Doing business in Europe / Gabriele Suder.

Enhanced descriptions from Syndetics:

Electronic Inspection Copy available for instructors here This new edition of Doing Business in Europe covers all of the key topics covered on European Business courses at both undergraduate and postgraduate level, making it a must-have for students and practitioners alike.

Written in a clear and accessible way, this new textbook has been fully revised and updated to take into account recent developments in Europe, changing European Union policies and the resulting business implications. This new edition draws a stronger link between the European business environment and the real business implications facing companies operating in Europe. This easy-to-follow text addresses the challenges and opportunities facing those doing business in Europe, while setting these in a global context.

New to this edition:

- Expanded coverage of lobbying, SMEs and globalization

- New real-life case studies using a wide range of examples from across Europe

- Extensive pedagogical features including a glossary, revised discussion questions and more mini case studies

An accompanying comprehensive companion website www.sagepub.co.uk/suder2e provides you with full-text journal articles, an Instructor′s Manual, PowerPoint slides and a country-by-country study. The website also provides additional case studies, video material, and a multiple choice testbank for lecturers.

Table of contents provided by Syndetics

• About the Author (p. xiv)
• Acknowledgements (p. xv)
• Companion Website (p. xviii)
• 1 Introduction: The New European Business Environment (p. 1)
• 1.1 The structure of this book (p. 1)
• 1.2 Centrepiece: the idea of creating a 'unified Europe' (p. 3)
• 1.3 Europe: for European citizens and abroad (p. 5)
• 1.4 Foundations and symbols (p. 6)
• 1.4.1 The mystery of 'Europe' (p. 6)
• 1.4.2 The European flag (p. 7)
• 1.4.3 The European anthem (p. 7)
• 1.4.4 Europe day (p. 8)
• 1.4.5 The euro (p. 8)
• 1.5 Some basic terms and concepts (p. 8)
• 1.5.1 Globalization (p. 8)
• 1.5.2 Europeanization (p. 9)
• 1.5.3 Multinational and transnational firms (p. 9)
• 1.5.4 The company typology (p. 9)
• Part I The European Business Game: The Impact of Sex Decades (p. 13)
• 2 Landmarks of European Integration, or How History and Politics Shape the Business Environment (p. 15)
• 2.0 Introduction (p. 15)
• 2.1 The past as a basis for the present and the future (p. 15)
• 2.2 The Schuman declaration (p. 19)
• 2.3 Understanding integration: a review of the main treaties (p. 20)
• 2.3.1 The Treaty of Paris (p. 21)
• 2.3.2 The Treaties of Rome (p. 25)
• 2.3.3 Main developments from the 1970s onwards (p. 30)
• 2.3.4 The Single European Act (SEA) (p. 32)
• 2.3.5 The Treaty on the European Union (TEU) - Maastricht (p. 34)
• 2.3.6 The Treaty of Amsterdam (p. 36)
• 2.3.7 The Treaty of Nice (p. 38)
• 2.3.8 A constitution for Europe? The Treaty of Lisbon - (p. 39)
• 2.4 European objectives (p. 41)
• 2.5 Résumé and conclusion (p. 44)
• Mini case study: Ariane Systems (p. 45)
• 3 Enlargement and the Theories of Integration (p. 51)
• 3.0 Introduction (p. 51)
• 3.1 Integration theories (p. 57)
• 3.1.1 Functionalism (p. 59)
• 3.1.2 Neo-functionalism (p. 59)
• 3.1.3 Federalism (p. 59)
• 3.1.4 Further integration theories (p. 59)
• 3.1.5 The meaning of integration theories (p. 60)
• 3.2 Waves of European integration: the past, present and future (p. 63)
• 3.2.1 Past adhesions to the EC/EU (p. 63)
• 3.2.2 Small and medium-sized firms in the enlargement challenge (p. 65)
