... 26 Marriott’s Best Known Philosophy Marriott International has been known not only its brands but also its “Spirit of Serve” and a core value shared by 132,000 Marriott associates worldwide. Marriott has been considered as the Best Company to Work for by CNN Money & Fortune. The question is what makes Marriott so great? “When business slowed last year and some associates couldn’t get enough hours to qualify for insurance, leaders changed the policy.” (CNN Money, 2011) Getting deeper into Marriott Company background, all the information below will be credited to Marriott Company Profile and Reference for Business websites. History of Marriott International, Inc Marriott International, Inc.--formed in 1993 when Marriott Corporation split into two separate companies--is the world's leading lodging and contract services company. Marriott International has two operating groups: Marriott Lodging, which generates about 60 percent of company revenue, and the Marriott Service Group, its contract services operation. Marriott Lodging manages or franchises more than 1,350 lodging properties under 10 hotel brands worldwide. It also operates more than 30 timeshare vacation properties through Marriott Vacation Club International, and 25 U.S. conference centers through Marriott Conference Centers. The Marriott Service Group includes Marriott Management Services, which...
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...Impact of the economic recession on the pharmaceutical sector February 2010 I.M. Buysse (UU) Supervised by: R.O. Laing (WHO) A.K. Mantel (UU) WHO COLLABORATING CENTRE FOR PHARMACOEPIDEMIOLOGY & PHARMACEUTICAL POLICY ANALYSIS Impact of the economic recession on the pharmaceutical sector Table of contents Executive summary ................................................................................................................................. 3 Introduction ............................................................................................................................................ 6 Background ............................................................................................................................................. 8 History of recessions ............................................................................................................................................................. 8 Asian Crisis 1997-2000 .......................................................................................................................................................... 9 Economic crisis 2008-2009.................................................................................................................................................. 12 WHO involvement in assessing the impact of the recession .............................................................................................. 14 Hypotheses ...................
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...178 IMF-Supported Programs in Indonesia, Korea, and Thailand A Preliminary Assessment Timothy Lane, Atish Ghosh, Javier Hamann, Steven Phillips, Marianne Schulze-Ghattas, and Tsidi Tsikata INTERNATIONAL MONETARY FUND Washington DC 1999 © 1999 International Monetary Fund Production: IMF Graphics Section Typesetting: Alicia Etchebarne-Bourdin Cataloging-in-Publication Data IMF-supported programs in Indonesia, Korea, and Thailand : a preliminary assessment / by Timothy Lane . . . [et al.]. — [Washington DC : International Monetary Fund], 1999. p. cm. — (Occasional paper, 0251-6365); no. 178 Includes bibliographical references. ISBN 1-55775-783-6 1. Indonesia—Economic policy. 2. Korea—Economic policy. 3. Thailand—Economic policy. 4. International Monetary Fund—Indonesia. 5. International Monetary Fund—Korea. 6. International Monetary Fund—Thailand. I. Lane, Timothy D. (Timothy David), 1955- II. Occasional paper (International Monetary Fund); no. 178. HC447.I44 1999 Price: US$18.00 (US$15.00 to full-time faculty members and students at universities and colleges) Please send orders to: International Monetary Fund, Publication Services 700 19th Street, N.W., Washington, D.C. 20431, U.S.A. Tel.: (202) 623-7430 Telefax: (202) 623-7201 E-mail: publications@imf.org Internet: http://www.imf.org recycled paper Contents Preface I Overview Timothy Lane and Marianne Schulze-Ghattas References II Background to the Crisis Javier Hamann Financial Vulnerabilities Macroeconomic...
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...global market with mixed results – Hong Kong not performing well while Paris was successful. With restricted resources, Herborist needs to decide which geography to enter next – Asia or Europe? Advantages of global expansion * Market Growth - The global market for personal care products grew from US$356.14 billion in 2003 to US$487.72 billion in 2010. While the recession and economic downturn of 2008 impacted the developed markets (eg. USA) greatly, there was still strong growth in emerging markets such as countries from the Asia-Pacific region and also from Latin America. * Natural Cosmetics and personal care products gaining popularity - With consumers being more environment conscious and more aware of the effects of the carcinogenic and synthetic products, there is a trend of natural based cosmetic products becoming more popular and hence a huge potential market. * Unique and different product - Apart from being an organic product, Herborist was also unique in the fact that there weren’t any other products combining Chinese medicine and personal care. The personal care products were based on the principle that beauty and good health worked together, with good health being founded on the Chinese principle of yin and yang. This would help Herborist differentiate from other products in the crowded markets especially since analysts predict that unique products in the minds of the consumer would hold a significant market share. Challenges of global expansion ...
