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This paper examines the phenomenon of market consolidation and integration, where competitors in localized, isolated markets are forced to compete with numerous new rivals in a unified market. In contemporary business experience, this deluge of new competitors and new competitive forms is the consequence of forces which have served to integrate formerly isolated national competitive arenas into a unified, interdependent whole, known as a globalized or regionalized market (Johnson, 1991). This evolution of global and regional markets is strategically significant to the extent that past market consolidations have typically resulted in devastating economic battles and competitive shakeouts. It is thus important to analyze the effects of national policy issues such as international trade agreements from the perspective of global or regional market consolidation.

Mexico and Peru are both striving for economic development, and in doing so, they are trying to use management styles that will achieve their goals. This study is a comparison of selected management styles in these two countries with regard to planning, organizing, motivating, and controlling, as these companies attempt to become more competitive in the world economy.

The United States has been experiencing economic change in many ways, particularly in the form of manufacturing competition from Asia. East Asia is emerging as the dominant region of the world for the manufacturing of computers. Most, if not all, major companies in the personal computer (PC) industry have manufacturing facilities in Southeast Asia. These include U.S. firms such as IBM, Apple, Compaq, and Hewlett‐Packard, Taiwanese challengers such as Acer and Mitac, and Japanese firms such as NEC. Still, some PC manufacturing operations remain in the U.S. despite large differences in labor costs, cost of capital, and tax structures. Clearly, the establishment of a production facility is not a simple matter of cheap labor or being close to markets. The decision is a complex one involving many variables. This paper addresses some of these variables, and how PC companies deal with them, in considering manufacturing as an issue in corporate strategy.

The purpose of this paper is to examine strengths and limitations of current experiential approaches for enhancing international business education, and propose a new, particularly cost‐effective approach grounded in the travel and tourism industry and specific context of international cruises.

This study combines an analysis of current literature with an examination of actual case experience.

A particularly successful short‐term experiential learning approach was used at a private university in southern California that is focused on the specific international business context of the international cruise industry within travel and tourism. The authors believe that this approach has significant merit to be included as a viable option for helping students develop important international business competencies required to compete in an increasingly global marketplace. With its specific focus on the international cruise industry and experiential travel agency operational design, this approach provides not only the opportunity to learn about general culture and business environments in the areas of travel, but also allows the practical application of many international and domestic business concepts and skills within a specific global industry context.

The present study is limited to a very few experiences and within the international cruise industry. Future applied research in international business education should provide more rigorous analyses for verifying intended student learning outcomes, as well as examine applications within other contexts within the growing field of international travel and tourism.

The approach described here provides practical information for developing similar experiential coursework for enhancing international business education, and is particularly useful for smaller educational institutions that may lack the ability to offer and participate fully in more extensive options such as study abroad and international internships.

The approach described in the paper provides a highly relevant context for international business experiential education that is economical for students and schools alike.