...International Business Law Final Assignment – ISEG Group 1A Alfred Boudet 26th of November 2012 The Case Of Plant Relocation In this case I am working in Electrocorp, as the Chief Executive of the company. Electrocorp is an electronics company manufacturing onboard computer components for automobile. The company is facing an important choice to do. It can make more money for shareholders in relocating plants to a country with lower labor costs, less strict environmental regulations. Until now, all our plants are implanted in United States and until recently the company was in good economical health. But we face both ethical and economical problems. First of all, the production costs increased during the few last years further to the action of unions representing employees in the company waged successful strikes in order to increase salary and benefits. Today the salary and benefits package are about $15 per hour, which is very high in our industry, but it is the labor cost in United States. Secondly, some dangerous products are used in the company such the using of complex hydrocarbon solvents to clean the chips and some of these solvents are carcinogens and have to be handled with a high prudency. To avoid major problems there is some strict safety regulations inside the plants, which cost time and money. These safety regulations increase the cost of production...
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...Besides Asian Paints, the group operates around the world through its subsidiaries Berger International Limited, Apco Coatings, SCIB Paints and Taubmans. Asian Paints has acquired 30% stake in Dutch Boy Philippines from Berger International Limited (BIL), an indirect subsidiary of Asian Paints. Asian Paints executed a conditional stock purchase agreement relating to the sale of 427,000 shares of Dutch Boy Philippines, which ceases to be an associated company of BIL. Asian Paints, Ltd. (APL) has entered into a 50:50 new joint venture agreement with PPG Industries, Inc. (PPG), a US-based provider of paints, coatings and speciality products, to accelerate the growth of non-decorative coatings business in India. This is the second joint venture between APL and PPG. They currently have a 50–50 joint venture named Asian PPG Industries Ltd (APPG). APL and PPG have agreed that APL will take lead in the second venture, while PPG will take lead in APPG in order to utilise their respective strengths to best capture the growth in infrastructure development and globally driven markets in India. APPG currently services the Indian transportation coatings market and this change will expand its scope to additionally service the industrial liquid, marine and consumer markets. The second joint venture will service the protective, industrial power, industrial containers and light industrial coating markets. The transaction is subject to regulatory approvals and is expected to be completed during 2011...
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...Jollibee Food Corporation Milestones / History 1975 * Mr. Tony Tan and his family opens a Magnolia Ice cream parlor at Cubao. This is later to become the 1st Jollibee Outlet 1979 * Spaghetti Special is introduced * 1st Franchise owned store opens at Ronquillo Sta. Cruz. 1985 * Jollibee becomes the market leader of the fastfood industry. * Breakfast Joys are introduced. * Langhap-Sarap awarded most effective ad campaign in the food category during the 9th Philippine Advertising Congress. 1992 * Jollibee sales hit the P3.365 billion. * Started using frozen patties for its popular hamburgers. * Improved softserve ice cream line by offering fruit flavored ice cream. * Acquired 73% if the Hamburger segment. * Opened another store in Jakarta, totaling to 2 stores in Indonesia. * Jollibee have 112 stores nationwide. * Maintained its advantage over its competitors by acquiring more than 50% share of the fast food industry. 2004 * The Chairman and Chief Executive Officer of the company, Mr. Tony Tan Caktiong was named the Ernst and Young’s 2004 World Entrepreneur of the Year 2008 * JOLLIBEE bested some of Asia Pacific’s biggest multinationals as it bagged the FMCG and F & B Asia Pacific Supply Chain Excellence Award at the SCM Logistics Excellence Award held in Singapore. * JOLLIBEE bested some of Asia Pacific’s biggest multinationals as it bagged the FMCG and F & B Asia Pacific Supply Chain Excellence...
