BHP-RIO,TINTO,internationaliza education BHP-RIO TINTO

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As internationalization and globalization increases intoday's business society, it becomes ever more important for individualbusiness to keep up with the development. The way a company ventures from theirdomestic market to new geographical markets is of great importance for how wellthe company succeeds with their overall business mission.As for entering an international market, this process “...isa difficult one, which many companies still identify as an Achilles’ heel intheir global capabilities. In fundamental terms, entering a new country-marketis very like a start-up situation, with no sales, no marketing infrastructurein place, and little or no knowledge of the market” (Arnold).There are various reasons for companies willing to enterinternational markets. Depending on these they choose different strategies, theirperformance goals, as well as forms of market participation. Sometimes acompany simply follows its competitor, sometime a company follows the globalstrategy of internationalization and wishes to be present everywhere in theworld. Generally, there are reactive and proactive reasons toenter the new market:-        Reactive:respond to demand discovered in another location; moving after competitors;more favourable regulations overseas; increasing  costsof production at home; chance occurrence;-        Proactive:looking for advantages overseas; outrun of competitors; lower costs of labour,production, and energy.There are following most popular ways to enter the newmarket: -        simpleexport of the product -        developa joint venture to sell through an existing sales company in similar business -        selllicense to foreign company and collect royalties -        contracta foreign company to do the business for a % of the sales -        overseasoffice and subsidiary company set up There are many factors that affectdecisions of the managers of any company: tax changes, new laws, tradebarriers, demographic change, government policy changes etc. Political factors include degree of economy intervention;government priorities in terms of business support; political decisions in thefield of education of the workforce, health care of the nation, quality of theinfrastructure etc. Economic factors include exchange rates, inflation and interestrates, taxation changes. Among social factors there are changes in socialtrends having an impact on the demand for a company's products; willingness ofindividuals to work. Technology also plays a significant role, as it can makebusiness develop faster. New technologies can reduce costs, improve quality. Environmentalfactors include the weather and climate change that can be crucial for somebusinesses and environmental politics of the country in special industries. Every manager should remember that the lists of thesefactors do not help to make a right decision: to enter a new market or not; topurchase a foreign company or not. These lists have to be analysed in such away that a manager should think about which factors are most likely to changeand which ones will have the greatest impact on them. Each company shouldidentify the key factors in its own business environment. Managers shoulddecide on the relative importance of various factors and one way of doing thisis to rank or score the likelihood of a change occurring and also rate theimpact if it did. The higher the likelihood of a change occurrence and thegreater the impact of any change is, the more significant this factor will beto the firm's planning.The demand for metal in Asia and in the worldcontinues to grow since 2006 and the metal industry turned to consolidationnow. The BHP and Rio Tinto deal continues this tendency and if it is arranged,this will be the greatest deal in the history and the united company will bethe third one in the list of the most expensive corporations in the world. RioTinto stated several times that it would like to develop on its own but anywaywould think about the offer by BHP. A combination of BHP and Rio Tinto wouldcreate a firm worth about $350 billion. While BHP Billiton is the world'slargest mining company, Rio Tinto is the third biggest. “The quickest way to expand is through acquisition,obviously, but analysts said BHP was presented with a problem: most of thesmaller iron ore players have mines that run at relatively high costs andproduce lower-quality ores. Rio Tinto has high-quality, low-cost assets. Ironore also represents a much greater percentage of overall production at Rio thanat BHP, which also produces more copper and coking coal than Rio. In Australia,BHP would gain additional export facilities and rail lines, which are nowoperating at or near full-capacity for both companies” (Werdigier, Arnold).Many Asian companies purchasing raw materials from theboth companies today are afraid that this consolidation will lead to higherprices. China is the main consumer in this case and the whole country isdeveloping several strategies in order not to allow this consolidation tohappen.     The benefit of BHP-Rio Tinto deal for the twocompanies is quite clear: the combined company would have operations on sixcontinents and a leading market share in iron ore, copper, aluminium and othervital natural resources. The managers of the two giants did analyze the keyfactors of this takeover before making their decision. But they seem not to payany attention to one of the most significant legal factor: possible actions ofthe antitrust regulators around the world. Everybody understands that thistakeover is not of public interest. The world's steel industry has alreadydeclared its opposition to this deal and this is not the end.