Perspectives and Strategies in Brazilian Companies Internationalization
03/11/2005
To discuss internationalization & ccedil; & atilde, the a company depends on the discussion & HAND the pre & oacute; Pria business culture of a pa & iacute; s or even region & HAND in the pa & iacute; s. The provi & ccedil; & atilde; the risk to investment or to expand the line acts & ccedil; & atilde, the, even if it means the need to develop compet & ecirc; new TRENDS, s & atilde, the character & iacute; sticas business that directly impact the search or n & atilde; by the internationalization & ccedil; & atilde, the.
Specifically for Brazil, n & atilde; s & HAND the rare times in which are mixed internationalises MAKE-HANDS, the, exports & ccedil; & atilde, and negotiates the & ccedil; & otilde; s International. Some analysts believe that these s & atilde, the phases of the same process, others even claim that s & atilde; the same facets of the same & the ccedil; & atilde, the. this is, about everything, in fun & ccedil; & atilde; the hist & oacute; rich Brazilian industrial development and their respective relationship & ccedil; & otilde; es with other pa & iacute; ses.
To back off a bit in the hist & oacute; ria Brazilian, especially in the hist & oacute; ria econ development & FLYING; mico-productive, we will see that our relationship & ccedil; & otilde; foreign trade es always have developed a relatively subordinated to the interests and international demands form. At the same time, & Eacute; also poss & iacute; vel see that this development found in the Brazilian state his prote & ccedil; & atilde; and through the acts & ccedil; & atilde, the, creating a condition MAKE-HANDS; the m & uacute; thy-dependency & ecirc; INSTANCE which lay deep ra & iacute; zes the business culture pa & iacute; s.
This trend & ecirc; INSTANCE also presents a is & ccedil; very strong inertial, so that & eacute; common to find companies that n & atilde, the deal with acts & ccedil; & atilde; international sustained and, about everything, planned. Rather than think of a strategy planning & eacute; long-term gene, to take advantage of the potential offered by globalization & ccedil; & atilde, the, a significant group of Brazilian companies still limits their acts & ccedil; & atilde; the & aggravate; sale / export & ccedil; & atilde; it only when an international buyer the demand, that is, n & atilde; or & eacute; the company that sells the products, & Eacute; international customer purchase.
Among other negative impacts, Here we highlight the amateurism of the ccedil &; & atilde, the, which creates the possibility of the Brazilian company easily be replaced & iacute; of this opera & ccedil; & atilde; the case another supplier with better conditions & ccedil; & otilde; s trim & ccedil, the. Although this is a threat & ccedil; constant in any neg & oacute; cio, a company that strives to exceed the expectations of its partners and meet & aggravate; din & acirc; mica consumer, have & aacute; Miniature & iacute; the chances of losing your SPACE, the.
Once known this trend & ecirc; INSTANCE operates a & ccedil; & atilde, the passive in the insertion & ccedil process; & atilde, international companies and pr & oacute; pria Brazilian economy, j á by v á rivers industry analysts, n & atilde, the just blame the hist & oacute; ria and continue with the same behavior. The corporate business á Brazilian rivers should be able to overcome this trend & ecirc; INSTANCE and modify their vile & otilde; es and ways of acting, at risk of placing a pre & oacute; & ecirc Pria exist; in check INSTANCE.
It is noteworthy that this n & atilde; the & eacute; an exclusivity of those who think the internationalization & ccedil; & atilde, the, instead, this & eacute; a constant task of any corporate business & aacute; rio. The Perman & ecirc; INSTANCE a conservative behavior in the current capitalist system – globalized – & Eacute; an invitation to failure. Like this, n & atilde; or & eacute; to hist & COLLISION ria, neither the government, that should be the pivot & FLYING; s of change & ccedil, the, s & atilde, the the corporate business á rivers.
This change MAKE-A also & eacute; m is á & Related worse; need for more professional & ccedil; & atilde, the corporate business of á Brazilian rivers with regard & worse; s & negotiates ccedil; & otilde; es in international contracts with & eacute; Commerce. The process of negotiating & ccedil; & atilde, the international & eacute environment; complex: It involves languages, cultures, with, different values and behavior, e, regardless of t & eacute; conical used, communicates MAKE-HANDS, and the knowledge s & atilde business environment, the imprescind & iacute; BATCH.
