...branching out to different countries in order to expand their business using the advanced technology - the Internet. Understanding their respective culture is very crucial to develop an establishment in any country. The working style and method varies from country to country based on their culture. There is always a scope of conflicts due to culture variations. The article “Impact of cultural intelligence level on conflict resolution ability” talks about the importance of cultural intelligence level and how this helps to resolve the conflicts. “Therefore, this model presents that a higher level of cultural intelligence positively affects and predicts whether an individual will select an appropriate conflict resolution strategy fitting for the cultural backgrounds of those involved in the conflict” (Ramirez, 2010, p. 2). The author starts off with briefly discussing why it is so important for the business leaders to use different conflict resolution strategies using the cultural intelligence level of the persons involved in the conflict. The author first described the gaps in the current studies of “impact of culture intelligence level in resolving the conflicts” and then explained how the current model would fulfill those gaps. This model helps leaders to prepare different strategies and to use the correct strategy based on the cultural intelligence level of the persons involved in the conflicts. The model considers culture intelligence level as independent variable and...
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...support from the government. Many foreign chains exist in the market, and were performing better than Wal-Mart. As a result, Wal-Mart expansion in China was slow. In this case, we will address the main issues that Wal-Mart China is facing and propose possible solutions and recommendations. Issues/Problems Currently, Wal-Mart is facing a range of challenges in China's retail market. Chinese business environment is changing rapidly. In the last two decades, China’s retail industry and its distribution and logistical infrastructure have significantly decreased government regulation. Wal-Mart will need to identify what issues it will face in the short and long term to set up the new business vision and strategy in this market. The U.S business model will not be able to be implemented in the Chinese market since for instance U.S., Wal-Mart places stores in small towns to gain a competitive advantage. China will not support such a structure. In this country, the economic growth has been concentrated exclusively in coastal regions supported by urban areas. The U.S. business model also uses Wal-Mart’s distribution, logistics, and IT networks to gain economies of scale and competitive advantages. China does not have the infrastructure for...
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...Key to key account management: relationship (guanxi) model Y.H. Wong Department of Business Studies, Hong Kong Polytechnic University, Kowloon, Hong Kong Introduction There are three major marketing problems facing most international firms today: the difficulty, arising from product range diversity, of segmenting its customers and maintaining long-term relationships with key customers; second, the obstacles of obtaining long-term business contracts from big multinationals; and third, how do the firms evaluate the relationship quality of their key customers? McDonnell Douglas, Peugeot and Japanese retailer Yaohan are all fighting for higher market shares in China because they are shaken down by the Government’s policy swings and railroaded into bad partnerships with key customers who mainly squeeze for advanced technology (Clifford et al., 1997). Many companies receive a big percentage of their sales from relatively few customers. Key account management has been increasingly important in international markets. Key account programs differ considerably across countries and firms, but all organizations have to decide how to identify their own major accounts and how to organize for effective relationship building with them. The purpose of this article is to assist organizations to determine the positioning of their major customer relationships so as to formulate key account relationship marketing strategies and implement them effectively in China and other Asian countries. This...
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...Spill-over effect occurs when there is a gap of advanced production technology, managerial knowledge, and working practices between the receiver and the donator. Frequently, transnational corporation (TNCs) required domestic company to adjust new systems in order to remain market share and gain profit. Therefore, spill-over effect can be considered as the result of activity of FDI investor and modifications of local corporations. There are four types of spill-over effect: the labor mobility channel, demonstration channel, the forward and backward linkages and the competition channels. The labor mobility channel The movement of skilled personnel from foreign firms to domestic firms helps transferred advanced technology and management skills. Thanks to labor mobility, positive spill-over can be created by two ways: employees applied what they have learned to domestic companies or established the new ones. The demonstration channel It is one of the most important channel to create positive FDI effect There are three ways to transfer technology * Internal transfer: the transfer between parent company or TNC and their affiliates or subsidiary * Transfer among FDI companies and domestic ones within the same business: the local manager can set up their new business based on the knowledge and skill they have experienced. Although it can be called as a loss for FDI investors, this transformation can bring development and exposure of advanced technology to home country. Or another...
