...The Importance of Understanding Culture in International Business | Business Management in an International Context | | The increasing number of interactions between independent countries, companies and people has highlighted the importance of an understanding of global cultures, both national and organisational. Culture plays a large role in the way individuals behave and interact with one another and therefore plays an important role in business interactions across cultures. Many definitions of culture are offered, but one more relevant to culture in international business is : “Culture is the way in which a group of people solves problems and reconciles dilemmas.” (E.Schein 1985) The first way in which countries can be broadly categorized is into either a high context or a low context culture. High context cultures place more emphasis on the importance of group identity. They have a high sensory involvement and participate more readily in bodily contact. Low context cultures prioritise individualistic properties. They use body language less frequently and are monochronic thus placing a high importance on timing and scheduling. Most Northern European countries and other western societies are low context cultures. It has been suggested by the acclaimed social scientist, Norbert Elias (1978) that the development of society and the basis of its’ cultural contexts are closely associated with the prominent historical groups of the region leading to an establishment...
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...human brain. With a mass of only 6 kilograms, the brain contains over 100 billion living cells and 1 million kilometers of interconnecting fibers; but, exactly how does it function? Marketing and sales managers would love to know why consumers are attracted to certain advertising, packaging and brands. Martin Lindstrom, author of Buyology: Truth and Lies About Why We Buy, explains the marketing challenge, “When we walk down an aisle in a grocery store, our purchasing decisions are made in less than four seconds…there is no way we can think about that in a complete way. Those decisions take place in the subconscious part of the brain” (2008). The drive behind neuromarketing is to discover how consumers are actually responding to marketing messages, not how they report they are responding, or will respond. Neuromarketing studies consumers' response to marketing stimuli and matches that response to different areas of the brain. This research will explore neuromarketing history, levels of the brain, neuroimaging techniques used, advertising effectiveness of neuromarketing and some challenges facing this new field. History In 1991, Dr. David Lewis-Hodgson, Minilab chairman and director of research, began Neuromarketing research in the United States, after stumbling upon it when he was researching treatments for phobic anxiety and stress (Lewis, 2010). Shortly after, marketers from large companies such as Coca-Cola, Levi-Strauss, Ford and Delta Airlines became interested in these...
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...of Maruti A-star with Tata Indica Vista, Chevrolet Spark and Hyundai i10. The survey explains how well the customers are satisfied with performance of A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10. This survey compares these four vehicles in different aspects including Technical performance. SCOPE OF THE STUDY The study covers the analysis and interpretation of customer’s opinion about the A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10. The study aims at evaluation of customer satisfaction in these four models. This analysis shows main features that attract customers to the vehicle. The study mainly focused on the evaluation of overall performance of the vehicle in the hatch back segment. The study compares A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10 each and every aspect. OBJECTIVE OF THE SURVEY * To make a comparative survey of A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10 * To find out how well the customers are satisfied with these four vehicles. * To find out the sales potential for Maruti A-star * To find the demand for Maruti A-star in Hatch Back Segment. * To find out the unique selling proposition for Maruti A-star * To find out which Maruti A-star variant is most selling and which has high demand in the market as compared to the other Hatch Back vehicle like Tata Indica Vista, Chevrolet Spark and Hyundai i10 * To find out one important feature that helps the Maruti...
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...SYLLABUS – UNDERGRADUATE Course Title: Management Information System Semester: Spring 2012 Instructor: Professor Tang Qingquan Sun Yat-Sen Business School, SYSU Part 1: Course/Faculty Information |Course Title & Code |Management Information System | |Class schedule |2012.9----2013.1 | |Classroom location |SYSBS East Campus | |Course Duration： |54 | |No. of credits： |3 | |Level： |[√] Bachelor Core Course |[ ] Bachelor Elective Course | |Prerequisites： | | |Instructor name： |Tang Qingquan | |Office hours |14:30-18:00 on Thursday | |Instructor’s contact info (office, |SYSBS MBA centre M408 ...
