Global Operations; Germany and Japan

Germany's economy was beating the recession that began across the world in 2009, its unemployment rates were down and GDP was up, that was until recent trends that have predicted that the recession will catch up to them. Germany is still in better shape than its peers but has to make changes to the way they are running things or they will see the recession in their country rather than just around them. Germany had its labor market growing but its growth has started to slow and the confidence in the businesses has fallen. German manufacturing has shrunk, retail sales has fallen, and unemployment has risen (Weck, 2012). Japan holds the spot for the 3rd largest economy is the world. They require a lot of imports for meats, oil, grain, and raw materials. The manufactured products from Japan are leaders in the respective fields in production and technological advances. The industry field in Japan is responsible for 23% of the GDP in 2010, but the 2010 earthquake and tsunami caused the country a great loss (Japan Economy, 2010).

Germany is considered the most attractive spot on Europe with its democratic and social federalist state. Berlin, the capital, holds the seat of government but other federal ministries are in Bonn, the former capital. Germany is a member of the United Nations, the European Union, NATO, and the G8. The economy is a social market economy and the market is free to govern its forces within limits such as preventing an excessive addition to the market power. This makes the German politics stable. The state created the structure for functioning competition and moderates between the various interests (Democratic, Social, Safe, 2012). Since the earthquake and tsunami in 2010, the Japanese economy has come into question because it will require enforcing greater governance over political parties. This would keep the political parties in check, which is why it is of the utmost urgency. This makes the Japanese politics instable. Attention has been seen in the take hike but not the more important factor, for the public, integrated reforms of the tax and social security systems (Kato, 2012).

Companies have to consider strengthens, weaknesses, opportunities, and threats in an internal resource analysis (Internal and External Analysis, 2012). The managerial strengths should include the education and training of the management staff on the goals and plans of the global expansion. The employees of the company will have many questions about the global expansion. It is the job of their managers to be able to answer those questions for them. The managerial weakness would be seen if the employees do not see their manager being confident about the change and making sure the employees feel at ease about the change. Change can be scary but if the managers can be confident and convey that to the employees, they will feel more at ease. The financial strengthen would be that in long-term plans the expansion will bring more jobs and more