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...CHAPTER ONE: INTRODUCTION OF RESEARCH PROBLEM 1.2 Research problem definition The first part will analyze parking environment with PEST model (Political, Economical, Social and Technological) in China and particular circumstances around airports, and then indicating the dramatic development of airline industry. According to these two factors, the research problem will be defined, aiming to reduce and resolve the adverse effects of the current problems. (用不用说具体的问题) 1.2.1 Chinese Parking environment: In China: Political: "The government often focuses on the dynamic transportation, or traffic rules, but ignore the static transportation or parking" said Ren Bomiao, director of the China Heavy Machinery Association's Parking Facility Committee (2006). Even though some big cities have proposed some solutions of parking problems, such as construction the parking lots, formulating various charging policies and parking standardization (Wu, 1999). There are also some defects in the terms of legislating and supervision of the regulations. Firstly, some regulations are not specific and detailed enough in different parking areas such as hospital, shopping mall, train station, especially airports. Secondly, the enforcement of the traffic law may be not strict and tough enough. Economical: China is now the world’s third largest automotive producer and the second largest consumer (Tong, 2010). According to the released data by China’s NBS (National Bureau of Statistics) in...
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...Jose Ferraz-Nunes Examiner: PhD. Bengt Kjellen Master’s thesis in International Business 15 ECTS Department of Economics and Informatics University West Spring term 2010 ABSTRACT Over the past two decades, the open-door of the market supply in China has had a massive impact on the automotive market. This development contributes to the globalization of the automobile industry that involved the integration of the Chinese domestic market into the international markets. Among many reasons, motivation to gain access to industrialized markets and to gain access to superior technology, management resources and knowledge are the most driving factors of the Chinese automotive industry for the internationalization and going abroad strategy of China´s automotive industry. This study investigated whether different external globalization drivers and internal organization factors have differential effects on various dimensions of China´s automakers firms’ global strategy. Most of the studies written about global strategies have implemented only either of the internal or the external drivers of the internationalization of the firms. The contribution of the paper introduces a more comprehensive model on the global expansion of a firm. This paper concludes that China´s automotive industry has some competitive advantages such as low cost, while, facing a number of challenges that hinder the internationalization of Chinese automobile companies. It also shows that multiple factors play an...
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...IFRS 8 Summary of contents of financial statements 9 Transition Process of Accounting Standards 10 Auditing Standards 11 Full convergence with International Standards 11 Verification of Capital Contribution 13 Comparison of China’s old GAAP and IFRS 14 Accounting Education in China 15 The Chinese Institute of Certified Public Accountants 15 The CICPA Overview 15 The CICPA Examination 16 Accounting Student 18 China’s Cultural Influences on Accounting 19 Appendix 1. Comparison of CASs and ISAs (As of 2006) 22 Appendix 2. Accounting Firms in China 24 Introduction Population In 2012, China's population amounts to 1.3 billion – an increase of 365 million since 1980. Yet, population is growing at a decelerating pace and should reach its peak in less than two decades. Current methods of population control will be relaxed as the growth of population slows. The fertility rate is presently 1.6 births per female (below replacement level) and is expected to remain at that level in the medium term. The median age is steadily rising and by 2011 it was 35.5years –16.9 years greater than the figure for 1980. In fact, population aging is occurring more quickly in China than in most other countries. The country's working age population will begin to fall by 2017. By 2040, there could well be 100 million Chinese over 80 years old – more than the current worldwide total. This demographic imbalance will have dramatic and fundamental consequences for the country's...
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...surging Chinese manufacturers: The case of Galanz Gloria L. Ge & Daniel Z. Ding Published online: 10 November 2007 # Springer Science + Business Media, LLC 2007 Abstract Recent years have witnessed the surging of Chinese manufacturers, as China has become the world’s factory floor. This paper presents a case study of one of the most successful manufacturers in China, the Galanz Group, now the world’s largest microwave manufacturer. Based on theories of multinational corporations from emerging economies, the paper examines the process of Galanz’s integration into the global market. The company has developed unique competitive strategies that have made it a great success within China and in overseas markets. The Galanz model suggests strong strategic implications for both Chinese firms and incumbent multinational corporations. Keywords Chinese manufacturers . Strategic analysis . Internationalization . Galanz In the last two decades, China has maintained an average annual growth rate above 7%. China is rising as one of the world’s largest economies and trading powers. As China becomes the world’s manufacturing floor, the competitiveness of Chinese manufacturers and their impacts have emerged as a hot topic. China’s manufacturing output now ranks third in the world only behind the United States and Japan, after overtaking Germany in 2003 (China Daily 2005). Many Chinese manufacturers have grown rapidly in recent years and are becoming increasingly important international competitors...