With a process initiated d & eacute; each 70, but who will present his great change & ccedil; in the d & eacute; each 90, the cen & aacute; rio global business & ccedil eat, the Relocate. Certainly this change & ccedil; n & atilde; it was the same in all parts of the globe and still has several din & acirc; mica; However, a certainty has been said since then & atilde, the: development in the means of communication & ccedil; & atilde, and the cheaper the costs involved in transportation make the interdepend & ecirc; INSTANCE productive and trade between the pa & iacute; ses increase steadily.
In Brazil, among other conseq & uuml; & ecirc; this process TRENDS, are á trade liberalization initiated in the government Collor. With it, Brazil was exposed to world market, while we saw this market open. To some extent & eacute; poss & iacute; n & vel say atilde; there is the more pure Brazilian market, isolated from the rest of the world, especially those á areas in which there are several companies, from different sources, playing for the world.
In the current profile of the global production system product-final, its Standing & ccedil; the, a brand, care p & oacute; s sales, all, It can be located anywhere in the world without the end user being aware of it. While the manuals usu á rivers and calls of service & ccedil; the consumers are in portugu & ecirc; s, n & atilde, the be & aacute; difference & ccedil; pr & aacute; tica for consumers.
Faced with this world reality, companies that want to survive must & atilde, the understand this new structure of production & ccedil; & atilde; the world. Although focused on certain consumer groups, that can be found in one pa & iacute; s or region HANDS, the, They n & atilde; the means production & ccedil factors; & atilde, the must be located in the same pa & iacute; s. & Eacute; poss & iacute; vel the best conditions & ccedil; & otilde; s production of & ccedil; & atilde, the, or even the best matches & ccedil; & atilde; the production & ccedil factors; & atilde, the, is located elsewhere.
Although the economy precisely the case allocates & ccedil; & atilde; the & oacute; last of scarce resources, so this kind of behavior n & atilde, the novelty is for econ actors & FLYING; tamarins, this fact presents is much more MAKE-in current to the extent that allocates MAKE-HANDS, it now becomes at any point of the globe.
Given this change & ccedil, which has been operating in the R & oacute; world production Gene, & Eacute; essential to enable & ccedil; & atilde, the corporate business of á rivers and their international negotiators. Know the international reality, identify the key factors of a company, locate pa & iacute; ses or region & otilde; es that have these factors in abund & acirc; INSTANCE, implement a ccedil &; & atilde; the internationalization & ccedil; & atilde; business SUSTAINABLE á level and safe, become the new demands of a globalized economy.
For prop & oacute; ments of this work, we believe that the internationalization & ccedil; & atilde; the & eacute; the process of conception & ccedil; & atilde, the strategy planning & eacute; gallic, and their respective implements & ccedil; & atilde, the, to pass a company operating in other pa & iacute; ses different from that in which they are á originally installed. Exceptions up, on here, the simple relationship & ccedil; & otilde; es of matter & ccedil; & atilde; e & ccedil exports; & atilde, the, both parties as the final product. In this sense, the internationalization & ccedil; & atilde; surrounds necessarily the moves & ccedil; & atilde, the international production & ccedil factors; & atilde, the.
When we understand the internationalization & ccedil; & atilde; thus the, we have that it involves a relationship & ccedil; & atilde; cont & iacute; naked with the outside, n & HAND can be conceived the, therefore, as something temporary & aacute; rio or even exclusively focused & worse; beats & ccedil; & atilde; the one obst & aacute; cyclical century. More than that, it is a phen & FLYING; meno structural.
There v á rias ways to structure a strategy & eacute; strategy of internationalization & ccedil; & atilde, the, being your suit & ccedil; & atilde, the it depends on a number of factors that permeate the corporate culture, as condi & ccedil; & otilde, is materiais and condi & ccedil as; & otilde, it's s & oacute; cio-Pol & iacute; ticas.
One of the strategy & eacute; simpler gies & eacute; begin to open up international markets taking advantage of export & ccedil; & otilde; direct es; It is known as minimally the target market behavior, is going to study the & ccedil; & otilde; s larger scale both in terms of human resources as f & iacute; Serum. In this sense, Highlight the opening of a subsidiary to explore the local comparative advantages, establishing partnerships with & eacute; intra-company commerce, cross investments between companies, the establishment of cooperation agreements & ccedil; & atilde, the industrial and / or commercial, or the acquisition & ccedil; & atilde, the company j & aacute; & iacute constituted, in the pa & iacute; s target.