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...Mang. 4710-001 Organizational and Product Success The oil company, Shell, that is known to many and in high competition with other oil companies, didn’t start in the market for oil. The company started in 1883 by Marcus Samuel in London. The company started off selling antiques and oriental shells. By 1886, the company was passed down to his son Marcus Samuel Jr. and his brother Sam Samuel. They exported British machinery, textiles, and tools to the newly developing Japan and the Far East. They also imported rice, silk, china, and copperware to the Middle East and Europe. Along with exporting and importing goods, they also traded sugar, flour, and wheat worldwide. While in Japan, their interest for oil sparked. From that day on they found ways to carry oil in bulks to different ports that they formed contracts with. World War I was the spark of success for Shell. They were the main fuel supplier of the British Expeditionary Force and shortly after became the world’s leading oil company, which in result founded Shell Chemicals. Shell strives to be the leader in the oil industry and their strategy plan states it; “Our strategy seeks to reinforce our position as a leader in the oil and gas industry while helping to meet global energy demand in a responsible way. Safety, environmental and social responsibility are at the heart of our activities.”. Their six themes of success are as follows: * Business Focus: Their business focus is on the energy demand for the oil and...
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...Maintaining the “Single Samsung” Spirit: New Challenges in a Changing Environment Caryn Ng Kar Yan B1102572 Keah Mei Sian B1102580 Nur Fathiha Bte Johan Ariffin B1100381 Mohd Roshan bin Mohd Yusop B0101223 Sarkunarajah S B1001971 Wan Arjunaidi Bin Awang @ Wan Abdul Halim E0300073 Abstract Samsung portrayed a very interesting and impressive success story in every aspect of development. Although they were hit hard by financial crisis in 2009, Samsung survived the ordeal with their impressive financial performance. The astonishing part of their achievement is mostly guided by internal management capability, positive aligned culture and belief system that empowering human capital is the foundation in building and maintaining a great organization. Their strong belief system in emphasizing and investing on employees well being pays off when they become the leading company beating some of the top companies such as Sony, Apple and HTC. The process and development of human capital was never an easy matter for Samsung, in fact the culture has been practiced and improvised regularly ever since 1950 to fit to the demand and maturity of the current society and technology. Nevertheless at the end, Samsung indeed make a marked in the world with sustaining a Single Samsung culture. 1. Perform a PEST on Samsung and identify the change drivers POLITICAL | ECONOMIC | * Work hand in hand with the government; consist the same agendas and values.Change...
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...Impact of Globalization on IR Impact of Globalization on IR IMPACT OF GLOBALIZATION ON INDUSTRIAL RELATIONS The globalization i.e. the changes in the world economy have substantial effects on the industrial relations thereby providing the opportunity to reiterate the significance of the area in understanding the effect of these changes on the people, organizations and the nature of work. The traditional methods of IR are disturbed in several ways through the increasing international economic interdependence. Initially the IR arrangements are confined to the situations created by the national markets but the globalization has expanded the boundaries of the market place. The amount of information flows with the help of the latest technology is constructing the interconnected enterprise networks around the world, thereby doing away with the current IR arrangements. The primary drivers of change are the MNC’s. They are associations that take part in FDI and own or control profitable resources in more than one nation. The MNC’s, as producers of the universal goods and services have an influence extending beyond the urban places in the countries in which they are located. The individualism is growing in the organizations as many local enterprises in addition to the MNC’s are using the information technology to focus on the demands of the international and domestic markets. The globalization has also clearly shown the difference between the “capital” and the “labour”...
