Since continuously the companies in developed country always acquire the companies in emerging country in order to cost down or diversification. Under global competition, the emerging country becomes better and better. According to KPMG¡¦s data, the companies in emerging country acquire the developed country accelerated, especially product and natural resource are the largest goal; in the other hands, the multinational acquisitions are going down for two years. The amount of the company in emerging market acquires the company in developed country is 47 percentage of the amount the company in developed market acquires the company in emerging country. It¡¦s the highest statistic in KPMG since 2003. The study try to understand the strategy which the company in emerging market acquires the company in developed country as follows, what drove the decision to ¡§ go global¡¨, how did the company strike the balance between using foreign country management teams, and what is the challenge? How did the company accomplish integration and leverage synergies with overseas business? What advice would you give other emerging market companies on how to be successful in developed markets? The result show: the emerging market is seek to develop brand to international brand, avoid trade tax and get the core skill from oversea enterprise. Non-traditional buyer should accept the acquired company totally. In the beginning, the leader of oversea management team should be the executive officer from the acquired company to keep the loyal customers and reduce the rate of key men. To use the double brand strategy, the loyal customer could feel the innovation of R&D and set up the headquarter in oversea to let the customer feel the brand is new

Magister Commercii - MCom / Diversification is one of the more familiar concepts in finance because of its ability to curtail risk towards investors. However, for diversification to be efficient, the assets combined should have inversely related price movements. In the same light, previous research done on international portfolio diversification has consistently found that having investments diversified across different global markets that have low to medium correlations helps to get as close to an optimal portfolio as possible. However, previous research also indicates that both global financial integration and exogenous shocks increase correlations among international markets, hence negating the benefits of international portfolio diversification to an extent. Therefore, with global integration on the rise, coupled with economic and political instability in some BRICS nations, the research examines these factors and gauges the current viability of international portfolio diversification from the perspective of a South African investor.

During the past decades, since the phenomenal event of globalization, more businesses have expanded abroad as they continue to grow as an MNE. Which has led to them growing larger and with more people and relationships to manage, bringing us to the founding of the KAM system. A system with the purpose of guiding companies in how to manage both its internal and external relationships, though mainly those who are key accounts. As the system grows more popular amongst companies it has been found that the structure of it does differentiate between them. This has been in terms of how formalized it is. This brings the question of whether or not the level of formalization has an affect on how effective the system is in fulfilling its purpose in the company. Thus, that is what this research paper aims to examine in a few MNEs. By studying what level of formalization their system has, how it impacts their KA relationship management, and how effective the system is perceived to be by them in achieving this. By combining these three aspects a logical conclusion could be drawn. To achieve this, the study has been designed with an abductive and qualitative research approach, more specifically with case studies to allow for a more in-depth investigation on the topic. This would allow for a deeper understanding for how the system has functioned for and in the company, whilst considering its purpose. Thereafter, the findings are discussed in relation to relevant theories, concepts and framework. While the concepts have provided themes to the analysis, the findings have been used to validate or challenge the theories and frameworks. The discussion finally concludes that the level of formalization in a KAM system does have an impact on its effectiveness in fulfilling its purpose at the company.