...Asia opens up widest margin over Europe for M&A deals In 2012 Asia-Pacific acquirers completed over 40 per cent more M&A deals than their European counterparts, according to Towers Watson’s Quarterly Deal Performance Monitor (QDPM), the largest margin since the research began in 2008. Companies in the region completed more M&A deals than Europe in a calendar year first in 2009, by a margin of 25 per cent. The research, run in partnership with Cass Business School, shows that Asia-Pacific dealmakers completed 183 deals in 2012 compared to 128 by their European counterparts, and similarly, completed more deals in every quarter of the year. The year-end figures, which contains data on all deals over $100 million completed in the year, show North American companies accounted for 422 deals, well over half of those completed worldwide this year. In terms of performance, Asia-Pacific companies that completed M&A deals performed in line with their MSCI index over the year. Despite an increase in activity by North American acquirers relative to their peers, year-to-date figures show post-deal performance of 1.3 pp below the North American MSCI index. In comparison, European acquirers continued to fare well with a positive performance 2.4 pp above the European MSCI index, even though the volume of deals completed was at its lowest level since 2009. Steve Allan, M&A Practice Leader for Europe at Towers Watson, said: “Asia-Pacific has steadily increased deal volumes throughout the...
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...The report reveals four trends that analyze the future direction of China’s tourism industry. These four trends include: technology and infrastructure applications increased for tourism; Chinese travelers demand more personalized; Asia Pacific travel barriers between countries diminishing and exit procedures more streamlined; high-end and low-end tourism market quick growth. The report noted that technological innovation is the driving factor in the four major trends. Commenting on the report, Amadeus Executive Officer of China, Bart Tompkins said: “The report researches the Chinese tourism market current and future development. In the rapidly changing market, the tourism industry must adapt to these changes and propose appropriate technical solutions, which are the tourism practitioners’ key to success in this fierce competition. Amadeus will work together with the Chinese tourism industry, with innovative technology, to find solutions to deal with these changes, and jointly promote Chinese tourism market with healthy and rapid development. “ CORE TREND ONE: LEAPFROG DEVELOPMENT The first trend to observe is this huge development of Chinese tourists as you can see on the graph below: The leapfrog development of Chinese outbound tourism Studies show that although most Chinese travelers still rely on travel agents to arrange travel, in the future there will be more and more travelers who use Internet and mobile devices to make a reservation. In the future, there will be 70%...
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...Study of Asia-Pacific MBA Programs Bloomberg Business week posted an article on March 17th 2014 titled, Elite Business Schools Hike Tuition for the Class of 2016. This article draws a comparison between tuition costs for the class of 2015 for selected US MBA programs and the class of 2016. Tuition costs are increasing more and more every year, for this reason looking at other alternatives may be more cost effective. The following study provides and interpretation of tuition cots both local and foreign in the Asia-Pacific region. From this study we can see the comparison between tuition costs and starting salaries. We can also see other deciding factors such as admission requirements. Finally this study provides a recommendation for an MBA program in the Asia-Pacific region. Please note Table 1.1 listing the study’s programs with their correlating graph ID. Table 1.1 Business School | Graph ID | Lahore University of Management Sciences | LUMS | Indian Institute of Management (Calcutta) | IIMC | University of New South Wales (Sydney) | UNSW | Indian Institute of Management (Bangalore) | IIMB | Curtin Institute of Technology (Perth) | CIT | Massey University (Palmerston North, New Zealand) | MU | University of Queensland (Brisbane) | UQ | University of Adelaide | UA | Monash Mt. Eliza Business School (Melbourne) | MMEBS | Melbourne Business School | MBS | Royal Melbourne Institute of Technology | RMIT | Macquarie Graduate School of Management...
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...Citibank: Launching the Credit Card in Asia Pacific (A) Case Study, BEP 430 Marketing 20030059 Dong-ock Kim1, 20030071 Min-geuk Kim2, 20040054 Keehyung Kim3, 20040535 Yohan Jo4, 20076006 Huang Qiuling5, 20076035 Dorjsuren Bayarmaa6 Marketing Team A1 2 3 4 5 6 erst_licht99@hotmail.com1, kmg0702@hanmail.net2, keehyoung@gmail.com3, zukjimote@gmail.com4, sharlin_huangqiuling@hotmail.com5, gordok_88@yahoo.com6 Professor: Wonjoon Kim Date submitted: May 18, 2007 TO: Rana Talwar, head of Citibank’s Asia Pacific Consumer Bank, Citibank FROM: Dong-ock Kim, Min-geuk Kim, Keehyung Kim, Yohan Jo, Huang Qiuling, Dorjsuren Bayarmaa RE: Citibank: Launching the Credit Card in Asia Pacific (A) DATE: May 18, 2007 As you know, rapid growth of Asia-Pacific economy was incredible in several years. It could be a good chance for Citibank’s growth, so Citibank has started to branch banking business since 1978. Actually, performance of Asia-Pacific branches is not bad. In 1988, Citibank earned $69.7 million, but Citibank does not satisfy with its performance. Citibank’s goal is $100 million until 1990. For this goal, Citibank launched the most innovative service such as telephone banking service. And now, Citibank is planning to launch a new product credit card. Acquiring card customers means that Citibank has more opportunities to crosssell product line: Auto Loans, Ready Credit, Deposits, and Mortgage Power, Citibank’s core products. But many of Citibank headquarters have doubts...
