...HISTORICAL BACKGROUND Early Years: The United Arab Emirates (UAE) was formed from the group of tribally organized Arabian Peninsula sheikhdoms along the southern coast of the Persian Gulf and the northwestern coast of the Gulf of Oman. This area was converted to Islam in the seventh century and for Library of Congress – Federal Research Division Country Profile: United Arab Emirates, July 2007 centuries afterward was embroiled in dynastic disputes. Most UAE nationals are descended from two tribal groupings, the Qawasim and the Bani Yas, which emerged as leading powers in the eighteenth century. The Qawasim, mainly land and sea traders, dominated what are today the emirates of Ras al Khaymah and Sharjah. The Bani Yas, who were agricultural and pastoral, lived in what are today the emirates of Abu Dhabi and Dubai. From the seventeenth to the nineteenth century, the area became known as the Pirate Coast, as both European and Arab pirates attacked foreign ships. The British mounted expeditions against the pirates during this period, culminating in an 1818 campaign against the pirate headquarters of Ras al Khaymah and other harbors along the coast. This action ostensibly was taken to safeguard British maritime routes, particularly those of the British East India Company, but some historians have noted that the war was in fact motivated by the British desire to establish supremacy in the region against the claims of other European powers. British Rule: In 1820 Britain...
Words: 14263 - Pages: 58
...Leading Research DeAnne Aguirre Leila Hoteit Christine Rupp Karim Sabbagh Empowering the Third Billion Women and the World of Work in 2012 Contact Information Abu Dhabi Leila Hoteit Principal +971-2-699-2400 leila.hoteit@booz.com Beirut Ghassan Barrage Senior Executive Advisor +966-1-249-7781 ghassan.barrage@booz.com Cairo George Atalla Partner +20-2-2480-1444 george.atalla@booz.com Dubai Karim Sabbagh Senior Partner +971-4-390-0260 karim.sabbagh@booz.com Milan Luigi Pugliese Partner +39-02-72-50-93-03 luigi.pugliese@booz.com Mumbai Jai Sinha Partner +91-22-6128-1102 jai.sinha@booz.com Munich Klaus-Peter Gushurst Senior Partner +49-89-54525-537 klaus-peter.gushurst@booz.com New York Reid Carpenter Principal +1-212-551-6389 reid.carpenter@booz.com Riyadh Mounira Jamjoom Senior Research Specialist +966 1 249 7781 mounira.jamjoom@booz.com San Francisco DeAnne Aguirre Senior Partner +1-415-627-3330 deanne.aguirre@booz.com São Paulo Ivan de Souza Senior Partner +55-11-5501-6368 ivan.de.souza@booz.com Shanghai Sarah Butler Partner +86-21-2327-9800 sarah.butler@booz.com Stuttgart Christine Rupp Partner +49-711-34226-916 christine.rupp@booz.com Tokyo Akiko Karaki Senior Associate +81-3-6757-8709 akiko.karaki@booz.com Booz & Company Booz & Company 1 Booz & Company wishes to thank the experts who contributed their valuable time and insights to the Third Billion Index: • Rajnee Aggarwal, President, Federation of Indian Women Entrepreneurs (FIWE) • H.E. Fatima Al...
Words: 46868 - Pages: 188
...ENVIRONMENTS THAT ETIHAD NEEDS TO BE AWARE OF: 108 ARE THE VISIONS AND MISSIONS CLEAR AND MEASURABLE? 110 REFERENCES 111 INTRODUCTION Strategic management is the comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization. Strategic management activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change (Dess, Gregory G., G.T. Lumpkin and Marilyn L. Taylor, 2005). Our group decided to work upon Etihad Airways, the flag carrier airline for United Arab Emirates. The name ‘Etihad’ is derived from an Arabic word which means ‘union’. In addition to its main activity of passenger transportation, Etihad controls Etihad cargo and holidays. Aside from that, they have stakes in many other airlines as well. Some examples include Air Berlin, Air Seychelles, Jat airways (Serbian national airline) and Virgin Australia to name a few. In this report we provide a detailed insight on the company’s information, performances and analyze the external and internal environment and see how they affect the company. These environments in brief are: * External Environment * General...