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...Oil Company Employees’ Political Awareness Committee). It is a voluntary, employee-run and employee funded organization, that contributes money to political parties or individual candidates for political office, or organizations that support them. While Shell Oil Company provides administrative support to the Committee, it does not fund the Committee’s donations nor does it make any political contributions itself. We are calling for change, sharing our expertise and co-operating with governments, companies and other partners. Our Business Principles encourage us to contribute to debates on policy issues that affect our business, our employees or the local communities where we operate. Our advocacy Climate change is one of the biggest challenges we face. We will continue to work with governments to help them set the policy frameworks to create market-based incentives – such as an effective cap-and-trade market for CO2 – that will contribute towards improving energy efficiency and support lower-carbon energy, including carbon capture and storage (CCS) technologies. We advise governments to use different policy instruments for different sectors. For heavy industry and the power sector we advocate an emissions trading systems combined with incentives for the rapid demonstration and deployment of new low-carbon technologies. Transport needs stringent vehicle efficiency targets and incentives for fuels with lower CO2emissions over their lifecycle, as well as measures to manage...
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...Introduction As the world’s population continues to grow and the middle class is on the rise, we have the issue and responsibility to grow in our ethical and sustainable practices in business. Conventional business models are no longer sustainable and as government regulations continue and the consumer speaks out against unsustainable and unethical practices, business will need to alter their goals toward a sustainable model. The main focus of business is of course profit but in order to make the profit, there needs to be standards that are in place to promote and sustain the consumer’s interest in ecology, ethics, and the economy. Specifically, business needs to be innovative and try to create their products with the minimal amount of environmental impact. In addition, the business needs to be liable for the ethical treatment of all employees including the employees of their suppliers and the sustainability of their suppliers. A company cannot claim to be sustainable and yet their suppliers are causing destruction to the environment or becoming wrapped up in ethical violations of their employees. The following will review the sustainability and ethical practices of two leading brands, General Motors (GM) and Nissan. General Motors is based out of Detroit, Michigan, and produces brands that include Chevrolet, Buick, GMC, Cadillac, and others. Nissan is headquartered in Nishi-ku, Yokohama, Japan. These two companies are fairly different in focus. General Motors relies...
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...Summarize the major features of Texas Instruments’ management systems. 2. How does Texas Instruments ensure that its operating managers appropriately allocate their time between short term and long term? 3. Why do you believe the OST System worked so effectively for TI in the 70s? why was not working effectively for company in the mid-to-late 80s? 4. Would systems like these be appropriate in other organizations, such as Harvey-Hudson Electronics? What implementation problems would you foresee? ANSWERS: NO.1 Texas Instruments (TI) is considered to be the pioneer of the American electronics industry. TI was first established in 1951 as an electronics company serving the American defense industry. In 1958, TI developed the first semiconductor integrated circuit. TI has three main lines of business in 1984: components, which included semiconductor integrated circuits, semiconductor subassemblies, and electronic control devices; digital products, which included mini computers, personal computers, scientific instruments, and calculators; and government electronics, which included radar system, missile guidance and control systems, and infrared surveillance systems. The major management system of TI is OST System, which is Objective, Strategies, and Tactics System. OST System is a system for managing change and innovation. The system was employed to define the strategies the company intended to follow for further growth and development and to identify the tactics required to...
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...………….………11 Analysis and explanation of the supply chain ……………………………………………….12 Identify issues and opportunities …………………………………………………………….12 Business Model and Strategic Plan Part III: Assumptions, Risk and change Management Plan; Summary of Strategic Objectives; Balanced Score Card and its impact on stakeholders; The Communication Plan ………………….…………………………………14 Balanced Scorecard …………………………………………………………………………14 Outline defining purpose, audience, and channels of communication ……………………...16 Final Business Model and Strategic Plan …………………………………………………...20 Marketing and information technology strategies and tactics…………..…………………..20 Methods to monitor and control plan ……………………………………………………….21 Ethical issues faced by the organization...
