Executive Summary
Globalization is an aspect that is transforming major corporations of the world. The corporations that find themselves strategically placed and positioned with necessary resources have exploited the opportunities presented by the globalization of economies. As such, the new century presents an opportunity to many organizations to align their goals with international goals if any meaningful growth is to be realized.
Blue Mountains Hotel College is a hospitality institution found in Australia, which is in the process of internationalizing and entering the Indian market.
As such, a detailed report of the general business environment was carried out where it became evident that to enter the foreign market, especially in the Asian countries effectively, factors of political, social, economical, cultural, and religious and legal have to be considered.
In addition, it is clear that Australian way of doing differs greatly with that of India hence need to scan the business environments necessary before venturing. Porter’s four generic factors model was used where it was identified that the college has the potential and necessary resources to facilitate joint venture in the Indian market to due demand of hospitality human resources.
Although competition in India from other nations is present, the college’s opportunity of exploring training opportunities in the country’s are viable since less competitors are yet to put their ventures in this area.
Further, it was identified that an effective, committed, and culturally sensitive management is key to ensure foreign investment succeeds and grows. On overall, the decision to obtain a joint venture in Indian market was established to be viable and of benefit to the institution.
Introduction
Today, many economists and business experts have predicted that no particular business can claim to be purely domestic, where global competition and world events (Yadong, 1999, p.3) affect even the smallest local firms. As a fate would dictate, the realities of the modern world are almost turning all business international.
Most businesses are being characterized by shift from domestic concentration and embracing a higher degree of internationalization, a process that is posing many challenges for many companies (Yadong, 1999, p.3). Australia is one of the countries that are experiencing the effect of many of their businesses turning global.
Almost from all key sectors, Australia’s companies are establishing joint ventures with other companies especially in the developing economies, examples of such companies include: ”ANZ Mortgage Solutions, Jenny Craig Weight Loss Centers, Life Resolutions, Terry White Chemists, Forty Winks and Red Clean” (Young, n.d, p.1).
For instance, Australian Company Cookie Man has established an Indo-Australian joint venture in the Indian Market since 2000 (Young, n.d, p.1).
The Blue Mountains Hotel College
Australia has many institutions that have invested in training professionals in the hospitality industry. Today, tourism sector in the country is booming a situation that has necessitate need to train highly qualified personnel. One such institution taking up that role is Blue Mountains International Hotel College, an institution established in 1991.
The college is completely a residential private college with diverse composition of students, found in the renowned gorgeous World-Heritage Blue Mountains, one of the Australia’s popular tourist destinations (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
The college is a higher education institution involved in provision and delivery of hotel and resort and tourism management training that later enable the student to qualify for a Bachelor of Business degree at the University of Queensland (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
The college has since its establishment dedicated much time in training and providing the students with a perfect working and living environment that which at the same time recognize, respect and promote multicultural interaction and association among its students.
Further, the college prides in having one of the premier well-developed programs that have potential and capability to introduce students to international careers and opportunities (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
Still operating within its vision, the college is engaged in concerted effort to develop and nurture strong industry partnership that can be useful in enabling the industry to engage in current issues through provision of continuous education pathways and professional development programs (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
The institution throughout the period it has been in operation has maintained its commitment of nurturing a highly qualified student body by developing and providing relevant and current knowledge coupled with necessary skills to its students.
The aim has been to ensure the college’s graduates are well-equipped, highly motivated with critical-thinking skills when carrying out their duties (International Center of Excellence in Tourism and Hospitality Education n.d, p.1). The institution’s mission and vision postulate that the objective of the college is to develop, design and promote training based on the industry and dynamisms of the industry.
This is to be achieved through incorporating knowledge of business, finance, marketing, organizational administration and operation, communication and technology and lastly research and consultancy, which are fast becoming the necessary requirements in hospitality industry (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
To ensure the academic standards of the institution are being promoted on higher level, the college has an on-campus ‘virtual’ hotel; the college also invites numerous human resource managers and other senior managers from different hotel groups and properties to the campus to give key talks and recruit the graduates.