• 3.2.3 Learning from recent and future adhesions (p. 68)
• 3.2.4 Romania (p. 69)
• 3.2.5 The Western Balkans (p. 73)
• 3.2.6 Iceland (p. 77)
• 3.3 Enlarging business opportunities (p. 80)
• 3.4 Competitiveness in the enlarged market: leveraging benefits (p. 83)
• 3.4.1 Cross-border advantages (p. 83)
• 3.4.2 Adapting the value chain (p. 85)
• 3.4.3 Organizational structures for knowledge transfer (p. 86)
• 3.5 Pricing and enlargement (p. 89)
• 3.6 Résumé and conclusion (p. 90)
• Mini case study: On the path to accession - the BASME C&T story in Macedonia (p. 91)
• 4 Institutional Players: How the Rules and Agendas of the European Business Environment are Set (p. 97)
• 4.0 Introduction (p. 97)
• 4.1 The institutions (p. 98)
• 4.1.1 The European Commission (p. 98)
• 4.1.2 The European Parliament (p. 104)
• 4.1.3 The Council of Ministers or Council of the European Union (p. 108)
• 4.1.4 The European Council (p. 111)
• 4.1.5 The European Court of Justice (p. 111)
• 4.2 The EU decision-making process (p. 113)
• 4.3 Implementing rules for the European market: tools (p. 116)
• 4.3.1 Legislative implementation tools (p. 116)
• 4.3.2 Other important sources of information (p. 120)
• 4.3.3 Budgetary tools (p. 122)
• 4.4 Résumé and conclusion (p. 125)
• Mini case study: Blending wines? (p. 126)
• Part II Business Europeanization (p. 133)
• 5 The Europeanization of a Business Environment (p. 135)
• 5.0 Introduction (p. 135)
• 5.1 The main impacts of Europeanization (p. 137)
• 5.2 The ideological background (p. 138)
• 5.2.1 The main international trade and business theories (p. 138)
• 5.2.2 Business realities (p. 146)
• 5.3 Choosing a location (p. 151)
• 5.3.1 Determining your cross-border location (p. 152)
• 5.3.2 Yielding benefits from market-serving, resource-seeking Europeanization (p. 156)
• 5.4 Income discrepancies and labour movements in Europe (p. 157)
• 5.4.1 Labour (p. 159)
• 5.4.2 Capital (p. 162)
• 5.5 The competitiveness of European manufacturing and service industries (p. 162)
• 5.6 Competition, competitive sectors and business-related common policies (p. 165)
• 5.6.1 Common policies: competitive market structures and related costs (p. 166)
• 5.6.2 The Common Commercial Policy (p. 167)
• 5.6.3 Business-related policies: implications (p. 168)
• 5.7 Résumé and conclusion (p. 170)
• Mini case study: AHI Roofing from the Pacific Rim to Europe (p. 171)
• 6 The Europeanization of Business Management (p. 177)
• 6.0 Introduction (p. 177)
• 6.1 Does business management 'EuropeanizÆ? (p. 177)
• 6.2 Intercultural management in Europe (p. 179)
• 6.3 A management definition of culture (p. 180)
• 6.3.1 The relevance of identity (p. 183)
• 6.3.2 Synergy and diversity: the impact of communication (p. 185)
• 6.3.3 The value of diversity (p. 186)
• 6.3.4 Negotiations (p. 186)
• 6.3.5 The impact of business management Europeanization on human resources management (p. 187)
• 6.4 Crucial cross-cultural and convergence management methodology (p. 189)
• 6.4.1 The large or small power-distance culture (PDI) (p. 190)
• 6.4.2 The individualist or collectivist culture (EDV) (p. 190)
• 6.4.3 The masculine or feminine culture (MAS) (p. 191)
• 6.4.4 High or low uncertainty avoidance (UAI) (p. 191)
• 6.5 Intellectual property: a case for European convergence (p. 193)
• 6.5.1 Patents (p. 195)
• 6.5.2 Trade marks, industrial designs and other IP (p. 197)
• 6.6 Corporate culture and subsidiary management (p. 199)
• 6.7 The role of European leadership (p. 202)
• 6.8 Trust and diversity (p. 203)
