Refers to the risk of adverse fluctuations in exchange rates. Fluctuation is common for exchange rates, or the value of one currency in terms of another. Currency risk arises because international transactions are often conducted in more than one national currency. When Frankfort, Michigan based fruit processor Graceland Fruit, Inc. exports dried cherries to confectioneries in Japan, it will normally be paid in Japanese yen. When currencies fluctuate significantly, however, the value of the firm’s assets, earnings, and operating income can be reduced. The cost of importing parts or components used in manufacturing finished products can increase dramatically if the value of the currency in which the imports are denominated rises sharply. Inflation and other harmful economic conditions experienced in one country may have immediate consequences for exchange rates due to the growing interconnectedness of national economies.(Cavusgil, Rammal, & Freeman, 2011, p.11)
Refers to a situation or event where a cultural miscommuni- cation puts some human value at stake. Cross-cultural risk is posed by differences in language, lifestyles, mindsets, customs, and/or religion. Values unique to a culture tend to be long-lasting and transmitted from one generation to the next. These values influence the mindset and work style of employees and the shopping patterns of buyers. Foreign customer characteristics differ significantly from those of buyers in the home market. Language is a critical dimension of culture. In addition to facilitating communication, language is a window on people’s value systems and living conditions. For example, Eskimo languages have various words for “snow” while the South American Aztecs used the same basic word stem for snow, ice, and cold. When translating from one language to another, it is often difficult to find words that convey the same meanings. For example, a one-word equivalent to aftertaste does not exist in many languages. Such challenges impede effective communication and cause misunderstandings. Miscommunication due to cultural differences gives rise to inappropriate business strategies and ineffective relations with customers. (Cavusgil, Rammal, & Freeman, 2011, p.12)
Refers to the firm’s potential loss or failure from poorly developed or executed business strategies, tactics, or procedures. Managers may make poor choices in such areas as the selection of business partners, timing of market entry, pricing, creation of product features, and promotional themes. While such failures also exist in domestic business, the consequences are usually more costly when they are committed abroad. For example, in domestic business a company may terminate a poorly performing distributor simply with advance notice. In a foreign market, however, terminating business partners can prove costly due to regulations that protect local firms. Marketing inferior or harmful products, falling short of customer expectations, or failing to provide adequate customer service may harm the firm’s reputation and international performance (Cavusgil, Rammal, & Freeman, 2011, p.12).
efers to the potentially adverse effects on company operations and profitability caused by developments in the political, legal, and economic environment in a foreign country. Country risk includes the possibility of foreign government intervention in firms’ business activities. For example, governments may restrict access to markets, impose bureaucratic procedures on business transactions, and limit the amount of earned income that firms can bring home from foreign operations. The degree of government intervention in commercial activities varies from country to country. For instance, Singapore and Ireland are characterized by substantial economic freedom—that is, a fairly liberal economic environment. By contrast, the Chinese and Russian governments intervene regularly in business affairs. Country risk also includes laws and regulations that potentially hinder company operations and performance. Critical legal dimensions include property rights, intellectual property protection, product liability, and taxation policies. Nations also experience potentially harmful economic conditions, often due to high inflation, national debt, and unbalanced international trade (Cavusgil, Rammal, & Freeman, 2011, p.13).
The four types of international business risks are omnipresent; the firm may encounter them around every corner. While these risks cannot be avoided, they can be anticipated and managed. Experienced international firms conduct research to anticipate potential risks, understand their implications, and take proactive action to reduce their effects. In fact, this book is dedicated to providing you, the future manager, with a good understanding of the risks as well as managerial skills and strategies to effectively counter them.
Cavusgil et al. (2011) also said that some international risks are extremely challenging. An example is the East Asian economic crisis of the late 1990s. Between January and July of 1998, the currencies of several East Asian countries lost between 35 and 70 percent of their value, leading to the collapse of national stock markets, deepening trade deficits, and suspension of normal business activity. Political and social unrest soon followed in Indonesia, Malaysia, South Korea, Thailand, and the Philippines. In all, the East Asian economic crisis generated substantial commercial, currency, and country risks. Nevertheless, some farsighted firms foresaw these challenges and proactively redeployed key resources to minimize their negative effects.
National differences require managers to formulate approaches tailored to conditions in each country where the firm does business. Differences typically require firms to substantially alter their products and services. For instance, Citibank varies its banking practices around the world; approaches for loaning funds must conform to unique regulatory and cultural conditions from Africa, to Asia, to the Middle East. Nestlé must alter the packaging and ingredients it uses for the breakfast cereals that it sells abroad. For example, compared to North Americans, Asians generally prefer less sugar in their cereals. McDonald’s varies the type of menu items that it sells in its restaurants around the world. (Cavusgil, Rammal, & Freeman, 2011, p.14)
References:
Cavusgil, S. T., Rammal, H., & Freeman, S. (2014). International business: the new realities. Pearson Higher Education AU.