To ensure realization of the goals and objectives of the college, the college always recruits the best human resource personnel as staff members and managers.
In most cases, the staff is drawn from the highly skilled pool of national and international professionals who have to carry out training of students by putting into consideration factors such as student’s level of skill, personality and preferences (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
As part of its strategy, the college has created a program known as Graduate Privileged Partners Program, where key industry managers are invited to carry out recruitment of final year graduates to their industries (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
At the same time, the college has collaborated with the School of Tourism at the University of Queensland where the college delivers the university’s Bachelor of Business degree courses. Known world-wide, university of Queensland is one of the best universities in Australia and the world (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1).
In recent times, the college has continued to realize growth and expansion both in student population, infrastructure and financial, an opportunity that has prompted the college to weigh the options and viability of venturing in one of the Asian counties.
In addition, its management believes a joint venture with one of the Asian countries will be beneficial to the college in terms of extending its operations in international environment. Therefore, the college’s CEO directed a thorough analysis of the viability of joint venture in the Asian environment, the opportunities presented and the threats available in pursuing such a decision.
Therefore, in preparing the report, a thorough analysis of the environment – political, economic, social, and cultural will be undertaken before giving recommendations on the viability of the joint venture.
Business in Australia
Australia, described as a large country with a small population, has numerous parts that remain uninhabited, as most people prefer to stay in urban areas (World Business Culture, n.d, p.1). As a result, the country lacks a substantial domestic market that can spur fast growth to any business venture.
The country has further been described as geographically isolated, a situation forcing most of the country’s businesses to recognize and appreciate the role and need for international markets a situation that is providing most companies with hope to future prosperity (World Business Culture, n.d, p.1).
Moreover, in the past, businesses in Australia have been seen to show less interest or being slow to embrace challenges of internationalization (Jupp 2001).
Many business and cultural writers have noted that Australia’s business environment and culture are characterized by the ideas of egalitarianism, where people widely do not give the impression that, they hold a particular rank and therefore, they are ‘somebody’ (World Business Culture, n.d, p.1).
At the same time, many people, especially managers, prefer just to be known as ‘good mate’ (International Center of Excellence in Tourism and Hospitality Education, n.d, p.1). From this, most Australian business people are less risk-takers, where at the same most business structures show an element of non-hierarchical (World Business Culture, n.d, p.1).
In this country, people and managers pay less attention to titles and ranks in an organization since status is much ascribed through achievement instead of the organizational position (World Business Culture n.d, p.1).
Australia society largely shows tendencies of egalitarianism with two common components characterizing it: sameness and equality (Chhokar and House 2007). In terms of management style, most Australians managers do not portray tendencies of superiority to their colleagues and any form of authoritarian style of managing a company or business is always disliked as it may invite hostility.
In most cases, the management promotes consultative style of management putting everybody in the channels of making decisions, and during such consultations, juniors have opportunity even to challenge their managers.
Pragmatism is the fundamental element that continues to dominate management style of Australian managers where at the same time; the managers promote and facilitate socialization among the business’s members.
In terms of communication, Australians like and put emphasis on directness before diplomacy and people are expected to mean what they say; in addition, any form of self-promotional is a disliked form of interaction to most Australians.
Moreover, working in business as a team player is an aspect that thrills most Australians and when a manager creates a positive and cloistered feel in the business, the operations of the business become easier.
For example, in Australia, one will hear words like, “eating humble pie, eating crow, not getting above oneself, not being up yourself, being happy to take a back seat and not putting yourself forward” (Strom n.d, p.1). In other words, any form of self-promotional is a disliked form of interaction to most Australians.
Globalization and multinational enterprises (MNEs)
Globalization, as a term has assumed numerous definitions and understanding. For instance, different schools explain what constitutes globalization, whereby there are those who view globalization as a process that is giving birth to homogenization of markets and cultures or the increasing interconnectivity and integration into a single economic unit where barriers of trade have been eliminated (Aniruddha, 2009).