The main change MAKE-those occurring in & uacute; FULL EXTENT d & eacute; ed and which have a decisive impact on the range of p & ccedil; & otilde; s strategy & eacute; gene in the internationalized MAKE-HANDS, das are & abstract companies; connected to pr & oacute; Pria change MAKE-a in R & oacute; productive gene. While in years 60 prevailed id & eacute; ia relationship Matrix-branch, with the development of information technologies & ccedil; & atilde; and the convergence & ecirc; INSTANCE in & acirc; international scope of investment rules and production & ccedil; & atilde, the, especially from the years 90, mixed forms of business start-up allowed the conception & ccedil; & atilde, the new inter-corporate forms of acts & ccedil; & atilde, the. In this sense, smaller companies with little capital also & eacute; m able to implement processes of internationalization & ccedil; & atilde, the.
On the other hand, it is essential, on this new cen & aacute; rio, good choice of m & eacute; all being used, Two types of society and s & oacute; ts, as well as the contractual arrangements that govern & atilde, the process. We can classify the strategy & eacute; gies of internationalization & ccedil; & atilde, the second THREE s great ways:
- Transa & ccedil; & otilde; it is: involve markets & ccedil; & atilde, the products, brands, patents and.
- direct investment: opening production plants or offices to pay & ccedil; & atilde; the service & ccedil; the, can occur through total investment by the company seeking to internationalize & ccedil; & atilde, the, or by joint ventures out of the fus & oacute; you are.
- Special projects: development of the ccedil &; & otilde; s productive bounded in time and SPACE, the, general s & atilde, the projects, in fun & ccedil; & atilde; the size and complexity of, s & atilde, the operated directly in the consumer market. In this case there are also & eacute; m & deteriorate connected projects; Transfer & ecirc; technology INSTANCE, when it involves training.
Internationalized production units are faced with EVENT & acirc; totally unknown TRENDS: Competition & ecirc; external INSTANCE, alfandeg barriers á holiday, prote & ccedil; & atilde, the brands, uses & ccedil; & atilde; the different currencies, etc.
But, Above all, n Products & atilde; the only circulate in different markets and economies but also & eacute; m by jur & iacute systems, different physicians: when a corporate business & aacute; rio participates in neg & oacute; heats al & eacute; m its borders, be & aacute; subject & aggravate; s laws of pa & iacute; ses in which it operates, and vice versa, therefore, when a corporate business & aacute; rio foreign operates in Brazil, be & aacute; subject & aggravate; s Brazilian laws, conseq Über entemente, & Eacute; necessary & aacute; rio consider the knowledge of the laws of pa & iacute; ses involved in negotiating & ccedil; & atilde; the & eacute; of vital import & acirc; INSTANCE to the success of the opera & ccedil; & atilde, the.
juridically, the op & ccedil; & otilde; s strategy & eacute; gene of a company interested in internationalization & ccedil; & atilde, the can:
- use a trading company;
- establish a OFFICE, sales abroad river;
- establish concession á holiday or subsidi á holiday abroad; e
- forming a joint venture.
Joint ventures s & HAND the negotiating forms alian MAKE-the enterprise that can occur, basically, in two ways: by negotiating & ccedil; & atilde; the one joint venture Society & aacute; ria (corporate joint venture), in which you create, between two companies, a third (in pa & iacute; s host), & Germandbls; joint venture Societ á would apply to legislation MAKE-HANDS; Pa & iacute; s is MAKE-HANDS, the.
In Brazil, & Societ the abstract forms, holiday poss & iacute; s & MOBILE HAND society and the limited society an & FLYING; Nima. J á the second op & ccedil; & atilde; the & eacute; the trades & ccedil; & atilde; the one joint venture contractual (also & eacute; m & oacute known as CONS, or commerce non corporate joint venture).
A non corporate joint venture characterized for being an associate & ccedil; & atilde; the interest in the risks S & atilde, the shared, By & eacute; m n & HAND forms the person jur & iacute; hint, e, generally, n & atilde; there contributes the & ccedil; & atilde; the capital.