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...Gillette Indonesia case study Objective: Whether the sales blades can be in increased to 25-30 % ( mean – 27.5 %) or not. Analysis of data based on the data provided in the case study. People: North Atlantic group – NA and Western Europe Robert King - International executive VP Effio – Business Director Ian Jackson – Group VP , sees 12 Asia Pacific Countries. Chester Allan – Country Manager – Gillette Indonesia Process Country manager prepares the plan. Business director reviews the plan. As per business director Effo, sales can be increased to 25-30 %. Also increase the advertisement by 12 % of sales in 1995. Gillette Global Presence: It is operating in 200 countries and the products are manufacture in 24 countries with 50 facilities available for production. Its 1995 sales of $6.8 billion , of which blades and razors accounted for $2.6 billion i.e. 40 %. Asia Pacific region sales were $600 million. Gillette Presence in Indonesia: 45 % market share by volume. Market share of disposable and sensors is 90% Sales for 1993, 1995 are 28% , 48% respectively Sales are estimated as 50% in 1996 . Demand for shaving is factored by below items: Average shaving incidence is 5.5 per month in Indonesia Bear doesn’t grow as fast as in Latino or European countries due tp environmental and physiological conditions Income levels of the population Religious practices which affect the grooming habit Increase advertisements Increase availability of distributors ...
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...the international exchange rates and promote liberal economic policies. IMF will also provide short-term loan to assist members to overcome short-term imbalance of payment problems. On the other hand, World Bank offers loans to members to finance productive investments as well as assisting developing countries in its economy so as to reduce poverty within the country. Singapore joins both IMF and World Bank under the Bretton Woods Agreements Acts in 1966, 3 August. Before we join to become IMF as a member, during the Singapore-Malaya separation, we had sought for their technical assistance and to act as a broker in the negotiation with Malaysia for a common currency and banking system. In order to so, IMF first conducted a preliminary study to identify the concerns of Singapore and Malaysia regarding the common currency issue. IMF then acts as a broker in the final round of negotiations between 10 June 1966 and 5 July 1966. Before joining World Bank as a member, Singapore had sought for 2 loans where the first loan of US$15 million was used for the construction of the first phase of the Pasir Panjang ‘B’ Power Station and the second loan of US$6.8 million was used to construct Johor River Water Project. As a pre-requisite for the loan, the World Bank then requested our government to set up statutory authority (Public Utilities Board [PUB]) to manage the utilization and repayment of the loan. The advantages of Singapore joining as a member are being able to buy gold or...
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...SINGAPORE HOTEL INDUSTRY ANALYSIS Prepared by: Nazia Husain Marketing 558: Marketing Across Cultures TABLE OF CONTENTS Contents EXECUTIVE SUMMARY 3 HISTORY 4 GOVERNMENT 6 CULTURE 6 Religion 6 Language 7 Economy of Singapore 8 Trade 9 Employment 10 ASEAN 10 MACRO-ECONOMIC REVIEW OF SINGAPORE 11 Economic Factors 11 Macro-environment factors and hotel industry 12 INDUSTRY ANALYSIS 14 Hotel Demand 15 Hotel Supply 16 COUNTRY CLUSTER ANALYSIS 17 Regional Analysis in the Hotel Industry 17 Singapore Industry Analysis 17 RevPAR 19 Singapore Hotel Association 20 Corporations Expanding Into the Region 22 CONCLUSIONS AND RECOMMENDATIONS: 23 Working culture differences between the US and Singapore 23 Expansion into Singapore 24 APPENDIX 26 EXECUTIVE SUMMARY The purpose of this research paper is to provide insights into the Singapore Hotel Industry. Through an analysis of economic indicators and the hotel industry in the region, along with a look at how the cultural characteristics of Singapore help illustrate many reasons why hotels should look to expand in Singapore. One of the many reasons why the hotel industry is of such importance in Singapore is its continuous growth and expansion of the services industry in the region. Although there is a slow growth of visitors projected in 2012 due to an uncertain economy, it is to the countries best advantage to increase the number of hotels being planned to open in the next...