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...2014 International Business Assignment Tata Motors International Strategies sdfdf Farhan Khan 11/30/2014 Table of Contents Indian Automobile Industry .................................................................................................................................... 2 1. 2. Tata Motors Overview ................................................................................................................................................. 2 3. Porter’s Five Forces Analysis of UK Car market considering Tata Motors Strategy........................................ 3 i. Competitors’ bargaining power............................................................................................................................... 3 ii. Buyers’ bargaining power ........................................................................................................................................ 3 iii. Suppliers’ bargaining power................................................................................................................................ 3 iv. The threat of Substitutes ...................................................................................................................................... 3 v. 4. Strategy adopted by Tata Motors................................................................................................................................ 4 i. Competition at Home...
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...Journal of International Business and Cultural Studies When East and West Meet, Page 1 When East and West Meet: An Essay on the Importance of Cultural Understanding in Global Business Practice and Education S. J. Chang Illinois State University ABSTRACT As today’s business decisions and choices are increasingly influenced by the diverse cultural backgrounds and perspectives of various corporate stakeholders, it is critical for business managers to have multicultural understanding. This motivates us to refine our business perspectives and approaches in global arena as well as our educational philosophies on global business management. Based on casual yet experiential discussions, this essay presents some cohesive points on comparative cultural understanding and business implications thereof between the “West” and the “East,” which is presupposed by the cultural contrasts between America and Korea. It can hopefully serve as a practically meaningful guideline for business practice and education on multiculturalism. Keywords: multiculturalism, global business management, comparative cultural understanding Journal of International Business and Cultural Studies When East and West Meet, Page 2 INTRODUCTION Thanks to the rapid and continuous expansion of large global businesses, today people, capital, information, and technology travel more freely, rapidly, and widely than ever. The everexpanding scope and scale of large global firms over the recent decades have...
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...CORPORATE SUSTAINABILITY & HENKEL’S APPROACH There is a growing trend for big companies to use sustainable concepts as core business drivers For decades, many companies have typically responded to sustainability challenges by pursuing incremental operational improvements. But we are beginning to see an interesting new trend – businesses using sustainability as a tactic for long-term offense, rather than just short-term defence. Despite the uncertain economic outlook, leading international companies across diverse sectors are investing heavily in sustainable products and services. Others are making cross-industry partnerships to develop next generation products such as the elusive mass market electric car. Some are even enhancing their business models through mergers and acquisitions that seek to address, and capitalise on, sustainability trends. Drivers of Sustainability A number of factors are driving the adoption of corporate sustainability programmes in the global business community: * Regulatory Mandates: Growing regulatory pressures compel companies to reduce greenhouse gas emissions, industrial effluents, and other environmental hazards. * Operational Cost Efficiencies: Rising raw materials and energy prices incentivize businesses to invest in waste recycling, waste-to-energy, water conservation and related technologies. * Reputational Risks: Increasing scrutiny of corporate conduct induces managers to engage environmental,...
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...CORPORATE SUSTAINABILITY & HENKEL’S APPROACH There is a growing trend for big companies to use sustainable concepts as core business drivers For decades, many companies have typically responded to sustainability challenges by pursuing incremental operational improvements. But we are beginning to see an interesting new trend – businesses using sustainability as a tactic for long-term offense, rather than just short-term defence. Despite the uncertain economic outlook, leading international companies across diverse sectors are investing heavily in sustainable products and services. Others are making cross-industry partnerships to develop next generation products such as the elusive mass market electric car. Some are even enhancing their business models through mergers and acquisitions that seek to address, and capitalise on, sustainability trends. Drivers of Sustainability A number of factors are driving the adoption of corporate sustainability programmes in the global business community: * Regulatory Mandates: Growing regulatory pressures compel companies to reduce greenhouse gas emissions, industrial effluents, and other environmental hazards. * Operational Cost Efficiencies: Rising raw materials and energy prices incentivize businesses to invest in waste recycling, waste-to-energy, water conservation and related technologies. * Reputational Risks: Increasing scrutiny of corporate conduct induces managers to engage environmental,...
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