A distinction & ccedil & HAND between the joint ventures Societ á holiday and n & HAND the Societ-á result of holiday & ecirc exist; INSTANCE, the first, of specific elements & iacute; physical articles of association, such as:
- input with which the participants contribute to enable the joint execution of the project or operation;
- profit or loss sharing;
- the common interest of the participants that the association achieves its objectives, as a result of which they exercise or control the management of the enterprise.
- Confidentiality agreement: materializes a confidentiality guarantee agreement between the parties involved in negotiating & ccedil; & atilde, the;
- Memorandum of understanding (MOU): summarizes and formalizes the terms of a negotiating & ccedil; & atilde, the, predicting the future celebrates & ccedil; & atilde, the international contract (joint venture); SEQ constitutes a & Nuuml; & ecirc; INSTANCE & ccedil of notes; & otilde; s negotiating on the MAKE-HANDS, which allow á & Aggravate; s recall parts of the agreed terms;
- Contract associates & ccedil; & atilde, the: one can cite as an example the contract that establishes a joint venture (base agreement), in which all the details of the future association will be provided, such as: financing, services provision, trademark and patent licensing, etc.
- Shareholders agreement: despite not being an international contract, is closely linked to international negotiation, was born together with the creation of a corporation (& Societ of the abstract forms, holiday poss & iacute; MOBILE of joint venture), creating rights and duties to shareholders.
- social position: also & eacute; m n & HAND the & eacute; an international contract, est & aacute more; related, também, & Worse; one negotiates & ccedil; & atilde; international. If the associates & ccedil; & atilde, the business leads to a society an & FLYING; nima, the bylaws establish & aacute; All rights and forces & ccedil; & otilde; es of shareholders and other aspects & aggravate; society.
according Basso[1], the agreement establishes the base exploits MAKE-HANDS, the essential elements of joint venture, containing the following points:
- a) set & ccedil; & atilde; the project (industrial, commercial, Research and Development, etc);
- b) & pretend otilde; two are co-ventures (where arriving to constitute & ccedil; & atilde; the joint venture);
- c) strategy & eacute; gies of their implants & ccedil; & atilde, the;
- d) kind of joint venture to be constituted (in case of option for incorporated joint venture, what type of company to be incorporated, as well as location of its headquarters);
- e) amount of share capital and whether tangible and / or intangible assets;
- f) rights and duties of co-ventures;
- g) regardless of the type of joint venture chosen, how will your administration proceed (assembly, through a project coordinator, specific board, etc) and how administrators will be chosen;
- h) how to proceed if necessary & aacute; rio funding for the project;
- i) being necessary á laughed the way & ccedil; & atilde, the specialized staff, as this will be carried, and who bear & aacute; with costs;
- j) distributes & ccedil; & atilde, the gains and losses;
- k) if h á need for further elaborates & ccedil; & atilde, the contracts sat & eacute; lites transfer & ecirc; technology INSTANCE, License & ccedil the brands, supply, etc;
- l) Hard MAKE-HANDS, the joint venture (definite or indefinite period);
- m) other cl á usulas: possibility of cess & atilde; the contract, lei apply & aacute; vel, date of entry into force of the contract, secret agreements, language, among others.
- a) qualifies & ccedil; & atilde, the party: identify the parties, establish the calls & ccedil; & atilde; social, the nationality of the parties, etc;
- b) declares & ccedil & atilde; the intention & ccedil & atilde; the party: this cl á Usula are certain the will of the parties in accordance, the origin of the contract and the reason for the association.
- c) rights and duties of the parties: definition of what would be up to each of the co-ventures in case of gain, and what each would respond to, in case of losses.
- d) technical definition of the project: specification of the technique to be developed for the realization of the object, beyond the technical definition of future steps, operational costs,
- etc.
- e) common project location: determines & ccedil; & atilde, the where this run & aacute;.
- f) imprevis & atilde; e hardship: limit the risk in hiring & ccedil; & atilde, the; the first refers & aggravate; s hip & oacute; thesis is MAKE-most, that prevent the due performance (vege & ccedil; & atilde, the) the contract; and the second establishes the obligation of a revision & atilde; peri & oacute; tip of conditions & ccedil; & otilde; contracted es.
- g) lei apply & aacute; vel: international contract joint venture be á governed by more than one law, therefore, such cl á Usula & eacute; essential to lay the foundation for solution & ccedil; & atilde; the conflict of laws.