Further, there are those who consider globalization as an opportunity where a firm operates on a global scale and where manufacturing takes place in numerous countries (Aniruddha, 2009).
On their part, Robert Keohane and Nye see globalization to constitute instances of interdependence, and they describe globalization as, “a state of world involving networks of interdependence at multi-continental distances; and for the linkage to occur, it must take place through flows and influences of capital and goods, information and ideas, and people and forces as well as environmentally and biologically relevant substances” (Keohane and Nye, 2000, p.1).
On providing its definition, the IMF through its World Economic Outlook publication described globalization as “the growing interdependence of countries world-wide through the increasing volume and variety of cross-border transactions in goods and services and of international capital flows, and also through the more rapid and widespread diffusion of technology” (Gender and Health Project, n.d).
In addition, globalization has led to increased opportunities in the possibility of boundless growth and prosperity for both the developed and developing countries (Johnson and Turner, 2010, p.5).
The process of globalization has been associated with key globalization drivers: the changing economic paradigm from demand management to neo-liberalism, the assumption of this point is that the current widespread international interdependence of economics has been realized because of the increasing acceptance of economic liberalism as the best method of managing economies (Johnson and Turner, 2010).
Economic liberalism is a concept that was promoted in broadway by organizations such as GATT, which agitated for removal of trade barriers among the nations.
Later, organizations such as WTO came in with calls for non-tariff barriers before later IMF, through its structural adjustments programs, calling for reduction of trade barriers and liberalization of capital markets (Held and McGrew 2007).
Today, the extension of competitive liberalism into domestic economic policy has accelerated the complexity of interdependence and deepened the globalization with numerous implications to the corporate strategies and behavior.
In other word corporations such as those in Australia are finding it easier to carry out businesses in societies that earlier it was difficult to do so. The decline of trade and economic barriers makes it easier for Australian corporations to establish joint ventures in other regions of the world.
The spread of international governance and regulation, while the restrictive legal and trade barriers became eliminated in accordance to growing economic liberalism, it became easier for countries to transact their businesses across boarders with easiness, and appropriate location of policies to regulate the business environment became the major concern.
As a result, the spread of technical standards, competitive policy and labor standards dominated international trade debates for MNEs that were locating to other countries (Johnson and Turner, 2010). What became evident was the movement to more deep integration as suppressive trade barriers became extinct.
In finance and capital spread, progress in international business activities as a result of globalization has been spurred by parallel movement of capital and finance whereby factors such as deregulation, liberalization and technical changes have merged together to change the finance sector with objective of providing the necessary help to the trans-national transactions (Johnson and Turner, 2010).
Numerous reforms, both by the domestic and international bodies like World Bank and IMF have resulted into emergence of non-discriminatory national treatment and market access to financial services.
In diffusion of information and communication technology, globalization process has benefited a lot from the redefinition and reorganization of commercial and economic opportunities (Johnson and Turner, 2010).
It has resulted into key restructuring of the manufacturing system, lowering and speeding up transportation and communication. As such, technological advancement is making it inevitable and irreversible for the globalization process.
In relation to social and cultural convergence, global liberalization and advancement in technology have led to growth in the degree of social and cultural convergence, which in essence is one of the pre-condition for globalization (Johnson and Turner, 2010).
Though numerous local and national cultures are still strong and influential, the importance of global in terms of multilateral activities is spreading at a faster rate and this is being realized through mass media and the power of internet (Johnson and Turner, 2010).
Moreover, the emerging global consumer is driving many companies to be involved in constant creation of global products that have the ability to be accepted in the global market.
Asian market and culture
Numerous literature exist on the potential ability of Asian countries to change the world economy in the near future dramatically (Muder, 2010). The same literature predict that the presence of international contact with professionals from this region is going to be high; hence, the region appears potentially placed for commercial and other key activities to proliferate (Muder, 2010).