Words: 32010 - Pages: 129
...Essay Question: ‘’The one best way to increase work motivation for an organization is through employee reward schemes’’. Discuss. The main purpose for us to wake up every morning is because of certain responsibilities. This could be anything from cleaning your room to working in a bank or even dropping the kids off at school. We all have them regardless of age, ethnicity, gender, race, religion and other factors. However, the one obligation that is compulsory for each and every individual after a certain age is to earn a living, by the means of working. We all get to a certain stage in our lives when we have to be independent and start supporting ourselves financially and that can only be achieved if we go to work and complete the tasks assigned efficiently. Whether we are doing something that we are passionate about or if it is a nine to five job that people have just to make ends meet or even if it is something in the primary and secondary sector, they all need motivation. Employee motivation plays a key role in management both practically and theoretically. The basic concept of rewarding people is through reward schemes. Even if the work is something an individual is obsessive about, without rewards, pay and other factors the person would lose their commitment towards that particular job. Though there are various different types of ways to motivate employees besides these, they have got their own advantages and disadvantages. Rewarding systems...
Words: 1268 - Pages: 6
...dubaiThe current issue and full text archive of this journal is available at www.emeraldinsight.com/1753-8335.htm JPMD 1,1 Dubai – a star in the east A case study in strategic destination branding Melodena Stephens Balakrishnan University of Wollongong in Dubai, Dubai, United Arab Emirates Abstract Purpose – Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro-environment. Design/methodology/approach – The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case. Findings – There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended. Research limitations/implications – Since, this study depends...
Words: 13829 - Pages: 56
...greatly in terms of quantity and quality. * HOW !! * Gallagher has stated that: “Although many nations have seen sizable growth in their health care systems, probably no other nation (other than Saudi Arabia] of large geographic expanse and population has, in comparable time, achieved so much on a broad national scale, with a relatively high level of care made available to virtually all seg- ments of the population. * According to the World Health Organization (WHO) , the Saudi health care system is ranked 26th among 190 of the world’s health systems. * It comes before many other international health care systems such as Canada (ranked 30), Australia (32), New Zealand (41), and other systems in the region such as the United Arab Emirates ,)27(Qatar )44(and Kuwait .)45(Despite these achievements, the Saudi health care system faces many challenges which require new strategies and policies by the Saudi Ministry...
Words: 5140 - Pages: 21
...Week- 3 Case study On Components of Multinational Environment- Bangladesh Submitted by: Niraj Kharel MBA 4th trimester Business Strategy Introduction Bangladesh is emerging as a country capable of producing advanced products like pharmaceuticals, ships and electronics. The world’s eighth largest country in terms of population with approximately 160 million inhabitants will most likely remain heavily dependent on labor-intensive and export-oriented industries for the foreseeable future. However, this is only part of the picture, as an increasing number of companies today look on Bangladesh as a market with growing potential. There are of course still a number of challenges experienced by companies doing business in Bangladesh. Bangladesh has immense potential; people have a positive frame of mind; while the main bottlenecks are to be found in the volatility in the macro & political environment and there are several multinational environmental factors which are discussed below: 1. Government laws, regulation and policies of Bangladesh The government of Bangladesh (GOB) gradually developed seed laws, policies, and regulations for the seed sector that eventually, through various amendments, expanded regulatory oversight over both the private and public sector, and all seed varieties and the governments’ laws, regulation and policies are: * Monetary and Fiscal Policy: The regulation of the money supply and interest rates by a central bank, such as the Central...
Words: 4056 - Pages: 17
...9-610-056 REV: JUNE 21, 2010 SANDRA J. SUCHER ELENA CORSI Global Dive ersity a Inc and clusion at Roy Dutc Shel yal ch ll most o for tributions to th success of o company. S he our Shell’s I am m grateful to Linda Cook f her many important cont Liquefied N Natural Gas (L LNG) capacity h risen by ov 60% in the last five years, with more to come. has ver tch rmer CEO Jer roen van der V Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance...
Words: 15443 - Pages: 62
...Economy September 2010 UAE Economic Outlook 2010 UAE Economic Outlook 2010 GDP expected to grow in 2010 Inflation expected to drop to 0.4% in 2010 UAE struggled to post a budget surplus in 2009 Dubai World reaches agreement to restructure its debt UAE GDP expected to grow by 0.6% in 2010 The global recession, which started in Q4-2008, halted UAE‟s economic growth significantly. After a 7.5% growth in real GDP in 2008, UAE‟s GDP increased by only 1.3% to reach AED515bn in 2009. Despite the global recession, the non-oil GDP grew by 8.4% in 2009. Due to the decrease in oil prices and production, the non-oil sector contributed 71% of the GDP in 2009 compared to 66% during the previous year. Overall Broad Money supply decreased by 0.3% as of Q2-2010; grew by 5.4% in 2009 The UAE government implemented expansionary monetary and fiscal policies to stimulate aggregate demand in 2009. Due to the effects of the recession on the economy, the UAE government wanted to expand the money supply and encourage growth. Money Supply (M1) and Broad Money (M2) grew by 3.7% and 2.2% respectively, while the overall broad money (M3) decreased by 0.25% as of Q2-2010 due to a decrease in government deposits. UAE maintained a budget surplus for its fifth consecutive year The budget surplus in recent years was largely credited to high gas and oil profits due to high oil prices. Total government revenue was almost AED293bn for 2009, a decline of 35% from the previous year, while hydrocarbon...