- h) Bar arbitration or: refers to the first solution MAKE-HANDS, given the conflict of judicial court some pa & iacute; ses involved in contracts MAKE-HANDS, the, j & aacute; a segunda, refers to a decision & HAND chosen for the given arbitration court agreement between the parties.
Most of the literature on the topic of internationalization & ccedil & atilde, the company focuses on large corporations & ccedil & otilde; es, especially in the study of multinationals. In the case of such companies, investment in brand promotion generally consumes between 20% e 50% of marketing in the target country, as is the case with Calçados Azaléia, Natura e Weril. The need for projection and the great competition in some foreign markets mean that the promotion actions have to be continuous and, at the same time, shocking. Thus, no case of large companies, & Eacute; common the figure involved in the internationalization & ccedil; & atilde, the overcoming of the house ten million & otilde; real es.
However, & Eacute; poss & iacute; vel notice a cont & iacute; Nuo increase in acts & ccedil; & atilde; the international smaller companies. The difference & ccedil; between the concentrates & ccedil; & atilde, the studies and the reality is, usually, in fun & ccedil; & atilde; the pr & oacute; pria difficulty in defining which means a small business. When we take family businesses with a pre-industrial system or those linked to the production line of other larger companies for small companies, the question of the real capacity for internationalization becomes debatable. However, when the focus is on small companies with high knowledge and expertise in defined areas, the internationalization & ccedil; & atilde, the becomes something seen á level from the perspective of resources available & iacute; LEVELS in pr & oacute; pria company.
It is noteworthy that this type of company operates in a larger system of production & ccedil; & atilde, the, It is a bond of greater chain, and n & HAND lying at the tip end of the production MAKE-HANDS, the, so that n & atilde; the need to be responsible for & ccedil & otilde; is costly, as marketing, distributes & ccedil; & atilde; or the customer service. This characteristic makes it possible to take advantage of the chain's potential to insert itself, reducing a significant part of the costs necessary to implement an internationalization project.
Among other reasons, this is because the small specialized company already has a given role in the production chain, such that n & HAND to have á to introduce a new product to a market where n & atilde, the part of the din & acirc; mica consumer, both in terms & aggravate; & ecirc exist; as & INSTANCE worse; conception & ccedil; & atilde; the product. Instead, Power & aacute; make use of & ecirc exist; INSTANCE of existing supply chains in other pa & iacute; ses and seek their insertion & ccedil; & atilde, the exactly the extent to which acts. His biggest challenge, in this sense, & Eacute; identify the pattern & atilde; the development of the chain in the pa & iacute; s it seeks to act, and what are the main mechanisms of insertion & ccedil; & atilde, the.
The central factor in a strategy & eacute; strategy of internationalization & ccedil; & atilde, the company for this type of n & atilde; est & aacute; on the degree of internationalization MAKE-HANDS, that the company has, but the degree of internationalization MAKE-HANDS, the production chain. The more internationalized for the supply chain, easier for small businesses that are specialists in becoming a productive link. Thus, it is essential that companies that want to participate in this process follow the development of the chain worldwide, at the same time that they seek the maximum adaptation of their profile to the profile of the chain.
One of the advantages of this type of action is that it requires a much lower initial investment. In a first moment, Investment & boils worse; s research and prospecting & ccedil & otilde; it markets, costs involved in any process of internationalization & ccedil; & atilde, the. No second time, in that it is a link of a larger chain, investment in the establishment of a subsidiary or poss & iacute; vel fusion & atilde; it only occurs if the string really is interested in joining this new company. At the same time, production chain only tend á to accept a new member to the extent that present a m & iacute; nimo stability and continuity, which reduces the risk of recurrence by the small business specialist.
- Difference & ccedil; the comparative advantages: in the world there are great differences in the costs of the factors of production and this difference tends to stimulate the emergence of companies that demand a high concentration of those factors whose relative costs are lower. He, on the one hand these differences tended to be predominant during most of the evolution of the capitalist system, currently, in the face of increased interdepend & ecirc; INSTANCE econ & FLYING; mica and cheapening of sex & ccedil costs; & otilde; es, such factors should be considered as a larger whole that, in its turn, shall relate to the pre & oacute; l & oacute Pria; global production gene.
- Barriers tariff á holiday and / or n & HAND the tariff-á holiday: States tend to adopt a set of barriers with regard & ccedil; & atilde; the door with & eacute; international trade, minimamente form of controlling the & acirc; & ocirc econ small, small dome & eacute; bottles. These barriers can have the most diverse origins, legitimate (anti-dumping, preservation of minimum production and consumption patterns already solidified in the domestic market) or illegitimate (protection of a sector according to its political projection).
