Strategic management of MNCs' entry into foreign markets: experiment of Israel in the 1990s

Article Abstract:

Some multinational corporations (MNCs) which planned to sell their goods in Israel, such as Levi-Strauss, were unsuccessful because they failed to manage the challenge from competitors and meet customers needs. MNCs looking to expand into foreign markets must evaluate the competitive business strategy of the firms already in the market and compare them to their own plans. They should understand why they want to enter the new market and the best method, such as through an acquisition, by an alliance or by licensing. The time and management of a launch can be vital for its success.

Foreign Operations Analysis, Management, Foreign operations, Israel, Foreign corporations, Business expansion

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A stock-market-driven approach to managing the finances of a multinational corporation

Article Abstract:

Multinational companies have problems increasing the value of their stocks because they operate in many different capital markets rather than just one. Managers have to balance four competing goals: increase earnings, reduce taxes, maintain growth and minimize risk. However, they do not have clear indicators from the various capital markets. Companies which are not performing well should focus on creating financial value and get several subsidiaries listed on local stock exchanges, selling between 20-40% of their shares. Eventually, all the subsidiaries would be listed.

Financial Stocks, Finance

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The headquarters - subsidiaries trench: tracing perception gaps within the multi-national corporation

Article Abstract:

The impact of information flow on managerial relation between multinational corporations and its subsidiaries is examined.

United Kingdom, General services, Parent-to-subsidiary activities, Subsidiary-to-parent activities, Company systems management, Information management, Subsidiaries, divisions and units

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