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...Thomas D. Lairson Forthcoming in Wenxian Zhang and Ilan Alon, (eds.) A Guide to the Top 100 Companies in China, Edward Elgar, 2010. Chery Automobile Company Chery Automobile Co. Ltd. (奇瑞汽车股份有限公司) is one of the most important of Chinese automobile manufacturers. Though it remains owned by the local government of Wuhu, and is by no means the very largest of China’s car companies, Chery has been able to compete effectively in a very crowded domestic market and has established a significant position in international markets. This is rather remarkable for a firm founded in 1997 in a very poor province not known for economic innovation. Historical Development By Western standards, Chery is an unusual firm. It is the result of the hybrid nature of many Chinese businesses, combining government ownership and effective and competitive management. Quite simply, Chery exists because of the entrepreneurial efforts of government officials – known as the “Eight Guardians” - in a relatively small Chinese city looking to expand the economic base of their area and spurred on by the dramatic economic growth happening all around them. By the mid-1990s economic reform had led to fifteen years of rapid growth concentrated along the eastern coat of China. A second stage of growth extending these opportunities across the entire nation began in 1993. The Wuhu government, with support from the Anhui provincial government, was in the best position to define a new economic direction for...
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...7/11/12 Why Chinese Car Brands are Stuck in First Gear Publication: The Economic Times Mumbai;Date: Jul 7, 2012;Section: Global Business;Page: 6 SLOW WHEELS Why Chinese Car Brands are Stuck in First Gear Local brands make up only about 30% of their home market, the lowest proportion of any major economy ike many Chinese, Zong Zhaoxiang wishes nothing but the best for the Chinese car industry – yet he won’t be buying a Chinese car anytime soon. The 52-year-old chairman of a Shanghai chemical company, Zong said he expects Chinesebranded cars to have bright prospects. However, he loves the comfort, quality and image projected by his black Mercedes-Benz S-class, and he said he may buy another Mercedes-Benz model or a BMW in the future. “If Chinese-made cars were better designed and could demonstrate your status, more people might buy them,” Zong said. Not all of Zong’s compatriots can afford a Mercedes-Benz, of course. But most of them still prefer foreign brands to domestic ones. Volkswagen and General Motors sold the greatest number of vehicles in China in 2011, the world’s largest car market, followed by Nissan, Hyundai and Kia. All domestic car makers combined captured only about 30% of their home market, the lowest proportion of any major economy. This is not what Beijing intended. In contrast to other “strategic” industries like telecom and banking, the auto industry has been gradually opened to foreign investment over the past two decades, as Beijing allowed foreign...
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...western countries are advanced and perfect compared with those of China. However, just as Rome is not built in one day, the successful and mature mode is developed and accumulated throughout a long time in Western society. If the successful experience is engrafted directly to China’s hotel industry, confusions and discrepancies will occur essentially due to the cultural differences between China and the West. As the pace of International economic integration goes increasingly faster, China’s hotel industry is facing the challenge of creating its unique management characteristics and choosing proper management modes based on absorbing advanced experiences from the west. In this paper, the cultural effects on the differences of hotel management styles in China and Western countries are discussed specifically from humanity cognition, way of thinking, sense of hierarchy and innovation consciousness points of view, etc. By such comparison and analysis, gaps of management standards can be easily seen between China and West. Then, some theoretical references are proposed as suggestions for the right direction of China’s hotel management methods so as to meet the international standards. 1. Introduction of hotel industry in China China’s dynamic economic growth has attracted business and investment interests from around the world over the past decade. Corporate demand for travel and lodging services will increase as additional international corporations establish...
