Global Entrepreneurship Institute

How significant changes in the Mexican financial sector are impacting U.S.-Mexico business transactions
Dubos J. Masson, PhD, CTP, Cert ICM

Mexico is a key trading partner with the United States and a member of NAFTA, and as such, many U.S. businesses have significant dealings with Mexican suppliers, customers, or subsidiaries. While there are some similarities in commercial banking practices, there are other, very significant differences between the Mexican and U.S. environments, for example, prevalence of foreign-owned financial institutions, varying payroll delivery mechanisms, and levels of anti-money laundering compliance.
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Discussions of Global Entrepreneurship 

A true global entrepreneur, Howard Schultz, who led the purchase of Seattle-based Starbucks Coffee in 1987 for $250,000, later boasted, “Starbucks is going to be a global brand, in the same genre as Coke and Disney.” Continue reading ‘What is a global entrepreneur?’ »

We have partnered with some major governmental and non-governmental (NGO’s) economic agencies. We are helping entrepreneurs launch their businesses into South America right now.

Are you currently doing business in South America? If you are doing business in South America we would like to hear from you!

Continue reading ‘Are You Doing Business in South America?’ »

International Competitive Pressure Varies In Impact On U.S. Manufacturers

Currency exchange rate pressures lead to an increase in the exit rates very small manufacturers (fewer than 20 employees), finds a report released by the Office of Advocacy of the U.S. Small Business Administration.

Continue reading ‘Report: Global Impact On U.S. Small Manufacturers’ »

When entering China, businesses can’t rely on approaches that worked in their home markets. Leaders must consider the diversity of the country, as well as its social norms, changing regulatory environment, and uneven infrastructure. Executives who take a “helicopter view” and consider the context of their surroundings will be more likely to thrive in the Chinese marketplace.

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As a growing variety of media companies based in Latin America and Mexico are chasing Hispanic consumers, Hispanic advertising agencies are hiring talent in droves from the two regions, and practically every general market advertising agency interested in owning a Hispanic agency has bought or launched such a unit.

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SBA Administrator Steve Preston recently met with Colombian Trade Minister Luis G. Plata in Washington D.C. to discuss the importance of passing the pending Colombia Free Trade Agreement (FTA).

Continue reading ‘Importance of Colombia Free Trade Agreement (FTA)’ »

 Lighting the Way: Toward a Sustainable Energy Future

The InterAcademy Council has released a new report, commissioned by the governments of Brazil and China, identifying and detailing the scientific consensus framework for directing global energy development. Continue reading ‘Report: Toward a Sustainable Energy Future’ »

Experiments In Financial Liberalization: The Mexican Banking Sector

Examines financial liberalization in Mexico, which has the most free-trade agreements in the world today. This liberalization has included the banking industry, particularly since 1997, when foreign banks were allowed to enter the Mexican market.

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Barriers to Foreign Direct Investment Under Political Instability

This article describes some stylized facts about expropriation of Foreign Direct Investment (FDI) and develop a theory that relates direct and indirect forms of expropriation to the degree of political instability (the frequency at which groups alternate in power) and concentration of power (the number of powerful groups affecting policy). Continue reading ‘Barriers to Foreign Direct Investment (FDI)’ »

Booz Allen Hamilton’s annual study of the world’s largest corporate R&D spenders finds two primary success factors: aligning the innovation model to corporate strategy and listening to customers every step of the way.

NOTE: This is an Adobe PDF file. Download the Report in PDF

Boston Consulting Group identified 100 large and particularly successful companies that are based in rapidly developing economies and going global fast. Incumbent multinational companies will soon encounter them—if they haven’t already—as formidable competitors in markets around the world, but also as potential suppliers, customers, and partners. The authors outline these companies’ performance, analyze their motivations and strategies, and set forth key implications for incumbents.

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Are You Ready to ”Go Global?” 

Strategic motives must drive the decisions to conduct business globally.
 - But what is your action plan?
 - Where do you begin?
 - How do you begin?
 - Which markets should be entered first?
 - What would be the optimal mode of entry?
 - How rapidly should you expand globally?

Continue reading ‘Roadmap To Going Global’ »

It is a paradox that in a globalizing and “boundaryless” economy, factors associated with local communities—such as interpersonal networks, laws, and tax rates, among others—remain important for understanding organizational behavior. As Christopher Marquis and Julie Battilana argue, in many ways local particularities have become more visible and salient as globalization has proceeded.
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Hitting the Growth Wall

According to Michael Porter, “The desire to grow has perhaps the most perverse effect on strategy.” Factors that drive initial successes are seldom enough to sustain a venture as it begins to accelerate through the growth stage. The external demands and opportunities change constantly, the venture’s value chain and internal capabilities must adapt, and the venture’s growth and evolution will ultimately necessitate a shift to professional management. Simply put by Jack Stack in his book The Great Game of Business, “The more successful you are, the bigger the challenges you have to deal with.” Continue reading ‘How will you avoid hitting the growth wall?’ »

New comparison of GDP and consumption based on purchasing power parities for the year 2005. The OECD, in partnership with Eurostat, ROSSTAT and CISSTAT, has calculated benchmark purchasing power parities (PPPs) for GDP and consumption for the year 2005 for 55 countries following a common methodology. The calculation covers the 30 member countries of the OECD, the 27 member states of the European Union, ten CIS countries, six Western Balkan countries and Israel. The results will be included into the forthcoming release of the world-wide comparison undertaken by the World Bank for the year 2005.
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Corporate R&D labs used to be the key for companies to create competitive advantage. But in the 21st century, innovation is moving out of the lab and across the globe. That’s why Harvard Business School professor Alan MacCormack and his research collaborators believe that a real source of competitive advantage is skill in managing innovation partnerships.
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Managing A Global Business Enterprise

Developing organization and human resource strategies across multiple borders should not simply be a matter of adapting a domestic model to accommodate changes in distance and global scale. Starting with a global mindset discussed earlier, you will have to develop a fresh perspective in order to take into consideration the unique challenges of doing business globally. Continue reading ‘What are the challenges to managing a global business?’ »

Discussions About Investing To Go Global

Before making the decision to commit critical capital resources overseas, the venture needs to have a clear understanding of why it is doing so. Before discussing the reasons for investing overseas, we first want to discuss Foreign Direct Investment (FDI). For statistical purposes FDI is usually defined as ownership of at least 10 to 25 percent of the equity of one venture in one country, by another venture based in another country. Continue reading ‘What are the capital investment decisions for going global?’ »

Creating Your Global Business Strategy

As we have discussed, strategic motives must drive the decisions to conduct business globally. But what is your action plan? Where do you begin? How do you begin? Which markets should be entered first? What would be the optimal mode of entry? How rapidly should you expand globally? Continue reading ‘What is your strategy for going global?’ »