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...and coaches weighting up to 3.5 tonnes. This segment has exhibited a consistent growth rate of over 20% in the past 5 years. This growth is expected to continue with the launch of Tata Ace by Tata Motors and similar plans by other players like Mahindra & Mahindra, Eicher, etc. Tata Motors' predominance in commercial vehicles will be challenged by the entry of international brands like Mercedes-Benz, Volvo and Navistar, which have all entered, or are in the process of entering India It faces higher competition in the LCV segment, where its Tata ACE has been a huge success. Internationalization forms a key component of Tata Motor's strategy and it has successfully entered countries having a demand similar to India like South Africa, Thailand and Argentina, mainly through acquisitions and joint ventures. It needs to improve its product reliability, service network and channel reach in order to maintain and replicate this success in other markets. Some of the recommendations for Tata Motors are exploring mass customization options in the Small Commercial Vehicle (SCV) segment, improving brand reputation and technology appropriation to bring out a world class ultra-HCV segment. b) Medium and Heavy Commercial Vehicles (M and HCV) The medium and heavy include commercial vehicles, heavy buses and coaches weighing 3.51-16 tonnes. This segment has stabilized and is expected to grow at 10% over the next 5 years. The major players in this segment include Tata Motors and Ashok Leyland...
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...Privatization of Telecoms in Asia John Ure and Araya Vivorakij* Privatization viewed as a panacea for the most pressing problems besetting the modernization and development of telecommunications has become, in recent years, a widely accepted part of orthodox thinking. Wellenius, Stern, Nulty and Stern (1989) illustrate the point. ‘How should privatization be defined?’ asks the International Finance Corporation (IFC, 1995). ‘A generous stance would admit any transfer of ownership or control from public to private sector. A more exacting definition would require that the transfer be enough to give the private operators substantive independent power.’ 1 Hence, by privatization is usually meant the transfer of state-owned assets to private sector ownership, management and control typified by the sale of part or all of the shares of a state owned (and operated) telecommunications enterprise (SOTE). We shall argue that the ‘more exacting definition’ is exactly appropriate for the experience of Western economies from which it originates - see below - while it is too narrow, too precise, insufficiently ‘generous’ to capture the less clearly defined lines of demarcation between public and private capital in the context of Asian telecommunications. We shall argue that this is because the delineation between state (political society) and civil society is less well developed in Asia, certainly less well articulated in law, and unevenly developed even within single large Asian countries...
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...introduced. The Italian society has been experiencing an increase in unemployment, especially for the youth. It is quite challenging for young Italians to find job. After graduating from a university, the average Italian will most likely end up with a job as a waiter/waitress, electrician, taxi driver, or for the lucky ones, take over the family business. If Italy dropped Euro as its official currency and regain monetary independence, monetary policy could be implemented by the central bank of Italy (Banca D’Italia) in order to stimulate the economy by increasing the supply of Lire in the country to stimulate the economy, decrease unemployment, depreciate the currency to improve exports, increase consumption, and reduce the national debt. Background Italy’s economy is industrially diversified, mostly dominated by private corporations in the north. On the other hand, the so-called Mezzogiorno region (southern region) is mostly agricultural and unfortunately well-fare dependent as the unemployment rate is higher than the north. The Italian industry is more popularly known for their exports of luxury goods such as high quality tailor (Prada, Armani, Gucci…), exotic vehicles such as Ferrari, Maserati, and Lamborghini, and high quality furniture. Industrially, Italy produces neat engineering, precision/production machinery for medium-size industrial production, motor vehicles, chemicals, beverages and tobacco products, metals,...