Since the emergence of the General Agreement on Tariffs and Trade (GATT, its acronym in English), but, especially with the appearance of the World Trade Organization (OMC), the United States now otilde & operative, in an f & oacute; rum able to judge and display condemned & ccedil; & otilde; Pa s to & iacute; n & ses HAND respect the rules.
As much as it means an important advance & ccedil; in the liberalizes & ccedil; & atilde; the commercial world, & Eacute; something that involves din & acirc; greater upside than those in the corporate business á rivers v & ecirc; in involved in their daily lives. & Eacute; poss & iacute; vel open processes in & acirc; scope of the WTO and, inclusive, able to stop a pr & aacute; unfair commercial policy or even reaches MAKE-air the right to retaliate & ccedil; & atilde, the.
However, the processes occurring in the WTO to be understood as an example more than as a path. The huge costs involved in the processes, as well as the time needed for all phases, They make it n & atilde, the can be understood as a strategy & eacute; & uacute strategy; single to be followed by companies. Only large companies and / or sectors extremely well-organized s & atilde, the able to enter this type of the ccedil &; & atilde, the; companies of other sizes or sectors with low organizes & ccedil; & atilde, the strategy should seek in & eacute; gies of internationalization & ccedil; & atilde; surpasses the & ccedil; & atilde, the imposed barriers of, so that n & atilde, the have to wait consolidates & ccedil; & atilde, the major trend & ecirc; TRENDS.
- Government: government behavior can serve as a source of encouragement or constraint to internationalization. Issues like bureaucracy, constant changes in government rules for the treatment of foreign investments, and political instability certainly influence the perception that entrepreneurs have about the future.
At the same time, n & atilde; the & eacute; reason á vel reduce these factors the decision & atilde; or the & n atilde; the internationalization & ccedil; & atilde, the. These factors are independent of the company operating only in Brazil or also & eacute; m in other pa & iacute; ses; n & atilde, the advocate here id & eacute; would they n & atilde; the have relev & acirc; INSTANCE, but its weight n & atilde; the & eacute; T & atilde; the deciding as generally & eacute; advocated.
E
m strategy terms & eacute; long-term gene, internationalization even appears as an important alternative to reduce its impacts on the company, as the production capacity and consumer market of the company in question is divided into other countries, minimizing the impact of a governmental change on the whole of the company.
- Technological development: maintaining the market-share depends, in almost all economic sectors, although not at all, the ability of a company has to remain constantly developing technological & oacute; gallic.
The development of new products or your suit & ccedil; & atilde; the & aggravate; s consumer needs makes companies have to follow the state of the art in their respective sectors. This din & acirc; mica makes companies seek to invest in the development of end-of-technologies, in order to put as-tip companies.
However, the limits & ccedil; & otilde; es in financial resources and even in human capital for the development of these technologies results in a lack of investment by businesses, n & atilde; being where h & aacute; government incentives for the same.
Thus, again internationalized & ccedil; & atilde; the one is dependent on the & ccedil; & atilde, the government. Such perception & ccedil; & atilde; hides the potential, yet unexplored, companies that n & atilde; the show a great degree of technological development & oacute; magician when we refer to & ecirc; INSTANCE the m & eacute; World Day.
The important thing here & eacute; notice that, on one hand the Brazil, M & eacute; day, presents with low technology development capacity and even in paragraph & iacute; technological level & oacute; current gene, above that present a development presented by a number of other pa & iacute; ses. In this sense, when companies start to focus on less developed and demanding markets, they can find an important space of activity.
From the point of view of Law, technology delivery occurs through transfer operations, in the form of contract negotiation: assignment or patent license; know-how, technical assistance and staff training.
Technology transfer, legally, has prote & ccedil; & atilde, the direct, granting means & HAND the patent; j & aacute; o know-how has the character & iacute; stica one prote & ccedil; & atilde, the jur & iacute; indirect hint, by legislation MAKE-HANDS; anti-trust.
Patent & eacute; a certificate granted by the State, of Grants & atilde; the Privilege & eacute; gio which ensures the author's ownership of his invention & ccedil; & atilde; or the industrial model. The Brazilian Industrial Property Law (9.279/96) fixing the crit & eacute; rivers of Grants & atilde, the patent for the new requirements, inventive step and industrial application.