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...The global financial crisis and escalating inflationary pressures impacted many large multinationals. The Group's strategic initiatives including cost control measures and cautious approach ensured that our underlying businesses remained strong despite the rising costs and falling global demand SWOT analysis for Genting Berhad Strengths/Weaknesses (SWOT) Helpful to achieving the objective Harmful to achieving the objective Internal Origin (attributes of the organization) Strengths • Strong liquidity position • Strong financial performance • Diversified business operations Weaknesses • Limited investor confidence • Weak performance in the plantations • Limited Geographic Presence External Origin (attributes of the environment) Opportunities • Strategic acquisitions • Resort World at Sentosa (RWS) • Improvement in Malaysian tourism sector Threats • Legislative changes in gaming sector • Economic condition in UK • Growing competition Overview Genting Berhad (Genting) is a Malaysia-based investment holding and management company. Its diverse business portfolio and its strong liquidity position place it at an edge over its peers. Genting's weak operational performance and declining returns could be of concern. The company's growth could be restricted by factors such as competition and economic situation in UK. However, the company could stand to gain from RWS, its resort project in Sentosa (Singapore). Strengths Strong liquidity position The...
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...EAT2EAT.com Case Eat2Eat.com is an internet based restaurant reservation services covering major Asia Pacific cities. Moreover, the website also provides restaurant reviews, recipes, interviews with leading chefs and lists of top establishments in various categories. Issues: 1. Promotion strategies: In market target aspect, EAT2EAT mainly focused on company secretaries and personal assistants who typically tasked with arranging business diner and there are only 43 percent individual users. 2. Raising additional capital: EAT2EAT only have one investment from its owner Aggarwal. Although EAT2EAT had established a strong presence, additional investment is expected for market exploring, public relations and technology upgrade. 3. Market lag: The service is popular in Tokyo and Seoul but did not have a great acceptance in Hong Kong and Singapore. Analysis: Eat2Eat’s users can be divided into two categories: Personal Use (43%) and Corporate Use (57%). The average revenue per user is calculated to be $40.31 in 2005. However, the average cost of acquiring each user was calculated at $45.03. This implies inefficiencies within the current business model. EAT2EAT need to raise 2 million dollars in additional capital. Fifty percent of capital is for hiring more customer representatives, fourty percent of capital would be spent on public relations and personal market expanding. The rest would be used as technology upgrade. Recommendations: 1. Eat2Eat...
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...Asia-Pacific Economic Cooperation (APEC) is a forum for 21 Pacific Rim member economies that seeks to promote free trade and economic cooperation throughout the Asia-Pacific region. APEC currently has 21 members, including most countries with a coastline on the Pacific Ocean. However, the criterion for membership is that the member is a separate economy, rather than a state. Mission(aim)： APEC is the premier Asia-Pacific economic forum. Their primary goal is to support sustainable economic growth and prosperity in the Asia-Pacific region. The aim to the growing interdependence of Asia-Pacific economies and the advent of regional trade blocs in other parts of the world; to fears that highly industrialized Japan (a member of G8) would come to dominate economic activity in the Asia-Pacific region; and to establish new markets for agricultural products and raw materials beyond Europe (where demand had been declining). Structure: * Agency Meeting APEC There are five levels of functioning institutions, including: 1. Leaders' Informal Meeting Since 1993, were held for nearly twenty times, 2. Ministerial meeting APEC Ministerial Meeting of APEC Ministerial Meeting and APEC is divided into specialized ministerial meeting. Ministerial actually a "double-minister" would, that the Foreign Minister of the members .Economic Ministers (or Minister of Foreign Trade, Minister of Commerce, etc.) and meetings, the former leader of the annual informal meeting was held. Began...
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...popular beverage, food and packaging products, which have—for over a century—catered to generations of consumers' ever changing tastes. In recent years, San Miguel has added in its portfolio additional market-leading businesses and investments in the Philippines’ fuel and oil, power, infrastructure, telecommunications and banking industries History Established in 1890, La Fabrica de Cerveza de San Miguel, Southeast Asia’s first brewery produced and bottled what would eventually become one of the bestselling beers in the region. Within the span of a generation, San Miguel Beer would become an icon among beer drinkers. By 1914, San Miguel Beer was being exported from its headquarters in Manila to Shanghai, Hong Kong and Guam. A pioneer in Asia, San Miguel established a brewery in Hong Kong in 1948, the first local brewer in the crown colony. Today, San Miguel Beer–the Company’s flagship product–is one of the largest selling beers and among the top 10 beer brands in the world....
