Essays on Southeast Asia Forestry-Fruit Industry Investment Case Study

Download full paperFile format: .doc, available for editing

The paper "Southeast Asia Forestry-Fruit Industry Investment" is an outstanding example of a finance and accounting case study. The report provides an evaluation and analysis of the Southeast Asia forestry-fruit industry direct investment in Malaysia. The large market size and availability of cheap labor are viable to the development of the company in Malaysia. Malaysia economy is growing rapidly yearly creating a conducive environment for the development of foreign direct investment companies. The Malaysia Gross Domestic Product growth rate in the past five years is an average of +4.77.

Further research indicates that the country’ s economy will continually grow. The PESTLE factor influences the functionality and management of a firm. They provide a basis of establishing and growing the organisation in an external market opportunity. The report finds that the viable entry mode of the company into Malaysia is through direct investment. Malaysia's government has introduced incentives to an international organization to direct the venture into the host country’ s market. They have also ensured no tariffs and laws restrict direct investment by organizations in their market. Direct investments provide direct management of the entire sector involved from the production of a product to consumers.

These factors encourage direct investment by the firm in Malaysia. Introduction Dramatically, in the new millennium, the world economy is changing. The monetary progression, instantaneous capital flow, the new international conglomerates are among the changes occurring in the Malaysian economy. Similarly, the rate of internet growth results in the changing ways of international management of market operations. The progressions are having significant effects on universal marketing, management, and administration. The progressions include expanding risks and instability, continuous data administration, and quick response to worldwide enhancements.

The cross-impact analysis furthermore has turned into a more vital tool in managing uncertain reactions amid complex forces. The administrative outlook will need to relate the present to make the future and move a long way beyond benchmarking. It will prompt changes in decision making, including a shift from moderately stable situations and technical administration ways. It enables them to deal with more turbulent situations and systematic management approaches. It will likewise prompt a movement from stiff authenticities of solving issues to fundamental truths for problem avoidance.

In a prospective evaluation, it is established that the numerous adjustments in the foreign direct investment have greatly be influenced by the confluence of several important external developments. The various changes in the macro marketing forces are adversely reshaping international management and commercialization strategies. Foreign direct investment alludes to the foundation, management, and control of another venture abroad. The establishment of that kind of a venture entails heavy monetary and managerial responsibility with respect to the investing firm (Christiansen 2014). The investing organization transfers equity capital, innovation, entrepreneurship or other productive knowledge in relation to the industry. FDI encourages the global integration of business sectors in order to acquire the market of goods and services.

By selling directly to citizens of the host economy, foreign direct financial investors and experts might overcome regulations, laws or strategy instigated tariffs to market access (UK Trade and Investment 2014). FDI has customarily performed to this capability, and in-market management, the nearby vicinity market is accessed. The purported FDI has encouraged the worldwide division of work, and thus invigorated the development of trade. Recent research suggests that for 66% of world stock exchange, a multinational organization is involved in not less than one part of the transaction (Jensen 2012).

The report evaluates the PESTLIED factors influencing management and the viable entry mode of the Southeast Asia forestry-fruit industry into the Malaysian market.

References

1. References

Anon., 2004. Trade and migration: building bridges for global labour mobility. Paris: OECD.

Arline, K., 2014. Business Daily News. [Online]

Available at: http://www.businessnewsdaily.com/5512-pest-analysis-definition-examples-templates.html

[Accessed 9 September 2015].

Blaine, H. G., 2008. Foreign Direct Investment. New York: Nova Science Publishers.

Blonigen, B. A., 2011. Determinants of FDI. Cambridge: National Bureau of Economic Research.

Brakman, S., 2008. Foreign Direct Investment and the Multinational enterprise. Cambridge: MIT Press.

Buckley, P. J., 2015. International Business strategy. New York: Routledge.

Business Monitor International, 2014. Malaysia Food and Drink Report. London: Business Monitor International.

Carraher, S. M., 2011,Studies in global investment. Dubuque: Kendall Hunt Pub. Co.

Cavusgil, S. T., 2015,International business. Frenchs Forest: Pearson Australia.

Christiansen, B., 2014,Handbook od research on effective marketing in contemporary globalism. Hershey: IGI Global.

Dadasov, R., 2010. Mode of Entry and Expropriation. London: Macmillan.

Demirbag, M., 2015. Handbook of emerging market multinational corporations. Cheltenham: Edward Elgar Publishing.

Department of Statistics, 2015, Trading Economics. [Online]

Available at: http://www.tradingeconomics.com/malaysia/gdp-growth-annual

[Accessed 9 September 2015].

Dunning, J. H., 2008. Foreign Direct investment and competitiveness. Amsterdam: Elsevier JAI.

Foley, J. F., 2009. The global entrepreneurs. Washington: Jamric Press International.

International Monetary Fund, 2014. Malaysia: Financial sector. Washington: International Monetary Fund.

International Trade and Finance Association Conference, 2014. Globalization, trade and foreign direct investment. New York: International Trade and Finance Association. Conference.

GlobalUS, 2014. [Online]

Available at: http://connectusfund.org/17-big-advantages-and-disadvantages-of-foreign-direct-investment

[Accessed 10 September 2015].

Graham, E. M., 2005. Does Foreign Direct Investment Promote Development. Washington, DC: Institute for International Economics.

Grant, R. M., 2010. Contemporary strategy analysis. Malden: Blackwell.

Hollensen, S., 2009. Entry mode strategy in global marketing. London: Henry Stewart Talks.

UK Trade and Investment, 2010,Malaysia Market opportunity. London: UK Trade & Investment.

UK Trade and Investment, 2008. Malaysia. Coventry: British Chamber of Commerce.

UK Trade and Investment, 2014. Malaysia market advisor 2013/2014. Woodford: International Market Advisor.

Jensen, N, M, 2012,Risk and foreign direct investment. Ann Arbor, University of Michigan Press.

Khong, H, L., 2010,Market segmentation in Malaysia. Singapore, NUS Press.

Kumar, N., 2003,Globalization, Foreign direct investment, and technology transfer. Paris: Institute for New Technologies.

Liu, B., 2013,Contemporary logistics in Malaysia. London: World Scientific.

Business Monitor International, 2014,Malaysia autos report. London: Business Monitor International Ltd.

Marinov, M., 2013,Emerging economies. New York: Palgrave Macmillan.

Occupy Theory, 2014. [Online]

Available at: http://occupytheory.org/foreign-direct-investment-advantages-and-disadvantages/

[Accessed 10 September 2015].

Phatak, A. V., 2005,International management. Boston: McGraw-Hill Irwin.

Ramamurti, R., 2011,The future of foreign direct investment. Bingley: Emerald.

Razin, A., 2007, Foreign direct investment: analysis of aggregate flows. Princeton: Princeton University Press.

Rialp, A., 2010,International Marketing Research. Amsterdam: Elsevier JAI.

Sahoo, P., 2014,Foreign Direct investment in Malaysia. New Delhi: Springer.

Stiglitz, J. E., 2008. Capital market development. New York: Oxford University Press.

Takatoshi, 2008. The role of foreign direct investment in Malaysia. Chicago: University of Chicago Press.

Terterov, M., 2010. Doing business with Malaysia. London: GMB Pub.

Verbeke, A., 2013. International business Strategy. Cambridge: Cambridge University Press.

Wach, K., 2014. [Online]

Available at: http://www.academia.edu/10311207/Market_entry_modes_for_international_businesses_chapter_7_

[Accessed 10 September 2015].

Download full paperFile format: .doc, available for editing
Contact Us