you avoid making a bad decision and improve your odds of success. We from getAbstract strongly recommend it to anyone involved in (or considering getting involved in) global deal making.

Do Better Deals by Doing Better Due Diligence.......2002-11-06

Doing mergers and acquisitons that create value for shareholders is harder than ever. It is even more difficult to do this in a multi-national environment. The compelxities of tax, accounting, securities laws and the regulatory differences add enormous complexities to the already huge challenges of just getting the stragegy right and executing it!!

This handbook, Due Dilignece for Global Deal Making, dramatically increases the odds of doing a deal better. Many experts believe that deals are made or broken in the due diligence phase. That is is where you figure out how much to pay, and the valuation is totally dependent on what you find out and what questions you ask.

This book covers it all from strategic imperative to tax rules. It also has an excellent chapter on my own area of expertise, people and organizational fit. I found the section on beginning to evaluate the fit of the corporate cultures particularly helpful. We think the success of true mergers are highly influenced by the cultural fit.

Book Description

"By assembling the highly focused works of more than two dozen businessmen, lawyers, accountants, investment bankers, consultants, and experts in such fields as risk management and human resources, BenDaniel and Rosenbloom seamlessly illuminate a complex subject."-Paul E. Graf, President and CEO, Axel Johnson Inc.
This fully revised Second Edition shows readers how to find, analyze, structure, and negotiate international deals.

Customer Reviews:

Good summary.......2003-04-22

The book covers the accounting, legal, tax and financing aspect of international merger and acquisition activities. There are 15 chapters, with each chapter contributed by different author. The continuity is not good. The lack of real world M&A cases is the major drawback of this book. At the graduate level, the book is still useful as a checklist.

Very Useful........2002-10-15

A very useful companion to the main text. Provides a substantial amount of additional material, such as Q&A on the text, Q&A on real-life examples of mergers and acquisitions, sample forms, checklists, and an additional reading list. I highly recommend it.

excellent overview.......1998-08-01

This is an excellent resource with helpful checklists and quick overviews on points to considering when structuring an international deal. Chapters on legal aspects of international joint ventures (Robert F. Ebin) and International Project Finance (Scott L. Hoffman) are top-notch. I highly recommend this to anyone "doing the deal."

The Future of the Automotive Industry: Challenges and Concepts for the 21st Century

Average customer rating:

The Future of the Automotive Industry: Challenges and Concepts for the 21st Century

Manufacturer: SAE International
ProductGroup: Book
Binding: Paperback

General | Popular Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Industry | Automotive | Nonfiction | Subjects | Books

Time for a Model Change: Re-engineering the Global Automotive Industry
The Second Century: Reconnecting Customer and Value Chain through Build-to-Order; Moving beyond Mass and Lean Production in the Auto Industry
The Toyota Way
Six Men Who Built The Modern Auto Industry
The End of Detroit: How the Big Three Lost Their Grip on the American Car Market

ASIN: 0768006880

Book Description

An updated translation of a 1998 German edition which established itself as a valuable reference for automotive executives at car and truck manufacturers, suppliers and automotive service providers. The Future of the Automotive Industry: Challenges and Concepts for the 21st Century examines crucial issues facing the industry -- such as emerging markets, globalization,technological innovation, environmental demands and e-business -- and outlines approaches to meet these challenges.

In order for manufacturers and suppliers to cope with the industry's increasing complexity, they will have to adapt their products and processes. This book presents tested and proven concepts, described from the viewpoints of OEMs, suppliers and trade.

The book features analysis of the most important questions impacting the development of the automotive industry such as:

- How will demand shift between "mature" markets and emerging regions (Eastern Europe, China, and South America)?

- What effect will growing concentration have on the competitive structure of industry?

- How can OEMs and suppliers master technological innovation in the future?

- What opportunities does information technology offer?

Books:

Books Index

Books Home

Recommended Books