• 6.9 Resume and conclusion (p. 204)
• Mini case study: Cargo business - cultural perspectives (p. 205)
• Part III Business Activity Functions in the European Environment (p. 213)
• 7 European Economics, Finance and Funding (p. 215)
• 7.0 Introduction (p. 215)
• 7.1 Macroeconomic fluctuations (p. 217)
• 7.1.1 The euro (p. 217)
• 7.1.2 The European Central Bank (ECB) (p. 232)
• 7.1.3 The European Investment Bank (EIB) and other sources of capital (p. 232)
• 7.1.4 Venture capital and private equity (p. 234)
• 7.1.5 Business angels (p. 235)
• 7.1.6 More sources of capital for established corporations (p. 236)
• 7.2 European harmonization efforts (p. 240)
• 7.2.1 International accounting standards (IAS) (p. 241)
• 7.2.2 Stock exchange consolidation (p. 241)
• 7.3 Resume and conclusion (p. 243)
• Mini case study: Auditing in Europe today (p. 244)
• 8 Marketing in Europe (p. 252)
• 8.0 Introduction (p. 252)
• 8.1 Understanding consumer behaviour (p. 254)
• 8.2 Assessing the product or service and the targeted environment (p. 258)
• 8.2.1 Segmentation in Europe: targeting similarities (p. 259)
• 8.2.2 Political and legal conditions (p. 260)
• 8.2.3 Economic conditions, national income and quality of life (p. 261)
• 8.2.4 Demographic conditions (p. 262)
• 8.2.5 The social agenda and sustainability (p. 264)
• 8.2.6 Sociocultural conditions (p. 265)
• 8.2.7 Geopolitical and geo-historical conditions (p. 270)
• 8.3 The Ps and AIDA: a marketing mix for Europe (p. 272)
• 8.3.1 The marketing mix in Europe (p. 273)
• 8.3.2 The future of European marketing (p. 277)
• 8.4 Resume and conclusion (p. 277)
• Mini case study: The Xbox Kinect in Europe - the key part of a Guinness World Record (p. 278)
• 9 Lobbying the Playing Field (p. 285)
• 9.0 Introduction (p. 285)
• 9.1 Lobbying and European opportunity networks (p. 287)
• 9.1.1 Historical and academic background (p. 289)
• 9.1.2 Who lobbies European decision-makers? (p. 291)
• 9.1.3 The 'how' question (p. 295)
• 9.2 When is the best time to lobby? (p. 300)
• 9.3 Where is lobbying most effective? (p. 301)
• 9.4 Resource factors (p. 303)
• 9.5 The competition is open: lobbying strategy in action (p. 305)
• 9.6 Lobbying today (p. 306)
• 9.7 Résumé and conclusion (p. 307)
• Mini case study: Regulatory risk or better lookout for consultations (p. 309)
• 10 Competing Internationally (p. 315)
• 10.0 Introduction (p. 315)
• 10.1 The international business environment: some key facts for European business (p. 323)
• 10.2 Europe's trading partners (p. 324)
• 10.2.1 Relations with market groupings (p. 324)
• 10.2.2 Business relations with selected partners (p. 326)
• 10.3 The future of European business: 'unity in diversity' (p. 340)
• Mini case study: The rise of Russian multinationals - the Lukoil case (p. 341)
• Part IV Corporate Case Studies (p. 349)
• Airbus: A Catalyst of European Integration (p. 351)
• Investment Consulting in Eastern Europe with Excedea (p. 366)
• The Expansion into Europe of Multi-Latinas: A New Breed of Competitors (p. 370)
• The European Market for Schunk: An Audit of Europeanization (p. 375)
• European Chief Executives in the Merger Maze: Coping with Multiple Realities (p. 392)
• The Europeanization of Marimekko: International Growth and Single Market Effects (p. 399)
• Managing Change at Unilever (p. 415)
• Altran: Launching a Corporate Representation Office in Brussels (p. 423)
• Haier: A Global Chinese Corporation Feels at Home in Germany (p. 432)
• Glossary (p. 439)
• Index (p. 447)

Author notes provided by Syndetics