...JÖNKÖPING INTERNATIONAL BUSINESS SCHOOL JÖ NKÖ PING UNIVERSITY Market ing Str ategic C hange in Expansion of D isneyland : Cases Study of Disneyland’s Overseas Expansion in Shanghai Master Thesis in Business Administration Author: Li Zhu & Dan Xu Tutor: Tomas Mü llern Jö ping nkö August 2010 Master Thesis Acknowledgements First of all, we would like to take the opportunity to thank our tutor Mr. Tomas Mü llern. Thanks to his guidance and valuable suggestions, we correct our mistake on time and finish our thesis in the end. From the first meeting to the last one, you are always concern us and the process of our writing. Every time, we handed in chapters, you always provided useful opinion to let us revise the thesis better and better. We thank you for patient guiding and providing us a good opportunity in our study to learn more and more. Secondly, we would like to thank Mr. Zhang and Edward. Thank you for taking time to find interviewees of our interview. You are busy with your own job, but you still use your private time to help us. You also share your experience about contacting skills with us. Last but not the lease, we are thankful to our families and friends who were helping and supporting us during this writing period. Li Zhu & Dan Xu Jö ping University nkö 2010 i|Page Master Thesis Master’s Thesis in Business Administration Title: Marketing Strategic Change in Expansion of Disneyland Authors: Li Zhu & Dan...
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...Therefore in the short-term the move to China was not good as it meant large cash outflows due to the redundancy payments, and the job cuts in the UK made Burberry receive an unethical, negative brand image and reputation, reducing sales and profits. Although in the long-term Burberry is likely to benefit from greater sales and so more profits, particularly due to lower labour costs, but this depends on the rate at which labour costs are rising in China relative to that of the UK, and how high the shipping costs are of the goods from China to the UK. Dyson: Dyson's very innovative bladeless fan was the result of 4 expensive years of R&D carrying large costs. Despite the technology being patented, there are a number of Chinese firms violating the IP rights by illegally copying the successful designs and producing cheap replicas. Consequently Dyson spent £3.5m pursuing often futile legal cases in Chinese court, increasing costs and reducing profits. Also Dyson suffered a loss of sales and market...
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...This case study provides a glimpse at Research in Motion’s (RIM’s) entry into the Chinese market during a time when many distractions—principally a patent dispute with NTP—occupied management’s attention. Norm Lo had been in charge of the Asia Pacific region for eight months, though he had been with RIM for five years. Lo was successful in signing new partners throughout Asia, but China remained a difficult market to crack. One holdup was an impasse with regard to RIM’s use of encryption technology and the Chinese authorities’ desire to monitor e-mail traffic and content. Here the technical and political concerns were entangled. Even calling in Ontario Premier Dalton McGuinty to pay the Chinese federal authorities a visit (during a trade mission) provided no resolution. To further complicate things, the entirety of RIM had until recently been preoccupied with the legal settlement with NTP in the United States. There was much concern that NTP’s patent infringement claims could sink or substantially stymie RIM’s economic progress. Even as the NTP matters were settled, additional distracting infringement suits arose. Those holding patents thought they could get rich just by having a lawyer knock on RIM’s door. The study shadows Norm Lo trying to bring BlackBerry’s entry into mainland China to fruition. Should he “play hardball?” Is slow and steady going to do it? Is RIM getting walked all over in China, or is this what an outside firm should expect? Wishful...
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...Mobile payments in Asia Pacific i n f o r m at i o n , c o m m u n i c at i o n s & e nt e rta i n m e nt Mobile payments in Asia Pacific Contents 2 Introduction from Sean Choi and David Collins 3 Introduction from John Ure and Peter Lovelock 4 Introduction 6 Business models and the m-payments value chain – Business models behind different transaction types – Emerging business models by country – Industry perspectives on m-payments 22 Case studies – Smart in the Philippines – Yeepay’s B2B approach – The growing reach of Octopus – Gaming and virtual money – A view from the bottom of the pyramid – mHITs in Australia 29 Regulations and standards 40 Risks and challenges 44 About KPMG © 2007 KPMG, a Hong Kong partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International, a Swiss cooperative. All rights reserved. 2 Mobile payments in Asia Pacific Introduction from Sean Choi and David Collins Seung Hwan (Sean) Choi This KPMG thought leadership report explores the development of the market for mobile payment systems in Asia Pacific. We believe the significance of this market cannot be overstated, as new technologies have the potential to play a key role in the expansion of commerce to an ever-wider segment of the world’s population. This is especially true in Asia Pacific. The expansion of commerce and the growing reach of...