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...Strategy The computer maker can't expect instant results from its decision to sell its products in retail stores Earlier this month, the company broke a 23-year tradition when it unveiled plans to sell its products at retail outfits across the Asia-Pacific region. The announcement is significant for a company that had long marketed itself as the golden child of a direct sales model. According to analysts ZDNet Asia spoke to, it was a move that was inevitable particularly in the Asia-Pacific region, where consumers like to physically handle a product before they buy it. Bryan Ma, IDC's Asia-Pacific director of personal systems research, described the move as "necessary" because Dell was often criticized for pushing its direct model in a region where consumers prefer to "feel and touch" their products and pay in cash. "[The direct model] worked very well for them in the past because the bulk of their business has been in the enterprise and public sectors," Ma explained. However, Dell has had limited success in the Asia-Pacific consumer market, where its lack of physical retail presence was a disadvantage particularly against competitors such as Hewlett-Packard (HP) and Acer. Diptarup Chakraborti, Gartner India's principal analyst of Asia-Pacific client computing markets, said Dell has been facing some resistance from users who do not buy or make advance payments for expensive products such as a notebook, without first seeing the product. Chakraborti noted that this has compelled Dell...
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...manufacturing complex in Canumay, Valenzuela City which is expected to meet the Company’s capacity requirements in the medium term. The company established the Splash Research Institute (SRI) in 1997. SRI carries out the design and development of innovative products and packaging systems, thereby keeping Splash at the forefront of the personal and health care industry. SRI ensures that all products made available to the market are backed up by rigid clinical tests to guarantee superior efficacy, safety, stability and over-all product excellence. The Company is ranked sixth in the Philippines care personal industry, the only Filipino owned company in the Top 10. The Company aims to strengthen its presence in the personal care markets in the Asia-Pacific region and to gain a foothold in the affluent...
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...Giordano, International Limited is a Hong Kong retailer of men's, women's and children's quality apparel founded in 1981 by Jimmy Lai[16]. Giordano has become a pioneer of customer service in the Asia-Pacific region and, as of January 2008, currently employs more than 11,000 people and operates 1800 stores worldwide in 40 countries As of 1996, Jimmy Lai no longer owns the company and its current Chairman and CEO is Peter Lau Kwok Kwen, a Chinese-Canadian. The company is Asia-Pacific's most successful retailer and sells its name under the brands of "Giordano", "Giordano Concepts", "Giordano Junior" and "Giordano Ladies"[20][21]. Giordano has been publicly listed since 1991 and since then trades on the Hong Kong stock exchange under the ticker symbol 709.HK Giordano's success is measured by the company's relentless focus on its five corporate business values of quality, knowledge, innovation, simplicity and service[23]. The company has its own apparel manufacturing division where many of its own clothing styles are produced[24]. Giordano is also renowned for its basic and practical men's, women's, and children's T-shirts and trousers, especially denims Jimmy Lai trade on the Hong Kong stock exchange with his life saving and turned his measly original $3000 investment into approximately $40,000 dollars. With that money Lai bought out the owners of the bankrupt garment company of Comitex in 1975 and began manufacturing sweaters. The company was an overnight success and had exports...
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...products that would enable them to be equipped with the rightknowledge and skills that will serve as the foundation of their success. 2. Products/Services National Bookstore’s mission is to provide the largest selection of productsand services for them to attain their goal that is to enrich the minds and improvethe skills of their customers. This is made possible through the well diversifiedbranches of the company. 3. Market National Bookstore envisions itself to build a thousands of strongknowledge centers not only in the country but throughout the Asia – PacificRegion. 4. Technology To attain its goal, National Bookstore continues to grow. It is stated in theMV statement that the company will be able to reach their customers through itsgrowing branch network. 5. Survival, Growth and Profitability National Bookstore is company who envisions itself to be the leadingbookstore not only in the country but to the entire Asia-Pacific region by the year 2025. 6. Philosophy The values embraced by the company, its owners and employees iscontained in the acronym MINDSET that is to have Malasakit (to be concernedto or with), to be INnovative in their products and services, to have a strongsense of Dignity in everything they do, to be Service-oriented, strive for Excellence and to work as a Team. The company believes that having thismindset is their key to success.These values guide each employee and the whole company itself in theway how the business is being conducted. The company...
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