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Abstract
Developing organization and Manpower resource strategies for multiple countries should not simply be a matter of adapting a domestic model to accommodate changes in distance and global scale. Starting with a global mindset discussed earlier, you will have to develop a fresh insightful in order to take into consideration the unique challenges of doing business globally. Above all in all, it is far all too easy to fall into the trap of defining what compose a “success” too narrowly because each product/market situation requires that you set different objectives and establish a different performance metrics process. According to the worldwide entrepreneurship and the successful growth strategies of the early-stage of companies report was released by the world economic forum in collaboration with Stanford university and endeavor global, the top 1% of companies from among 380,000 companies reviewed across 10 countries contribute 44% of total revenue and 40% of total jobs while the top 5% contribute 72% of total revenue and 67% of total jobs. For a century and more, companies have ventured abroad only after establishing themselves at home. Moreover, when they have looked overseas, they haven’t ventured too far afield, initially. Consumer health care company Johnson & Johnson set up its first foreign subsidiary in Montreal in 1919—33 years after its founding in 1886. Sony, established in 1946, took 11 years to export its first product to the United States, the TR-63 transistor radio. The Gap, founded in 1969—the year Neil Armstrong walked on the moon—opened its first overseas store in London in 1987, a year after the Challenger space shuttle disaster. Companies are being born global today, by contrast. Entrepreneurs don’t automatically buy raw materials from nearby suppliers or set up factories close to their headquarters. They hunt for the planet’s best manufacturing locations because political and economic barriers have fallen and vast quantities of information are at their fingertips. They also scout for talent across the globe, tap investors wherever they may be located, and learn to manage operations from a distance—the moment they go into business. In this paper the researcher focused the challenges and issues being faced by entrepreneur in the hyper competitive market.