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...CASE STUDY 129 BlackBerry in Red China: Research in Motion Navigates Institutional Barriers in an Emerging Market By Prescott C. Ensign Nicholas P. Robinson Research in Motion’s (RIM’s) entry into the Chinese market during a time when many distractions—principally a patent dispute with NTP—occupied management’s attention was not a foregone conclusion. China remained a difficult market to crack. One holdup was an impasse with regard to RIM’s use of encryption technology and the Chinese authorities’ desire to monitor e-mail traffic and content. Here the technical and political concerns were entangled. To further complicate things, the entirety of RIM had until recently been preoccupied with the legal settlement with NTP in the United States. Issues in this study highlight real-world dilemmas in a thriving firm. The founders are still in charge, and new markets present themselves regularly. A very real challenge is divided attentions. The standstill over market entry calls for integrative thinking—bringing together disparate and contradictory elements for resolution. RIM’s way out will invariably involve embracing complex relationships in order to find a resolution to the various conflicting institutional forces. © 2008 Wiley Periodicals, Inc. Correspondence to: Prescott C. Ensign, University of Ottawa, Telfer School of Management, 55 Laurier Avenue East, Ottawa ON, K1N 6N5, Canada, 613.562.5800 x4925 (phone), ensign@telfer.uOttawa.ca. Published online in Wiley InterScience...
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...demand businesses to take action on social responsibility. As a result, corporate social responsibility (CSR), which came into general use in the late 1960s and early 1970s (Harvard Kennedy School,2008), has become a vital portion in business model. There are a large number of definitions on corporate social responsibility. According to Harvard Kennedy School (2008), CSR is a procedure targeting at embrace responsibility for the company's actions and inspire a positive impact through its activities on the employees, environment, communities, consumers, as well as stakeholders. It seems that CSR is balance between positive social effect and business processes. With the development of CSR, more recent definitions focus mainly on the impact of how the companies manage their core business. In other words, the idea whether CSR serves as a resource of competitive advantage has emerged. In this essay, the author believes that the CSR indeed brings financial profits to the business and is overall beneficial to fashion business development. In the recent years, most high-street brands, such as Primark and Top Shop, including some luxury fashion brands, have worked on sustainability reports and corporate responsibility (CSR) for the sake of their long-term growth. This study will focus on the influence of CSR in the fashion business and discuss the issues mentioned above. Additionally, based on the aspects of CSR definition, this essay is divided into three dimensions, including environment...
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...Chapter 3 Influences in the Business Environment Personal use only Businesses operate in a dynamic, often turbulent, environment. The business environment refers to anything that affects the operation of a business. Farmers have understood the impact of the environment for centuries. The farmer has no control over aspects of the environment The business such as drought. However, the farmer can prepare for possible adversity in the environment and environment refers to quickly adapt to those changes. Effective managers are constantly monitoring the business environment to pick up any change that may impact on their business. If they pick up a change quickly and respond before their competitors, it may lead to a significant advantage to their business. This is what happened when Woolworths’ managers picked up the trend to the healthy life style before the managers of Coles. The Woolworths’ managers immediately responded by developing a focus on fresh produce, delicatessens, bakeries and dairy. Customers responded by leaving Coles and shopping at Woolworths. Now that Wesfarmers Limited has purchased Coles its managers are quickly implementing strategies to regain their competitive advantage. anything that affects the operation of the business 55 HomeThink Draw the Woolworths’ logo. What does it represent? Is it effective? 3.1 External influences The external influences from the business environment are those outside the control of a business’s managers. The...