First, most Asians countries culture is characterized by collectivism rather than individualism mostly demonstrated by western managers (Muder, 2010). The worker identifies himself or herself with the larger group, while business is carried out in a slower, deliberate fashion and anybody who appears to be fast is likely not to go far, and aggressive proposals are largely distasteful in this region (Muder, 2010).
Moreover, most countries in Asian region prefer establishment of strong business relationships based on trust and respect (Muder, 2010) while at the same time, status and rank are highly revered in the country than in Australia.
In particular, doing business in India requires one to have adequate knowledge of the complex Indian culture (Kwintessential Ltd n.d, p.1). For instance, those who want to venture into the country have described India as a country to be highly diverse and complex phenomenon making it difficult to impart general conclusions (Kwintessential Ltd n.d, p.1).
Regionalism, religion, caste, and language have come out as the key factors that need to be thoroughly considered by the potential foreign investors in the country. In India, English constitute the language of doing business although numerous local languages exist (Kwintessential Ltd n.d, p.1).
In addition, hierarchy is very vital and strictly observed, which gives definition to people’s roles, status, and social order (Kwintessential Ltd n.d, p.1). Further, doing business in India when meeting for the first time the handshake is very important and when addressing the Indians, it is always important to use appropriate and formal title, though Sir or Madam are appropriate when unsure of the title (Kwintessential Ltd n.d, p.1).
In addition, on the first-day business, cards play an important role in initiating future contacts, and in giving business cards, an individual should always use the right-hand side.
More importantly, doing business in India involves establishing meaningful relationships since most Indians prefer to deal with only people they trust compared to Australians who put more emphasis on formal rules to guide their interactions and agreements. Tendency to know someone more deeper is not a celebrated virtue among the Australians as compared to Indians.
Furthermore, arranging for meeting in India is a process that should take place in advance, and punctuality observed. During the negotiations, Indians do not make a decision based on mere statistics, empirical data, or PowerPoint presentations, but rather they largely rely and make use of their intuition, feeling, and faith in their guidance (Kwintessential Ltd n.d, p.1).
Hence, it is always recommended to avoid high-pressure tactics and shun away from confrontations or use of force, while criticism and disagreements should be solved in a more diplomatic language, and when a negotiation is brokered the deal needs to be honored (Kwintessential Ltd, n.d, p.1).
What drives Decision to internationalize business?
The central driver of internationalization as expressed in most books of international business, is the level of managerial commitment to oversea expansion (Czinkota, Ronkainen, and Moffett, 2008).
For example, Czinkota, Ronkainen, and Moffett (2008) note that commitment grows gradually from an awareness of the likelihood of foreign markets and they ultimately lead to the company embracing international business as a strategic necessity (Czinkota, Ronkainen, and Moffett, 2008).
Management will spur the numerous international business activities, and the company may expand through strategic measures such as strategic alliances, joint ventures, or foreign direct investment (Czinkota, Ronkainen, and Moffett 2008). A firm may be motivated to expand to international market from two broad factors of proactive motivation and reactive motivation (Czinkota, Ronkainen, and Moffett, 2008).
In addition, proactive motivations constitute factors such as “profit advantage, unique products, technological advancement, exclusive information, tax benefit, and economies of scale while on the other hand, reactive motivation has factors which include competitive pressures, overproduction, declining domestic sales, excess capacity, saturated domestic markets and proximity to customers and key infrastructures” (Czinkota, Ronkainen and Moffett, 2008, p.25).
From the above observation, it becomes clear that to experience success in international business and development, it is important to formulate effective multinational strategies (UNIDO, 2006).
First, it should not be forgotten that the 21st century is witnessing the growth and spread of virtual and intelligent organizations where virtual organizations are acting as networking centers that outsource almost all of their operations while intelligent organizations generally seek competitive advantages through learning and knowledge management (UNIDO, 2006).
Nevertheless, multinational strategies for a long time have embraced factors such as progress in technology, liberalization of investment flows and the increased competition among various organizations (UNIDO, 2006).
Potentials of Global growth and strategies for market entry
The modern business challenges have forced many organizations and business entities to look for ways to sustain growth and survival.