In general, the brand is also the subject of a transfer in an internationalization operation. The brand is a distinctive sign, visually noticeable and clear. The mark must be deposited in the country where the company will operate, therefore, the legislation of each country must be analyzed in order to register in the market segment for which it is intended, with exception & ccedil; & atilde; the highly reputed brand, whose protein & ccedil; & atilde; transcends the original market segment.
On the other hand, both the patent as the brand's & atilde, the protected internationally by the WTO TRIPS agreement (Agreement on aspects of intellectual property rights related to & eacute; Commerce), and & eacute; this legislation & ccedil; & atilde, the, s involved in the internationalization & ccedil;; & atilde; side of the domestic laws of each country & iacute to the, it should be observed in operating & ccedil; & otilde; es & atilde cess, the industrial rights, international brand licensing, etc.
- Corporate culture: & atilde the decision, the internationalization by MAKE-HANDS, usually the d á in companies that j & aacute; They have an established business culture, so that s & atilde, the structure capable of a good planning strategy & eacute; gallic. Within this perspective, is highlighted pol & iacute; tica that the company adopts with regard & ccedil; & atilde, the human resources; & Eacute; important that there is a constant & iacute; modulus development of new projects and & aggravate; values & ccedil; & atilde, the people involved. Thereby, it is expected that all are prepared to engage in projects that have different kinds of risks facing those when operating & ccedil; & otilde; s only occur in & acirc; nationwide.
No case of companies m & eacute; days, the involvement of all sectors is important as efforts will tend to focus on one department, when not in a professional. This concentration may represent a risk to the success of internationalization as the company may not be able to meet all the demands of the process not due to the absence of the required resources, but because of its non-availability.
The state, especially in the Brazilian case, is constantly called to participate actively in the productive and commercial system. Some sectors, such as steel and basic industries, present a history in which the Brazilian government can be seen as the owner of part of the companies.
It is not, on here, to call on the government to participate in order to delimit standards and rules, or assist the sector with targeted subsidies or even with trade barriers. Instead, the government is directly involved in the production (as can be seen in cases like Petrobr & aacute; s) in fun & ccedil; & atilde; that of conception & ccedil; & otilde; es ideol & oacute; gene that developed in pa & iacute; s and lack of necessary & aacute resources; rivers for the market to develop by itself & oacute; some sectors.
What should stand out with this trend & ecirc, Brazilian & eacute INSTANCE; the corporate business á rivers, even when operating in sectors where n & atilde; est & HAND & aggravate the; shadow of the Brazilian State, They tend to perceive the government an intervening ally. When we think of the quest & otilde; s International, especially in acts & ccedil; & atilde, the Brazilian companies in the world market, State & eacute; again asked to participate, and with the same v & iacute; Cesium acts & ccedil; & atilde, the market presented gift & eacute; stico.
The corporate business á Brazilian rivers, & ccedil with rare exception; & otilde; es, located in the State the promoter of its insertion & ccedil; & atilde; international, trying to reduce, like this, the risks involved in internationalization & ccedil; & atilde, the.
O Minist & eacute; rio das Rela & ccedil; & otilde; it's Affairs (Mre / Itmrty), through its embassies and consulates, & Eacute; constantly demanded to promote Brazilian products, and to combat poss & iacute; RESPONSIBLE & distortion ccedil; & otilde, market s or protein & ccedil; & otilde; es ileg & iacute; optimal other pa & iacute; ses.
There are some problems with this conception & ccedil; & atilde, the. On one side, the limits & ccedil; & atilde, the resources available & iacute; RESPONSIBLE for is ccedil &; & otilde; Brazilian official es abroad causes only some sectors can be effectively promoted. On the other hand, promo MAKE-HANDS; gen & eacute; a rich Brazil n & atilde mark, the return shows as a function MAKE-HANDS; the pre & oacute; Pria R & oacute; current production gene, production chains with dispersed across the globe.
At the same time, the fun & ccedil; & atilde; the MRE & eacute; politically represent Brazil. Diplomats are involved in maintaining the smooth running of relations between Brazil and the country in question. Thus, diplomats should not be expected to be available for all Brazilian productive sectors, in order to fight for each one of them if there is a need.