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...Page no. | Acknowledgement | 04 | Executive summary | 05 | Introduction about Telecom Industry | 06 | History | 07 | Global Scenario | 08 | National Scenario | 09 | Demographic characteristic | 10 | Market size, Trends & Players | 11 | Telecom turn over/ Subscribers | 12 | Opportunities /Competitive landscape | 13 | Porters generic strategy | 14 | Progress /Acquiring Subscribers | 15 | Rural India | 15 | Government Initiatives / MVAS | 16 | VAS | 18 | Mobile VAS in Rural Market | 19 | Access Device /3G Handset | 20 | Key trends in Telecom Industry | 21 | Inhibitors | 22 | MNP Implementation Globally | 24 | Wimax Vs. 3G | 26 | Mobile virtual network operator | 27 | Regulation for MVN O / IPTV | 28 | Companies overview | 29 | 4P’s Analysis | 43 | Advertisement | 44 | Industry updates | 46 | Major challenges for Mergers | 49 | FDI Investment in Telecom sector | 50 | Outsourcing by Telecom company | 51 | Future Trends | 53 | 4G Technology | 56 | Conclusion/ References | 56 | This project work would never have been an achievable task, had we not been under the great shelter of guidance of respected Professor Mukta Rae. Her simplified teaching technique based on examples has helped us gain more understanding of the subject. The very essence of the project work is the linguistic precision which has an impact of conveying more details in least possible words. An ample use of various reference readings has been...
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...managers who oftentimes lack the necessary tools but, regardless, are highly sought after by competitors and can change jobs almost at will. By Ed Frauenheim [pic] s vice president of Hyatt International Hotels and Resorts for China and Taiwan, Edward Tai has promoted countless employees during his 34-year career with the upscale hotel chain. In fact, the affable 62-year-old China native says Hyatt often creates elaborate four-year plans to groom up-and-coming execs to head a department in China. But some of those rising stars—and many of Hyatt’s competitors—can’t endure a lengthy development pro¬cess. In leadership-starved China, raiding the competition in search of people who display a shred of managerial potential is all too common. And it’s penalizing executives like Tai, who wants to do things the right way. "By the second year, we do not think he is quite ready," Tai says. "But the other hotel chains, or other places, thinking he is from a Hyatt or a Grand Hyatt, say, ‘He’s ready,’ and give him double the pay and then bring him over." Patience doesn’t always seem to pay off in 21st century China, which for decades had a workforce that made few executive decisions while dining from the "iron rice bowl." The country has smashed that socialist system and is reaping many fruits from a much freer market. There is skyrocketing economic...
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...developing a competitive product in the domestic market, its globalization strategies, and some of the key challenges it faces today. The paper provide insights into how a late-comer to an industry can overcome certain disadvantages and successfully position itself as a widely respected and successful brand. JEL classification: L 63, M10 Key words: Samsung, mobile phone, strategy ∗ MBA student, KDI School of Public Policy and Management Professor, KDI School of Public Policy and Management ∗∗ I. Introduction For Samsung Electronics, 2003 was a watershed year. It successfully positioned itself as one of the world’s best mobile phone manufacturers and its products were featured all over the media. Many were calling its mobile phones as “the best gift for Christmas”1 or “the Mercedes of mobile phones.”2 Samsung’s achievements were particularly remarkable considering that its primary focus had previously been in semiconductors and home appliances. Indeed, when it first made the decision to enter the mobile phone business, industry observers viewed the move as foolhardy and reckless. But, much to their surprise, Samsung’s foray into the market turned out to be a great success, contributing significantly to the company’s profit growth and brand reputation. In 2003, Samsung posted net profits of 6 trillion won ($5 billion) on annual sales of 43.6 trillion won ($37.9 billion). As of April 2004, its market capitalization stood at around 100 trillion won ($87...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...China-based online portal and wireless operator, TOM Online, in which eBay would have 49% ownership.1 The move reflected the increasing difficulties foreign internet companies were facing in their attempts to snatch a share of the Chinese market amid fierce competition and a changing market environment. eBay first set foot in China in 2002 by acquiring 33% interest in EachNet—a domestic online auction company, followed by a full acquisition in 2003.2,3 In 2005, eBay acquired Skype4 to expand into the online communication sector. While Skype was a wholly owned subsidiary of eBay globally, it operated indirectly in China via a joint venture with TOM Online. Due to this existing relationship between the two companies,5 TOM Online seemed to be a natural choice of partner for eBay’s subsequent decision with regards to its online marketplace business. Recognising TOM Online’s local knowledge and political connections, eBay believed that a joint venture would benefit its failing business in China and help the company further develop its Chinese market.6 Some analysts questioned whether political connections alone were the answer and suggested that eBay focus on its product and service offerings.7 Vara, V. and Chao, L. (20 December 2006) “EBay’s China retreat highlights a tough market”, Wall Street Journal. eBay (Date Unknown) “eBay and EachNet Team Up in China”, Press Release, http://investor.ebay.com/releasedetail.cfm?ReleaseID=74802 (accessed 27 April 2007). 3 After the full acquisition in...