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................................................................................ 1 INTRODUCTION ............................................................................................ 1 OBJECTIVE OF THE STUDY........................................................................... 3 RESEARCH METHODOLOGY ......................................................................... 3 STRUCTURE OF PAPER ................................................................................. 4 INDUSTRY ANALYSIS .......................................................................... 5 THAILAND’S COSMETIC MARKET ................................................................. 5 JAPANESE COSMETICS IN THAILAND ........................................................... 8 KOREAN COSMETICS IN THAILAND ........................................................... 10 CHAPTER 3. MARKETING STRATEGIES OF MAJOR JAPANESE AND KOREAN COSMETIC COMPANIES ..............................................................................................14 SECTION 1. JAPANESE COSMETICS COMPANIES ........................................................... 14 3.1.1. Shiseido......................................................................................................... 14 3.1.2. KOSE ............................................................................................................ 20 3.1.3. Summary of similarities and differences of major Japanese...
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...HKU774 CATHY ENZ ALI FARHOOMAND BANYAN TREE: SUSTAINABILITY OF A BRAND DURING RAPID GLOBAL EXPANSION Within the next five years, if we play our expansion card right and we manage our growth properly, we have a reasonable, credible opportunity to become one of the top two or three dominant players in a global space which is very niche but nevertheless very global. - K.P. Ho, CEO of Banyan Tree Holdings Limited1 On 14 August 2006, exactly two months after its initial public offering (“IPO”), Banyan Tree Holdings Limited announced second-quarter results for the period ending on 30 June. Revenue had more than doubled to S$71.42 million, largely due to recovery following the 2004 Indian Ocean tsunami. The company felt that this was only the beginning, however, and had earmarked part of the IPO proceeds to finance an ambitious expansion plan. At the core of its business development plan was a proposal to open 21 new resorts3 over four years that would span non-Asian territories from Greece to Mexico. Banyan Tree CEO Ho Kwon Ping’s vision was to “string a necklace [of Banyan Tree properties] around the world”. The Asian Financial Crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry [see Exhibit 1]. Although recovery was on the horizon, Ho understood the need to diversify risks across geographical regions and the IPO provided the finances to venture out of familiar territory. Two...
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...Singapore and Europe LVS, is now well-positioned to capture a large slice of what is becoming an increasingly huge pie. They are the biggest company in its industry with a USD market cap of 35.1 billion as of 2011. The casino operator has been a pioneer in opening new markets in Asia, and will continue to aggressively focus on a variety of other development opportunities where it’s needed. However, LVS has faced significant financial challenges since the economic recession began in the fourth quarter of 2008. Among the significant ones is its large amount of long term debt currently at 9.58 billion. Las Vegas Sands Corporation has strategically sold some of their “non-core” assets such as the Venetian retail mall, and its Shoppes at the Palazzo in order to remain compliance with its credit covenants. With this said, there are now in the position to return to profitable operations with its Asian pipeline and its new development project in Europe with the assumption that upon completing these projects it will generate enough revenue to get rid of all their debts. In addition, to their debt issues are the ongoing lawsuits that have brought a threat from government officials questioning how the company conducts its domestic and foreign operations. This is an issue of growing importance especially, for firms competing on a more global basis and have significant profit margins associated with intellectual property in this case it would be in the best interest of the company to play by the...
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...transformation and output that can reveal their share purpose. To really understand the leadership term, you should know the major theories, leadership styles and the traits and characteristics that the leader possess. Democratic leader, behavioral theory, great-man theories, servant leader are the examples of the major theories in leadership. Besides, leaders also have many styles in executing their role such as autocratic, participatory, democratic, laissez-faire (hands off) and many more. These leadership styles are depends on the situation in managing the task in the organization. Tan Sri Syed Mokhtar Al-Bukhary is the chosen leader that I want to share in this blog project. Before this, we just heard his name without knowing his background. I eager to write about him because he just an ordinary person that doing extraordinary things. He is also the richest Malay in this country and very much respected businessman and philanthropy. I will share with you about the life of Tan Sri Syed Mokhtar Al-Bukhary and highlighted about his contribution to serve the nation. The success enjoyed by Syed Mokhtar today was not gained through an easy shortcuts. Hard work, self confidence and faith that everything comes from Allah has made him a bumiputera conglomerate icon for everyone to aspire to. THE LIFE OF SYED MOKHTAR AL-BUKHARY Syed Mokhtar Al-Bukhary...
