lol. globalisation, i only have BHP billiton. care to share ? ^^. !
yep
Internal targets and effects for under Globalisation:
-Extensive and effective planning processes are critical to ensure success – successful Harvey Norman planning (strategies to break into English market, breaking into Scotland and NI first) against the unsuccessfully planning of MMA (lead to the ceasing of manufacturing in Australia)
“Just as we change our strategy continually, so do competitors, so do governments, so do customers” - Geoff Chamberlin (Holden Executive)
-Adapt to a globalised economy so it deal/manage people of other cultures
-Must be able to promote a CC which has a global perspective and appears ethical around the world
-Increased flexibility and innovation given increased likelihood of change and competitors
“Industrial democracy” - those working in a particular job are in a better position to make decisions in regards to it
-Staff satisfaction and support is paramount
-Tech. must be suffice to communicate and deal with companies (subsidiaries) overseas
-Establishing business allegiances – Optus with Convergy's and Harvey Norman in the UK
-Adequate facilities may be needed abroad
-Optimum use of technology to maximise productivity to ensure competitiveness in an increasingly
globalised world
-Recruitment of staff from overseas may be needed
-Need for diversity management; capitalise on cross-cultural capabilities
-Language training for foreignly recruited staff or those to be off-shored
-Harvey Norman → now operating in non-Anglo-phonic nations such as Slovenia
-Reformed perhaps to suit new functions and responsibilities
-Developing a structure that is efficient for communication and one that is non-bureaucratic
-”Downsizing” of internal staff due to off-shoring or international e-commerce may prompt change
-E.g. Harvey Norman →greater commitment to a “geographic model” basing of structure
-Telstra outsourcing – gradual removal of its IT facets
-Changing objectives given increased and varying market and competitors
-Benchmarking and attempting to reach the performance of globally leading organisations – setting higher objectives
-Harvey Norman against Curry's, etc.
Harvey Norman
-Major retailer in Australia – toppled the likes of Betta Electrical and Retra Vision, controls over a third of TV's sold in Australia
-Ambitions to become world-wide leader in electronic retailing as professed by chairman Gerry Harvey – effective communication of vision
-It's nternational stores have contributed to sales increases by 18% (2006)
-Benchmarking against leader European retailers – e.g. “Dixon's” and “Curry's”
-Cautious approach to break into becoming a world leader, intensity of English market → expand into Northern Ireland and Scotland first (effective strategy given the fact these nations feature a similar consumer behaviour yet have been untouched)
Telstra
-1997 telecommunications market in Australia became de-regulated completely → mass competition (e.g. British-owned Vodafone)
-Telstra becomes privatised → to deal with competition
-2001 expanded into New Zealand → establish subsidiary “TelstraClear”, now 3rd largest telecommunications provider in New Zealand
-Telstra starts in 2004 outsourcing IT jobs to Indian firms
Impacts of Globalisation on the Australian automotive industry
-Has enabled Australian manufacturers to sell products to foreign countries – but at what cost
-Has given customers are greater choice and range of products to choose from
-Australian market itself → No longer the typical “Ford vs. Holden” battle as seen 30 years ago – increased domestic competition from Japanese and Korean manufacturers
-10% of cars in Australia were imported back in the 1980's, now just over twenty years later 85% of cars are imported
-Decrease in “protectionism” (tariffs to restrict foreign industry thereby protect Australian industries) → once prominent in Australia (e.g. Protectionist political party) yet deregulation progressively by the Australian government has been procured (to promote free trade)
-By 2010 → 5% of tariffs will apply to imported cars, has sparked mass outrage from local industry fearing it will deplete the Australian-made cars in the market
-Mitsubishi Motors Australia (subsidiary of Japanese parent company) → sale demands for cars in Australia have remained fairly constant yet MMA sales were dismissal
-Target of 300,000 units of one model yet less than 16,000 at peak in addition to overseas failure → Japanese parent company ceased production in Australia. 1000 jobs lost with production moved to China and Russia
-Mitsubishi no longer manufacture in Australia (all products imported) → epitome of an organisation that failed to adapt to changes in its environment and shifting customer needs
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