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...Introduction to Economic Zones “Export else perish “ these are the words of first Prime Minister of India Pt. Jawaharlal Nehru. India being a continent like country having 30 states, more than 1000 languages and world second largest man power having diversified natural conditions right from Rain Forests of Kerala, Ice Mountains of Himalaya, Runn of Kuch to productive land of Bramahaputra has great potentials of world class export worthy products from various industries like Agriculture, Engineering, Chemicals, Software’s, Gems and Jewellry, Pharmaceuticals, Bio technology and many more. During last fifty years, mostly ours exports have been less than our imports and the balance of trade been unfavorable. In 1990-1991 India had faced real pressure on the balance of payment. During this period, exports had stagnated and there was a crisis in foreign reserves which lead to an emergency situation in India. Liberalization policy was announced in June 1991. It is the precious gift of Dr Manmohan Singh to the people of India at a time when the country was in the grip of unprecedented economic crisis and political turmoil. One of the areas in which this policy focused on was on increasing India’s export. And the trickle down effect of these reforms has lead to the advent of SEZ In this age of Globalisation, there is a need for every nation in the world to perform well economically. With the improvements in science and technology and the raising standards of living worldwide...
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......................... 6 3.1 Political Aspect ............................................................................... 6 3.2 Economic Aspect ............................................................................. 6 3.3 Social Aspect .................................................................................. 6 3.4 Technological Aspects ...................................................................... 7 3.5 Environmental Aspects ..................................................................... 7 3.6 Legal Aspects ................................................................................. 8 4 Financial Markets of Taiwan .......................................................... 8 4.1 Taiwan Stock Exchange .................................................................... 8 4.2 The Bonds Market ........................................................................... 9 4.3 The Inflation Rate in Taiwan .............................................................. 9 5 The Smartphone Industry: Porter's Five Forces Applied ........................ 10 5.1 Threat of New Entrants .................................................................... 10 5.2 Threat of Substitutes ....................................................................... 10 5.3 Rivalry Among Existing Firms ........................................................... 10 5.4 Power of Suppliers...
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...Managing Partner and portfolio manager of Perry Capital’s (“Perry”) Asian portfolio, was considering options for how best to manage the $150 million position his firm had in NEC Electronics (NECE), the semiconductor subsidiary of Japanese electronics conglomerate NEC. In recent days, the NECE subsidiary had garnered Ercil’s full attention. On the heels of attending NECE’s annual meeting, he had learned that the Tokyo Stock Exchange (TSE) was placing NECE on a watchlist for possible delisting due to its concentrated ownership structure. To Ercil, this was yet another sign that the investment was not going as planned - the stock was down considerably since Perry initiated the position in late 2005 (see Exhibit 1). Ercil took a moment to reflect on the recent history with NECE. When Perry Capital made the initial investment in 2005, Ercil had every expectation for success. Ercil’s team felt that NECE’s microcontroller unit (“MCU”) business,1 which supplied chips to major automobile manufacturers, operated at a world-class level with high growth potential and solid margins. NECE’s Computing, Consumer and Discrete businesses were generally competitive. However, the Communications business, which supplied semiconductors for mobile phones, appeared to be a constant drag on NECE’s cash flow and earnings. Specifically, Perry believed that NECE could significantly improve its valuation by restructuring the Communications business and refocusing resources on the other businesses...
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