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...Starbucks’ International Operation All's Not Well with Starbucks For Howard Schultz, Chairman of Starbucks Corp., this list was special as Starbucks featured in the list. It was a dream come true for the Seattle-based entrepreneur. Though the U.S. economy was reeling under recession and many major retailers were reporting losses and applying for bankruptcy, Starbucks announced a 31 % increase in its net earnings and a 23% increase in sales for the first quarter of 2003. Analysts felt that the success of Starbucks showed that a quality product speaks for itself. The fact that Starbucks spent less than 1 % of its sales on advertising and marketing strengthened this view. In addition to being a popular brand among customers, Starbucks was also considered the best place to work due to its employee-friendly policies. However, analysts felt that the success of Starbucks was due to its profitable domestic operations. It was reported that most of Starbucks' international operations were running into losses. In May 2003, Starbucks' Japanese operations reported a loss of $3.9 million (Japan constituted the largest market for the company outside the United States), and the company also performed badly in Europe and the Middle East. Analysts pointed out that Starbucks' international operations were not as well planned as its U.S. operations. They also observed that the volatile international business environment made it difficult for the company to effectively manage its international...
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...explain how corporate and country characteristics influence an MNC’s cost of capital, explain why there are differences in the costs of capital among countries, and explain how corporate and country characteristics are considered by an MNC when it establishes its capital structure. l l An MNC finances its operations by using a mixture of fixed interest borrowing and equity financing that can minimize the overall cost of capital (the weighted average of its interest rate and dividend payments). By minimizing the cost of capital used to finance a given size and risk of operations, financial managers can maximize the value of the company and therefore maximize shareholder wealth. 25 26 MULTINATIONAL COST OF CAPITAL AND CAPITAL STRUCTURE BACKGROUND ON COST OF CAPITAL Apart from working capital, a firm’s capital consists of equity (retained earnings and funds obtained by issuing shares) and debt (borrowed funds). With these funds a firm invests in a portfolio of projects, each project potentially offering different risks and different returns. The interest rate that the firm applies or charges to these projects (the cost of using the firm’s capital) will therefore vary according to the project’s particular risk. Profitable investment in this context is where the firm invests in projects that achieve returns greater than that required by their risk. A project that achieves a 20% return from investing in car parks (safe) is arguably a better performer than a project achieving a 25%...
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...Introduction | | | | | Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh.Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country.Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times we are the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD2 billion already invested, Telenor has extended agreements with its vendors for network expansion and services until 2009. The agreements, with a potential to result in USD750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry.Telenor has spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities.It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets.Telenor Group The Telenor Group is an international provider of high quality...
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...International Business Project Report 2014 Prepared by: Group 8, Section B Megha PGP17/093 Swati PGP17/117 Shreya PGP17/113 Umang PGP17/121 Ved PGP17/123 Contents Background of the company 3 Growth of the company 3 Chinese automotive industry 3 External Environment Analysis 4 Business Strategy 6 Internationalization 6 Competitive landscape 8 Chery automobile - During the recession 9 Chery automobile - After recession 10 Exhibits 11 References: 15 Background of the company Chery Automobile Co. Ltd is a government owned automobile manufacturing company in China founded in the year 1997.The product portfolio of Chery consists of 15 models which includes minivans, passenger cars and SUVs including the QQ compact, the A5 sedan, and V5 crossover. It also offers full electric and hybrid models. The exports of Chery account to 25% of its total production and it is the largest passenger car exporter since 2003. Chery has manufacturing facilities in China and their assembly operations are in around 15 countries. It has factories in Ukraine, Egypt, Uruguay, Syria, China, Iran, Indonesia, Malaysia, Thailand, Brazil, Taiwan, Venezuela, and Vietnam. Apart from that, Chery also focuses on new product development and its R&D expenses accounts to 7 % of total revenue. Growth of the company Due to certain quality issues faced by the auto exports from China, expansion plans of Chery have been challenged. Chinese products were perceived as of low...
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