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...Redesigning retail: Operating model imperatives for international retailers Deploying the right operating model can help international retailers drive profitable growth by balancing customer relevance and operational efficiency across diverse and dynamic markets. Today’s consumers are a formidable bunch. Armed with more information than ever thanks to technology, they shop anytime, anywhere and with anyone they choose. Moreover, choice, convenience and service mean just as much to them as price. Evolving customer demands are driving retailers to tailor their offerings, expand into new business segments and enhance customer touch points. At the same time, competition— always fierce in retail—is intensifying. Only the fittest or luckiest retailers have survived the global downturn, and investors are demanding ever better performance from them. Already-lean retailers are searching for new ways to achieve structural and operational efficiencies in a bid to outpace competitors. Furthermore, new players from other retail segments and industries are ramping up their retail presence. For example, big-name manufacturers including Apple, P&G and Nike are now bypassing traditional retailers and reaching consumers directly through multiple channels. Growing numbers of retailers are going international—and small wonder. Home markets are saturated, but markets near and far, particularly in emerging economies, still offer white space (see Figure 1). The world’s largest retailers are entering...
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...Introduction As globalization rises many organizations are developing competencies that will help create successful global leaders, this process will combine job exposure, international assignments, creating global project teams and various cross-culture sensitivity workshops. The purpose of this assignment is to create a formal annotated bibliography using the annotated bibliography entries from the six works related the inquiry topic I have created in Units 1, 2, and 3, the research article are as follows; The Elements of Leadership in a Global Environment, Global marketing managers, Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance, Responsible Leadership in Global Business: A New Approach to Leadership and Its Multi-Level Outcomes, Global Leadership: A New Framework for a Changing World, and Competitive Action in the Diffusion of Internet Technology Products in Emerging Markets: Implications for Global Marketing Managers. This six articles will analyzes each article research overview, purpose of study, methodology, key findings and limitations and opportunities of global leaders in various business sector. Article 1 Bishop, W. H. (2013). The Elements of Leadership in a Global Environment. Global Business & Organizational Excellence, 32(5), 78-85. doi:10.1002/joe.21505 Overview The articles states that American marketplace and globalization have led to recognition of diversity initiatives as not only...
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...Kingdee Q.1 What are the distinctive management competence and business practices that enabled Kingdee to be successful in the past and how will these need to be changed or further developed in the future? (You need to have a view on what are Kingdee’s future business challenges.) Stages | Business Model | Management Competence | Business Practices | Startup | A/C | ●Attractive compensation for "Hukou" to hold talents ●Green Light" to satisfy employees ●“Five winner sons” method to motivate staff | ●Financial application based on Windows 95 ●Success in securing venture capital | Rapid Growth | ERP | New core value "care, integrity and innovation" to keep innovation | ●Changes in ERP products ●IPO and acquisition | Strategic Turnaround | Saas | “People Culture” to strength team-work under corporate policies | ●Strategic cooperation with IBM ● Evolving into B2B e-commerce platform | Management competence: * Entrepreneurial Period: 1992-1998 1. Attractive compensation for “Hukou” to hold talents Kingdee, like its competitors, is extremely knowledge intensive. This characteristic is determined by the nature of software industry. Actually, before Kingdee was formally founded, since the “Aipu” stage, Robert Xu, Kingdee’s chairman, has realized the importance of his employees. When Kingdee was still called “Aipu” in 1992, the company was not qualified to grant “Hukou” to its engineers. This disabled Aipu to retain qualified employees for long service terms. In consideration...
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...FCjhANALYZING CHINA’S AUTOMOBILE INDUSTRY COMPETITIVENESS THROUGH PORTER’S DIAMOND MODEL DI WU Bachelor of Management, University of Lethbridge, 2004 A Research Project Submitted to the School of Graduate Studies of the University of Lethbridge in Partial Fulfillment of the Requirements for the Degree MASTER OF SCIENCE IN MANAGEMENT Faculty of Management University of Lethbridge LETHBRIDGE, ALBERTA, CANADA © Di Wu, 2006 (Approval/ Signature page) ii Abstract This paper incorporates Porter’s diamond model to analyze China’s automobile industry. Besides looking at the four determinants of competitiveness in the original model, this study specifically examines the impact of government on industry competitiveness. This study retrieves archival data on multi-measurements used in prior studies. The author incorporates one case study of a Chinese auto firm to illustrate the specific impact of government policy and the responses of auto assemblers and component suppliers. Interviews with experts in auto-related industries are conducted to triangulate the findings. Results show that the Chinese auto industry is still in its early stages of development, whereas product quality and economies of scale of domestic automakers are approaching global standards; thus Chinese auto firms aim at becoming major players in the international market. The government plays an active role in assisting the industry development as the nation transitions from a planned economy to a free...
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