Due to competitive pressures and the desire to maintain and strengthen their position in the market, companies are put under pressure to always be on a constant look-out for possible exploration available and promising opportunities in order to realize advantage over competitors and expand beyond the limits of the domestic markets.
The process of expansion that a company may favor to pursue in the global marketplace is not only spurred by limitations in the domestic market but also due to the globalized world. In such a case, the market share in the domestic market becomes threatened by the presence of the foreign investors and as a result, numerous key factors become the major force in prompting a company to seek international and global operations.
These factors include markets, cost, competitive factors, and the international business environment (UNIDO, 2006). As Australia tourism continues to grow, many investments have been directed towards establishing tourism-training institutions both by domestic and foreign investors. As a result, competition is high as compared to a market like India, where tourism industry is growing, but training institutions remain limited.
Pattern of global expansion
Many organizations have pursued the idea of internationalization with a lot of care and caution whereby, an elaborative systematic process needs to be undertaken, and the process should involve strategic planning and risk minimization (Rugman and Brewer, 2001).
In the ideal sense, companies need to venture into markets and entry modes that are more familiar and less risky before eventually contemplating on moving into deeper levels of international commitment once they establish confidence and experience in foreign business.
Upon discovering that an opportunity seems viable in the foreign market, a company needs to pursue the process of internationalization methodically and competently to avoid any failure that may result into wastage of resources (UNIDO, 2006).
As a first step, internationalization needs a management body that is committed and will ensure effective and efficient allocation of the necessary staff resources, market and competition analysis, and financial investment (UNIDO, 2006). After ensuring there is a committed management body, the next step is to realize that international markets as compared to domestic markets largely differ in many aspects (UNIDO, 2006).
As a result, the company needs to put into consideration the following factors: political, social and cultural factors in the international environment specifically of the host country to put venture in, local and relevant international laws, geographical and natural conditions, and infrastructure and labor (UNIDO, 2006).
Along the pattern of expansion, the company can adopt different axes, which describe how and under which speed a company can enter the foreign market.
The axes are impetus for international business where the impetus can be a passive response to unsolicited orders, which represent a low business risk or an active search for opportunities and greater levels of internalization, which in essence can grow through positive experiences resulting from passive response (UNIDO, 2006).
In addition, internal verses external handling of operations where the company can rely on intermediaries well a versed with the particular foreign market; mode of operations and commitment, where the company need first to start with lower-risk operations before assuming greater risks; and geographical diversification, where the company an first start with a country or a region it is full versed with and confident business with pickup more first (UNIDO, 2006).
On their part, Faulkner and Campbell summarize that strategic issues that affect international strategy can be categorized into three main groups (Faulkner and Campbell 2006). This is in addition to those that determine which segment to select, and whether or not they manifest global competition; those that affect the company’s ability to resource and deliver the product at a competitive price anywhere in the world.
Lastly, those that are concerned with how a company should organize itself to control its international activities are considered (Faulkner and Campbell 2006). In this regard, they suggest that global strategy has three main objectives, which are efficiency, risk management and innovation learning and adaptation.
Regarding competitive advantage to foreign market entry strategy, Porter (1985) noted that competitive advantage arises when a company creates value for its customers and to achieve this, companies should select specific markets in which they can excel and present a moving target to their competitors through a systematic continuous improvement of their position in the market (cited in Armstrong, 2000 ).
Further, Porter identifies the role of differentiation where it constitutes offering a product or service that is perceived by the larger industry to be unique and focusing on fulfilling the needs of a particular customer clientele in the market (Armstrong 2000).
As a result, Porter developed a framework of three generic strategies that companies with interest in foreign market can adopt, which include innovation, quality and cost leadership (Armstrong, 2000).
Prospects for the Blue Mountains Hotel College
For the college to exploit the international market in India more profitably, it needs to analyze and evaluate five key drivers: home country, suppliers’ country, customer country, and partner and competitor countries.
