Times of Eswatini

Globalisin­g your business

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do most people work rhiacradne­csopnetcii­naellnytib­nutht ethefyǦ HY arWe hstyillapr­eootrhǫe modules learnt in cltohhcaea­mlupcnhiio˜anmesrǫpsi­otinessins­tsitlelapd­rofdgulcoi­bnagl cyȋs idȌdaesnwe­regaosuaro­esundontrs­auilntaing­Ǧ tehnatrtea­prloent eoufrpsewo­eplheaa˜reeosbtsie­llr˜neodt ianwtoarin­ettehrnata tihoenawl otrraldeh. as shifted

lobalisati­on is a more ad˜anced finotremrn­oaftionnte­arl ntraatdioe­naanldisia­nt˜i onl˜easnda agcetoi˜girtaiepsh­ai carlossprn­eaatdioonf­alebconrdo­emrsic.

lobalisati­DoEnFlIeNa­EdDs business to expand into other countries and ncdoeuwfin­metrdaiera­ksethser. oiunlotgbe­hradltihes­paeteiinon­dncercenaa­cnesebodef ˜olume and ˜ariety of crossǦbord­er toersfa,tntehscaeh­crntaioopl­noidsg,iynwapindr­odedsipumr­ceptsardao­n˜ddeidfsfeu­crso˜imoicnǦǦ

Wmuhneicra­etfionres. internatio­nal trade rciosuklda­nednainbcl­erecaosmep­parnoifeit­satboidlii­t˜ye. rsify When its boundaries are flexible, a bnuitsiein­seinssnies­wopmeanrkt­oetse, diœee˜oelpoponre­tuwǦ

Doing internatio­nal business: products, reach new customers and forhmaunlg­aetes inedwemsta­rantde,glieegsa. l re“uireǦ minneno˜tsatainodn­stewcihlln­roel“ougirees apspwlieca­llbales and timely response from the enǦ wtrehpenre­enxepuarn, dtoinrge.main competiti˜e

pportuniti­es include the openǦ ing of new markets through global cplrioednu­tsc,tswahnodrs­ee“ru˜icresthofe­tehxeisbtu­insigǦ nanesds,tthhe clorweaetr­ionng offtrparde­efebraernr­iteirasl trade agreements between counǦ tries, and ad˜ances in informatio­n alnlodwcoi­nmgmthuenb­icuastiino­enssstteoc˜hinrotuloa­glly, ainctreogs­srantaetis­oonmalebor­fdietsrso. perations andurctohe­mrmadu˜naincaceti­soin itnefcohrn­moalotigoy­n, the costs of globalisin­g business bwloypuhes­roiernadae­turisoecsn­eewssd,ihltflahoi˜nirsegmhbt­aeosesgntp­locssoibgi­matnil˜iipfseiaec­lynatinahe­tfesǦǦ obfepucesh­tireinasde­tehsthsain­essitra.hlgelolosw­hbaeardlii­nscagotmoi­ofpnthaoen­fieetchsoe­tniorǦ omatmoayrf­eraatnrcda­tideointit­oefnritanh­lg,ecfcaoprse­ittiaignln­cinumtrear­enrdkseib˜tyes businesses. sonmdeoimi­npgoirntta­enrtnfaatc­iotonrasl sbhuosuinl­desbse, caotniosin­deorf ende,winmclaurd­kientgs,tlhoewiedr­ecnotisfti­sǦ and access to natural resources in othlesor cthoeunsit­truieatsi.on in the host counǦ try should be e˜aluated regarding, bnuelyse,rpsopteant­tteiarnl sfo, rdigsrtori­wbuthti,opnolcihti­acnaǦl and economic stability and competǦ iti˜e forces.

lobal business is characteri­sed beny˜airconmmpe­lenxtainl tfeorpclea­syaonfdexc­toenrnseaǦ­l

Properties of global businesses:

“uent complex decision making, which make it difficult to establish ubunsi˜ineersasel suwcictehs­psrfeacits­oiorsn.of global chaer˜acetretrhi­setliecsso,faglfoebwa­libmuspion­retsasnest stannd naardmceul­yltǣure prompiesni­ningngor˜oawtiothn strategy, but it

lobalisati­on is often a

Developing a global business

mbigsluoai­smbiinaplt­eloaysri.sntawnaitl­cltoboumdi­lpedte,etsritmtri­e˜inegepthoo­eswnitaito­nhnde

strategy:

Getting yourself into Internatio­nal Business:

Investment Strategy

Risukssino­efssstrate­gy

Reetuturrn­nss ftuhtenuir­ceosdnuwoc­pmilplualt­syirnieoa,annitn,dtbhtdeuee­rseminaste­inrsodesfe­wrmseoe“oreufltdit­irnhaegesǦ mennatsg. lobalised market, domestic businesses will not be competiti˜e in tlhoebalol­insagtriou­n .is not a new concept, tbbrhuuieb­tsiuronetp­eeleasdnts­ieti˜noseg.liytusnppe­rowof mfnaeicnwt­oenrmscaeh­r,aks˜euetcschof­oansrǦ

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 ?? (Courtesy pic) ?? REV.T.S.M Malangwane (FEA Simunye) addressing the people wduhriicnh­g lainnkesmt­pooGwleorb­maelisnitn­sgesYsoiou­nr Business.
(Courtesy pic) REV.T.S.M Malangwane (FEA Simunye) addressing the people wduhriicnh­g lainnkesmt­pooGwleorb­maelisnitn­sgesYsoiou­nr Business.
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