Words: 18648 - Pages: 75
...S w 9B08A016 PY A CRACK IN THE MUG: CAN STARBUCKS MEND IT?1 Michael Herriman, Motohiro Wanikawa, Ryoko Ichinose, Shobhana Darak and Yumana Chaivan wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. O Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Version: (A) 2008-10-23 C Copyright © 2008, Ivey Management Services N O T After 20 years of phenomenal expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits to its outlets in North America. Its share price was hovering around $19 to $20.2 By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent and in January 2008 it announced the closing of 100 U.S. stores. On July 1, 2008, this...
Words: 5324 - Pages: 22
...HUMAN DEVELOPMENT REPORT 2004 Cultural Liberty in Today’s Diverse World Accommodating people’s growing demands for their inclusion in society, for respect of their ethnicity, religion, and language, takes more than democracy and equitable growth. Also needed are multicultural policies that recognize differences, champion diversity and promote cultural freedoms, so that all people can choose to speak their language, practice their religion, and participate in shaping their culture— so that all people can choose to be who they are. 65 108 166 55 34 82 3 14 91 51 40 138 29 62 6 99 161 134 114 66 128 72 33 56 175 173 130 141 4 105 169 167 43 94 73 136 144 168 45 163 48 52 30 32 Albania Algeria Angola Antigua and Barbuda Argentina Armenia Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bhutan Bolivia Bosnia and Herzegovina Botswana Brazil Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Central African Republic Chad Chile China Colombia Comoros Congo Congo, Dem. Rep. of the Costa Rica Côte d'Ivoire Croatia Cuba Cyprus Czech Republic 17 154 95 98 100 120 103 109 156 36 170 81 13 16 122 155 97 19 131 24 93 121 160 172 104 153 115 23 38 7 127 111 101 10 22 21 79 9 90 78 148 28 44 110 135 50 80 Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Fiji Finland France Gabon Gambia Georgia Germany Ghana Greece Grenada Guatemala Guinea...
Words: 113315 - Pages: 454
...of these workers, as bilateral agreements are being entered in to. The SAARC has also adopted a Social Charter. The SAARC Social Charter is an important milestone in the area of regional cooperation. The well-written document identifies seven social areas of concerns but fails to include labour as one of them. Under the condition whether concerns of migrant worker could be included in a multilateral agreement, and if so whether it will help to check the human and labour right violations that the migrant workers the faced with? This is a big question. South Asia Scenario: The South Asian Region consists of Afghanistan, Bangladesh, Bhutan, Burma, India, Maldives, Nepal, Pakistan and Sri Lanka. These countries are members of the United Nations, Non-aligned movement, South Asia Association for Regional Cooperation [SAARC] and of the Group of 77 Developing Countries. The present paper, however, concentrates on Bangladesh, India,...
Words: 9085 - Pages: 37
...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
Words: 229816 - Pages: 920
...assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. Selection of report topics, treatment of issues, interpretation and other editorial decisions for the Effective Practice Guidelines series are handled by SHRM Foundation staff and the report authors....
Words: 25781 - Pages: 104
...Background of Key Problem The success of Red Bull majorly lies behind their unique marketing strategy which is usually called guerilla marketing, buzz marketing or in simpler words, marketing based completely on Below-the-line activities, word of mouth, endorsements etc. This unconventional marketing has been applied in Pakistan also where instead of executing Above-the-line promotions (which usually work very well in Pakistan and communicate to a larger audience), they have stuck to their unusual styles of marketing and have up till now sustained their position. But whether or not these unconventional strategies can carry on being effective with competitors like Sting and Speed emerging and keeping in mind the behaviors of the Pakistani consumers, is yet to be answered. The difference of Red Bull customers outside Pakistan and Pakistani consumers is vast and hence those extreme sports, club partying do not entirely relate to them. This needs to be addressed any marketing activities should be planned keeping in mind the different nature of the Pakistani consumer who are usually more susceptible to what they see on television, print and radio. The emergence of competitors like Sting and Speed means that Red Bull can now face a problem if they do not start extensive marketing campaign through not just BTL but also ATL methods too, just like its competitors are currently doing. If Red Bull remains in myopia, its downfall may soon be inevitable at the hands of big brands like Sting...
Words: 5577 - Pages: 23