Professional Documents
Culture Documents
Social Entrepreneurship and The Global Environment For Entrepreneurship
Social Entrepreneurship and The Global Environment For Entrepreneurship
Social Entrepreneurship
Eco Entrepreneurship
The environment stands out as one of the major challenges of social enterprise.
Entrepreneurs have an enormous challenge to build socially responsible organizations for the
future. Eco vision—attention to employees, the organization, and the environment—is a
possible leadership style for accomplishing this.
A plan to create a sustainable future through a practical, clearly stated strategy, as defined by
Hawken and McDonough:
The triple bottom line (sometimes referred to as TBL) is an accounting framework that goes
beyond the traditional measures of profit, return on investment, and shareholder value to
include environmental and social dimensions.
"Shared value” is an approach to creating economic value that also creates value for society by
addressing its needs and challenges.
Bottom-Line Measures of Economic Performance
o Personal income
o Cost of underemployment
o Establishment sizes
o Job growth
o Employment distribution by sector
o Percentage of firms in each sector
o Revenue by sector contributing to gross state product
Global Entrepreneurs
Global entrepreneurs rely on global networks for resources, design, and distribution. They rise
above nationalistic differences to see the big picture of global competition without abdicating
their own nationalities. They confront the learning difficulties of language barriers head-on,
recognizing the barriers such ignorance can generate.
Diaspora Networks
Diaspora networks are relationships among ethnic groups that share cultural and social norms.
They represent powerful advantages to global entrepreneurs because they speed the flow of
information across borders; they create bonds of trust; and they create connections that help
entrepreneurs collaborate within a country and across ethnicities.
Global Organizations and Agreements
They contribute to significant international vehicles that have developed.
THE WORLD TRADE ORGANIZATION
The WTO is the umbrella organization governing the international trading system. Its job is to
oversee international trade arrangements
THE NORTH AMERICAN FREE TRADE AGREEMENT
The North American Free Trade Agreement (NAFTA) is an international agreement among
Canada, Mexico, and the United States that eliminates trade barriers among the three nations.
It created the world’s largest free trade area, with strong protection for patents, copyrights,
industrial design rights, trade secret rights, and other forms of intellectual property
THE EUROPEAN UNION
The EU is an economic and political union of 27 member states which are located primarily in
Europe.
Methods of Going International
Methods of going international are importing, exporting, international alliances and joint
ventures, direct foreign investment, and licensing
IMPORTING
Importing is buying and shipping foreign-produced goods for domestic consumption.
EXPORTING
Exporting is the shipping of a domestically produced good to a foreign destination for
consumption.
INTERNATIONAL ALLIANCES AND JOINT VENTURES
Three main types of international alliances: informal international cooperative alliances; formal
international cooperative alliances (ICAs); and international joint ventures.
Informal alliances are not legally binding and are limited in scope and time.
Formal alliances usually require a formal contract with specifics about what each
company contributes and involve a greater commitment by each company and a transfer of
proprietary information.
Joint ventures occur when firms analyze the benefits of creating a relationship, pool
their resources, and create a new venture. Joint ventures imply the sharing of assets,
profits, risks, and venture ownership.
Three basic types of licensing arrangements revolve around patents, trademarks, and technical
know-how.
Researching Foreign Markets
Important parameters to identify and research include:
Government regulations
Political climate
Infrastructure
Distribution channels
Competition
Market size
Local customs and culture
Ignorance
Uncertainty
Lack of information
Restrictions imposed by the host country
Unstable governments
Changes in tax laws
Rapid rises in costs and raw materials
Fluctuating exchange rates
Repatriation of profits and capital
Realizing that everything he developed can be copied by foreign competitors, Edgar entered
into contractual arrangements with three European firms to market his product. These three
firms have predetermined sales areas that cover all of Europe and the Middle East. Bruning
ships 50 percent of its production output to these three firms, while the rest is sold to
companies in the United States. Edgar recently has been thinking about increasing his
production facilities. He is certain he could sell 40 percent more chips if he were able to make
them.
Last week Edgar had a visit from the chief executive of a Japanese firm. The company has
proposed a joint venture between itself and Bruning. The venture would work this way: Bruning
would ship the company as many chips as are currently sent to the three firms in Europe. These
chips would be paid for on a 90-day basis. The Japanese firm would act as Bruning’s Far East
sales representative during this part of the agreement. Then within 90 days, the Japanese firm
would purchase manufacturing equipment that would allow it to make the chips in Japan. “This
will save us both labor and shipping costs,” the Japanese executive pointed out. “And all profits
will be divided on a 50/50 basis. Your only expenses will be your share of the manufacturing
equipment, and we will apply your profits against those expenses. So you will have no out-of-
pocket expenses.”
The idea sounds very profitable to Edgar, but he is not sure he wants to give someone else the
right to produce his product. “Technological secrecy is important in this business. It’s the key to
success,” he noted to a colleague. On the other hand, Edgar realizes that without having
someone to sell his product in the Far East, he is giving up a large potential market. Over the
next 10 days, Edgar intends to make a decision about what to do.
QUESTIONS
1. What type of arrangement is Edgar using in his business dealings with the European
firms? Be complete in your answer.
2. Is the Japanese business proposal a joint venture? Why or why not? Would you
recommend that Edgar accept it? Why or why not?
3. If Edgar were looking for an alternative approach to doing business with the Japanese,
what would you suggest? Defend your answer.