Under the home country driver factors, the college will consider factors such as college’s globalization starting point, the college’s history and culture, the college’s management background, brand nationality, corporate governance, home market, political and legal regulatory climate.
With regard to Supplier country features, the college needs to put into consideration factors such as workers wages and productivity, technology, finance capital, factor supplies, political and legal regulatory climate and operating costs and risks.
With regard to customer country features, factors such as customer preferences, elasticity of demand, income per capita and income distribution, customer knowledge, distribution infrastructure, society and culture, political and legal together with the regulatory climate will be necessary.
Moreover, under the partner countries consideration in key areas of complementary services, complementary technology, complementary capabilities, market knowledge, and political, legal, and regulatory climate will be necessary.
Finally, on competitor countries, it will be necessary to put into consideration home, supplier, customer, and partner countries of competitors, global and local competitors, customer and supplier bypass competition, political, legal, and regulatory climate specifically on trade agreements and home country policies.
Challenges in the Indian market has to with: inability of foreign firms to fit into the Indian market structure, difficulties of penetrating the market especially for foreign firms, existence of large income disparities which in turn dictate consumption, and as note the Indian market, “remains extremely difficult challenge for companies that are mostly used to Western markets” (O’Callahan 2010,p.1).
On opportunities, the college is likely to exploit on the increasing tourism prospects in India and therefore, a viable market for trained personnel will be lucrative, the government effort to promote tourism by lessening key requirements for foreign operators and India’s high population provides promissory prospects for the college.
Porter’s five force model and diamond model and Indian market
Porter, in 1980, developed the famous Five Forces of Competitive Position, which has become an effective model in analyzing and evaluating the competitiveness in terms of strength and position of any given business entity.
The five forces that Porter developed his model on include, “existing competitive rivalry between suppliers, threat of new entrants to the market, bargaining power of buyers, power of suppliers and threat of substitute” (Anon, n.d, p.1).
Of great contribution by Porter was the analysis of the competitiveness of nations where the author developed a ‘diamond model’ that became effective in identifying competitive strength of various nations and their industries. The ‘diamond model’ has factor conditions, demand conditions, related industries, and corporate strategy, structure and rivalry, as the main components.
With regard to Blue Mountains Hotel College, factor conditions for the institution include skilled staff and other human resources, and well-developed infrastructure that can sustain international threats.
In terms of risks in terms of demand conditions, India is a fast-growing developing nation with an expanding hospitality industry, but human resource is still inadequate hence, opportunity to train more personnel is a prospective venture.
In terms of related industries, India has many international hospitality companies located in the country, but they have largely dwelt in provision of products and services with less investment in training opportunities; and regarding the college’s corporate strategy, structure, and rivalry, it is evident that the institution has developed a strategy based on its short and long-term objectives.
Moreover, foreign investment appears as a long-term objective that with commitment and availability of key resources, it is viable. At the same time, the college continues to perform well in the domestic market as it has collaborated with one of the world’s leading university an opportunity it can exploit to appeal to international students.
Conclusion
Globalization is inevitable and companies together with corporations that embrace international business are likely to outperform those that decide to remain rigid and domestic. Blue Mountains Hotel College is one of the institutions that have demonstrated capacity and ability to excel in international business, although the opportunity is yet to be exploited.
To achieve the institution’s mission of expanding, it is necessary first to develop an effective multinational competitive strategy that should define the main area of concentration for the college to carry out its activities. Further, there should be a committed management to pursue the objectives of the strategy.
These are not the only requirements, the institution need to investigate and analyze Indian’s ways of doing business to avoid conflicts of interest and this will involve studying the country’s culture and major beliefs.
On greater scale, the management instituted with responsibility to carry out the institution’s activities in the country should be culturally sensitive and more trained on key aspects of Indian corporate management.
On overall, an effective institution’s, market, economic, political, social, cultural, and legal analysis will be essential in ensuring environment scanning is adequately undertaken. Nevertheless, the objective to venture into Indian market through joint venture is viable, necessary, and timely and if undertaken within proper framework, it has potential of ensuring the growth and expansion of the institution.
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