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...țǻķě ǻđvǻňțǻģě ǿf țħě ěxpŀǿșįvě țřǻvěŀ ģřǿẅțħ ħě șǻẅ čǿmįňģ įň țħě řěģįǿň. Țǿ đǿ țħǻț, Mř. Fěřňǻňđěș mǻđě ǺįřǺșįǻ įňțǿ țħě MčĐǿňǻŀđ’ș ǿf țħě ǻvįǻțįǿň įňđųșțřỳ, břįđģįňģ Ǻșįǻ’ș čħěčķěřbǿǻřđ ǿf șǿvěřěįģň șțǻțěș ǻňđ ǻvįǻțįǿň řųŀěș bỳ řǿŀŀįňģ ǿųț fřǻňčħįșě-ŀįķě jǿįňț věňțųřěș ųňđěř țħě ǺįřǺșįǻ břǻňđ, įň čǿųňțřįěș fřǿm Țħǻįŀǻňđ ǻňđ țħě Pħįŀįppįňěș țǿ İňđįǻ. İň řǿųģħŀỳ ǻ đěčǻđě, țħǻț mǿđěŀ țųřňěđ ǺįřǺșįǻ įňțǿ ǻ ģřǿųp ěňčǿmpǻșșįňģ ňįňě čǻřřįěřș, ǿf ẅħįčħ țħě țħřěě ŀįșțěđ čǿmpǻňįěș ħǻđ $2.3 bįŀŀįǿň įň řěvěňųě įň 2013. Ẅħįŀě țħě ňųmběř ǿf ǻňňųǻŀ ǻįřŀįňě șěǻțș įň țħě Ǻșįǻ-Pǻčįfįč řěģįǿň ħǻș đǿųbŀěđ țǿ 1.7 bįŀŀįǿň đųřįňģ țħě pǻșț đěčǻđě, țħě ňųmběř ǿf șěǻțș ǻvǻįŀǻbŀě ǿň bųđģěț ǻįřŀįňěș įňčřěǻșěđ țěňfǿŀđ țǿ 400 mįŀŀįǿň, ǻččǿřđįňģ țǿ țħě ČǺPǺ-Čěňțřě fǿř Ǻvįǻțįǿň. Bųț ǻș țħě ǺįřǺșįǻ ģřǿųp ģřǻppŀěș ẅįțħ įțș bįģģěșț čřįșįș ỳěț—țħě ǻfțěřmǻțħ ǿf țħě Đěčěmběř čřǻșħ ǿf ǻ pŀǻňě ǿpěřǻțěđ bỳ įțș İňđǿňěșįǻň ǻffįŀįǻțě—țħǻț fřǻňčħįșě mǿđěŀ ǻňđ țħě ģřǿẅțħ ǿň ẅħįčħ įț ẅǻș přěmįșěđ čǿųŀđ bě ųňđěř șțřǻįň. ǺįřǺșįǻ’ș ǿňčě ħěǻđỳ țřǻffįč ģřǿẅțħ įș șŀǿẅįňģ ǻș čǿmpěțįțįǿň įňčřěǻșěș, čǻųșįňģ přǿfįț țǿ șħřįňķ ǻț ǺįřǺșįǻ’ș Mǻŀǻỳșįǻň fŀǻģșħįp čǿmpǻňỳ. ǺįřǺșįǻ Țħǻįŀǻňđ ħǻș běčǿmě ųňpřǿfįțǻbŀě ǻňđ ǺįřǺșįǻ čǻřřįěřș įň İňđǿňěșįǻ ǻňđ țħě Pħįŀįppįňěș ǻřě řěșțřųčțųřįňģ, čřěǻțįňģ čħǻŀŀěňģěș...
