Intercultural issues in offshoring of Hyundai

Intercultural issues in offshoring of Hyundai to the U.S.

Off-shoring is a business practice that has taken root with the light of technological innovations and globalization of the world’s economies. Globalization of the economy has seen leading multinational corporations stem and establish themselves as conquering empires in the economic sector. Several inbuilt and small organized corporations have been able to expand and venture into new worlds, which they would, otherwise have not managed in the previous times (Matthews & Thakkar, 2012). The companies and business establishments that used to operate within the local markets has been able to engage in the vast world economies; by expanding their operations to other physical locations of the world. Most off shoring practices as observed from the practical perspective starting with outsourcing; which involves the relocation of a simple part of the whole operation to another physical location, usually away from the local point of operations. The transition in the form of moving parts of operations is meant to test the waters on the selected market points. Several factors are considered before establishing a part of the operation in the selected location.
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TOPIC: Literature Review on Intercultural Issues in Offshoring of Hyundai to the U.S. Assignment
From the global market analysis, off shoring requires intense and calculated examination of the probability of managing to establish the venture and grow as projected from the plan. For this reason, most manufacturing, and other business institutions and corporations; before off shoring a part of their operations consider some factors (Matthews & Thakkar, 2012). These are the factors that work to facilitate the whole process. To positively and effectively offshore, the labor is an imperative aspect to the country to which the company is off shoring its operations. It is obvious that the company should not move its operations to another country and begin to outsource labor from the outside. The labor should emanate from the society in which it has relocated. Therefore, the considerations for labor cost and the labor competitiveness are imperative (Rhodri, 2004). The company, therefore, considers the availability of labor in that country. The quality of labor available and also the cost of that labor is also an indispensable aspect to consider. The company, since it is beginning new operations in the production process, it is considered as a starting venture. Hence, the cost of labor should be affordable on its side to prevent overspending, and hence destroy the chances of success and profitability.

Secondly, the availability of market for the products of the company or business venture and the competition of the market in the location of off shoring of the company should be considered. For a manufacturing company or even any other company for that case to move its operations successfully, there needs to be a ready and competitive market (Matthews & Thakkar, 2012). Therefore, before moving the operations, it is necessary for the company to evaluate the market for their sales in the country they are relocating part of their operations. A company cannot move operations to a place where it sees clearly that its operations will not profit them. The growth rate of the market in that country where the operations are relocated should be positive; hence providing an expansion opportunity for the company (Kersnar, 2006). They need to assure that the place of location of the manufacturing and production processes is viable for their line of business. The market hence determines the profitability of the step of moving to that country for the company.

Additionally, the country needs to consider the Infrastructure of the country to which the new branch of operations will be situated. The infrastructure determines the viability of the venture as well as the possibility of the business succeeding. To achieve maximum results and goals, the infrastructure should be standard at the least and should allow the off shoring company to pick well with the trends in the country and market (Pyndt & Pedersen, 2006). There needs to be infrastructure that is adaptable to the current and usual operation procedures of the company. This is to minimize the extra costs incurred, and times that will be spend while the company is re-establishing itself (Kersnar, 2006). The technology involved is also fundamental to the success of off shoring venture. The place of relocation should have the quality and stable technological sting and knowhow so that they can guarantee the absence of retrogression in the activities of the company. Moving from a place with better technology than the place of location of the firm to manufacture can pose a challenge to the adaptability of the company to the new status of working environment.

Technology determines the productivity of the business and the rate at which the new business will cope with the market trends. It is significantly useful in projecting the expected trends while venturing into the new working environment. Therefore, technology plays a key task in the pace at which the company will adapt to the new working status and environment. Moreover, there are constant rules or laws that administrate the way things happen in every place that people lives (Kersnar, 2006). These are referred to as the state policies when dealing with business ventures and foreign matters. The state policies dictate the expected conduct while in the state at which one is operating. Therefore, these state policies are a key determinant of whether a movement to a country of choice would be possible.

Additionally, the state policies outline the requirements of the company or business while in the country of operation. A country with state policies that do not agree with the expectations of the company which wants to offshore her production to that country do not present a good opportunity for the company to succeed (Mahajan, 2006). Therefore, the practice of the nation and the business atmosphere as well as the working settings determines the success factor of the company. In addition, the policies of the company also determine if the country of operation will allow them to pitch their operations in that country. Another consideration is the barriers to the operations that could be encountered in the ‘foreign’ land of production. The barriers are quite diverse depending on the nation and her culture. The worst of the barriers is the cultural differences between the origin nation of the company and that of the destination country. This means that people have to acclimatize with the cultural practices and expectations from the people in their country of choice. The policies could also pose a barrier to the firm. Therefore, the cultural differences among the various other factors that could pose opposition to the company should be considered before the venture (Mahajan, 2006). Nonetheless, if a company is determined to venture, all these barriers can easily be overlooked and the company ends up making an immense achievement. Such is the case observed in the off shoring process of Hyundai Motors to the United States.

From the normal actions and activities, the process of off shoring is undertaken with all factors in consideration. Thus, most companies have set their preferences of off shoring to the developing worlds, and the well established but ‘cheap’ countries (Mahajan, 2006). This is for the reasons that, most of these nations, for example, china, India, and South Africa have plenty of market with remarkably little competition. Additionally, there is availability of labor in the nations of choice for their operations and also the labor is also exceptionally cheap. Therefore, these countries present the ideal places for companies to transfer some of their operations. Nonetheless, knowing all this, and at a moment that it would have been regarded an act of business suicide, the Hyundai Motors took the step of faith to venture into a market in one of the world’s largest and complex economies.

The Hyundai group of motors was established in 1967 in the city of Seoul in South Korea. Since its establishment, the company has earned the status of a multinational corporation in the motors industry. Like many other motor companies, Hyundai deals with the manufacture and sale of automobiles, metals, stocks and engineering and steel works (Carmel & Tjia, 2005). The company has grown over the years, with the motor vehicle and vehicle parts as its principle branch of operations. This has earned the company a market throughout the world markets as there are few effective companies like Hyundai and her main competitors. However, it is imperative to acknowledge the competitiveness of the other automotive companies. Therefore, in assessing the factors of success of Hyundai since her conception; and especially her success in off shoring to the United States, these factors should be made clear. Hyundai was not operating alone. As a fact, the company was operating against some of the world’s largest and best established companies. Moreover, at the time she took the step to move off shore, the company was still young. This presented the chances of her success as near zero if not zero. However, this was not to be as the Hyundai… [END OF PREVIEW] . . . READ MORE

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