The nature of the negotiations conducted by the MRE, precisely because they are focused on maintaining a friendly relationship on a macro level, makes micro negotiations can be the fruit of cross-bargaining, that is, the MRE may decide to give in at a certain point to reach another. Thus, leave the MRE in charge of day-to-day business negotiations, as well as the promotion of productive sectors and the internationalization of companies is, no minimum, limiting the Brazilian trade capacity.
This n & atilde, the mean diplomacy n & atilde, the same should be considered or should be treated as an enemy of the Brazilian productive sectors. Instead, it should be understood as an important ally, but only from the time when corporate business á rivers and diplomats manage to converge in their readings of the world.
& Eacute; desse context within which arises id & eacute; ia & ocirc Econ Diplomacy; mica. The goal here & eacute; endeavor to use & ecirc exist; INSTANCE official channels of communication & ccedil; & atilde, the (and this other ministry & eacute; s rivers & atilde, the considered, and Ind STILL stria, Development and Com & eacute; Commerce; Farm; and Agriculture, among others) for promo & ccedil & atilde; the Brazilian companies. One of the main goals & eacute; get a m & uacute; your promo & ccedil; & atilde, the: diplomacy promotes the economic potential & FLYING; the monkey bread & iacute; s, while it & eacute; is promoted by & ccedil, the potential of the same econ & FLYING; mico. Important to note that & eacute; a move that meets the diverse interests, therefore n & atilde, the must be understood as an obligation & ccedil; & atilde, the exclusive for the Brazilian government. Investment in the development of the ccedil &; & otilde; s & linked worse; Diplomacy Econ & FLYING; mica must be apportioned among the various actors involved.
One problem that still exists for the development of a diplomacy Econ & FLYING; Brazilian mica is & aacute; in tension & atilde; that between the MRE and other ministry & eacute; rivers. One can still see in Brazil a fight by the various ministry & eacute; & rivers in terms worse; formula & ccedil; & HAND the pol & iacute; foreign and maintenance of MAKE-HANDS, the relation of & ccedil; & otilde; s International. On the one hand, the MRE continues to demand exclusivity in the handling of all international issues, for another, some ministries, notably the MDIC, struggle for greater participation in international trade issues. If businessmen decide to let the government find its own way and only then defend the existence of Economic Diplomacy, will be leaving themselves at the mercy of forces that do not control.
Pressuring for the creation of mechanisms and / or institutions that promote the Brazilian productive system in the world is one of the first steps towards strengthening the internationalization of companies and the Brazilian economy itself.
It is important to realize that this dynamic must be built together with businessmen and the government, especially insofar as being & atilde, the defendants diplomats and other government representatives a set of the ccedil &; & otilde; es and private nature activities, that is, n & atilde; est & HAND connected to the a funcion á River p uacute; PUBLIC usually does, so that n & atilde; not necessarily to be expected that this funcion & aacute; rio has to qualify & ccedil; & atilde; t & eacute; cnica necessary á ria for the development of these new activities.
Among the activities planned are & atilde, the treating legislates & ccedil; & atilde; the site in order to assist companies in their market entry target, identifies & ccedil; & atilde; the commercial opportunities, organizes & ccedil; & atilde; the road-shows and other forms of exposure & ccedil & atilde; the product, the treatment of information & ccedil; & otilde; nature of s econ & FLYING; mica and productive in order to transform á -Las in reports & ccedil; & otilde; s app á LEVELS & aggravate; decision making & otilde; es by companies, among others.
The success of such a & ccedil; & otilde; s est & aacute; directly connected & aggravate; provi & ccedil; & atilde, what government and private t & ecirc initiative; m to support projects of internationalization & ccedil; & atilde, the. The aim at the moment n & atilde, the guilty must be found that constrain the process, instead, & Eacute; join efforts & ccedil; them to the development of knowledge and tools necessary á rivers for better insertion & ccedil; & atilde; international of Brazilian companies.
The global potential has been opened, like it or not. Now the quest & atilde; the & eacute; find out who can and want aproveit á them.
Rodrigo Cintra & Eacute; Director of Focus R.I. – advisory & Consulting International Relations; Vice president of C & acirc; mara With & eacute; Argentine-Brazilian Commerce S & atilde; Paul; professor of Coopers & ccedil; & atilde, the International in Unibero.
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Yes V, nº 53 – November 2005