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...world's fourth largest natural gas reserves. Saudi Aramco is a fully integrated global petroleum enterprise headquartered in Dhahran, Saudi Arabia, participating in exploration & producing, refining, distribution, shipping, and marketing. With around 54,000 employees globally, representing 56 nationalities, the company is 100% owned by Saudi Arabian Government. Saudi Aramco has affiliates, joint ventures and subsidiary offices in China, Egypt, Greece, Japan, Netherlands, Philippines, Republic of Korea, Singapore, United Arab Emirates and the United States.Saudi Petroleum Overseas, Ltd is based in London and provides marketing and ocean transport support services. A subsidiary of Saudi Aramco owns a fleet of oil tankers to transport crude oil to key customers. Saudi Aramco, through subsidiaries, also invests in refineries and distribution networks around the globe. In addition to its headquarters in Saudi Arabia's Eastern Province city of Dhahran, Saudi Aramco has affiliates, joint ventures and subsidiary offices in China, Egypt, Japan, the Netherlands, Philippines, Republic of Korea, Singapore, United Arab Emirates, United Kingdom and the United States. In 2008, Saudi Aramco is celebrating its 75th anniversary with the theme, "Energy for Generations." The theme honors decades of human achievement and strong partnerships. Saudi Aramco continues to answer the world's need for reliable energy supplies and is committed to meeting that need for generations to come...
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...Yu, Ma. Daniela Presented to: Prof. Jessie Tamayo I. Marketing Background A. Overview of the Industry The new SMC under the leadership of Cojuangco and Ang, the company has undergone a major strategic shift, streamlining and broadening its business portfolio, reshaping and redefining the very nature of its core businesses. While the company has significantly expanded its participation in its core business of food, beverage and packaging through regional acquisitions and integration, it has also made inroads into the power, mining, petroleum, infrastructure and telecommunication industries. San Miguel Corporation operates in beverages, food, packaging, fuel and oil, power, mining, and infrastructure businesses in the Philippines and internationally. The Beverage segment produces and markets alcoholic and nonalcoholic beverages. The Food segment is involved in the feeds production; poultry and livestock farming; processing and sale of poultry and meat products; processing and marketing of refrigerated and canned meat products; manufacturing and marketing of flour products, premixes and flour-based products, dairy-based products, breadfill, desserts, and cooking oil; and importation and marketing of coffee and coffee-related products. The Packaging segment is engaged in the production and marketing of packaging products. It is also involved in crate and plastic pallet leasing, polyethylene terephthalate bottle filling graphics design, packaging research and testing...
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...JOLLIBEE FOODS CORPORATION Abstract This case study examines the rapid growth of one of the most successful companies in the Philippines, the fast food giant, Jollibee Foods Corporation. In this paper, detailed information regarding the company’s history and the measures it took to establish itself in its initial years was used in the in depth analysis of the company’s strategic plan. This also includes an analysis of their vision-mission statement as well as the analysis of their external environment using the PESTEL Framework. Company History Overview Jollibee Foods Corporation or JFC is centered on developing, operating and franchising fast food stores under the trade name Jollibee. The company operates on 3 segments: Food Service, Franchising and Leasing. The Food Service segment engages in the operations of quick service restaurants and the manufacture of food products to be sold to Jollibee Group-owned and franchised QSR outlets. The Franchising segment is involved in the franchising of the Jollibee Group's QSR store concepts. The Leasing segment leases store sites mainly to the Jollibee Group's independent franchisees. The company was founded by Tony Tan Cationg in 1975 and is headquartered in Pasig City, Philippines. Currently Jollibee is the largest fast food chain in the Philippines, operating over 750 stores. A dominant market leader in the Philippines, Jollibee enjoys the lion’s share of the local market that is more than all the other multinational brands combined. The...
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...Philippine Accounting Standards PAS | Title | Effective Date | PAS 1 | Presentation of Financial Statements [superseded by PAS 1 (Revised)] | 01/01/05 | | Amendment to PAS 1: Capital Disclosures | 01/01/07 | PAS 1 (Revised) | Presentation of Financial Statements | 01/01/09 | | Amendments to PAS 32 and PAS 1: Puttable Financial Instruments and Obligations Arising on Liquidation | 01/01/09 | | Amendments to PAS 1: Presentation of Items of Other Comprehensive Income | 07/01/12* | PAS 2 | Inventories | 01/01/05 | PAS 7 | Cash Flow Statements | 01/01/05 | PAS 8 | Accounting Policies, Changes in Accounting Estimates and Errors | 01/01/05 | PAS 10 | Events after the Balance Sheet Date | 01/01/05 | PAS 11 | Construction Contracts | 01/01/05 | PAS 12 | Income Taxes | 01/01/05 | | Amendments to PAS 12 – Deferred Tax: Recovery of Underlying Assets | 01/01/12 | PAS 14 | Segment Reporting [superseded by PFRS 8] | 01/01/05 | PAS 16 | Property, Plant and Equipment | 01/01/05 | PAS 17 | Leases | 01/01/05 | PAS 18 | Revenue | 01/01/05 | PAS 19 | Employee Benefits | 01/01/05 | | Amendments to PAS 19: Actuarial Gains and Losses, Group Plans and Disclosures | 01/01/06 | PAS 19 (Amended) | Employee Benefits | 01/01/13* | PAS 20 | Accounting for Government Grants and Disclosure of Government Assistance | 01/01/05 | PAS 21 | The Effects of Changes in Foreign Exchange Rates | 01/01/05 | | Amendment: Net Investment in a Foreign Operation | 01/01/06...
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...success? Same with Jollibee, yet why did Tesco succeed in Great Britain but fail in the U.S? JCB entered the Indian market in 1979 via a joint venture with Escorts. The decision to enter via a joint venture arrangement was prompted by high tariff barriers that made JCB’s traditional strategy of exporting its product to foreign locations difficult. Given that JCB was primarily an exporter and had little experience operating in foreign locations, the joint venture arrangement offered the company a means of serving the Indian market without incurring all the risk involved in setting up a wholly owned operation. Until its joint venture with Escorts, JCB had been exporting its equipment from Great Britain to a number of foreign locations. JCB’s experience in actually operating in India gave it the means to not only establish wholly owned operations there, but also to expand into China via a wholly owned subsidiary. JCB was able to match its global rivals and become one of the major players in the global construction equipment industry. A big part of Jollibee Foods’ success has been the development of market-leading brands across several categories. Jollibee outlets accounted for 49% of the company’s sales, as of September, and that share is slipping as the rest of its brand portfolio–both in the Philippines and abroad–grows faster. In the Philippines the company boasts Chinese fast-food chain Chow King, Red Ribbon bakeries, Mang Inasal grilled chicken outlets, Greenwich pizza parlors...
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...Written case analysis Kanzen Berhad: A Proposed Joint Venture With Pacific Dunlop Limited Problem definition Statement of problem Kanzen Berhad (KB) is a Malaysian based company whose problem is that they want to increase their operating profits, but are not sure how to do it. They are thinking about doing this by reducing their costs and increasing their sales figures, and doing this quickly. They don’t believe they can reduce their costs on their own, and need a way to gain knowledge and technology in order manufacture products more efficiently, and break into additional markets. Expansion The first decision they have to make is whether or not to expand the company. We take it as given that KB has decided to expand but there are several barriers to consider before they can proceed with an expansion plan. The company can choose between expanding within any of the industries they are already in, or expanding by diversifying even more and entering new industries. KB is looking to expand in the bedding industry in this case, so this is what we will focus on. Barriers of expanding the bedding industry These barriers are: 1. A lack of manufacturing technology and efficiency knowledge. 2. A lack of marketing skills to break into new markets, especially with new products. 3. Possible internal conflicts of interests 4. Limitation in markets Having world-class efficiency would provide them with the means to expand into more markets and increase productivity. This...
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...* Sephora went to Japan on 1999, but withdraw on end of 2001. (Because it couldn’t compete with local department stores and drug stores.) * Sephora has entered into Spain by joint venture on 2005 Feb, then into China by JV as well on 2005 April. Exit form UK at 2005. * Target is to have 100 stores by 2010 in china. * Expect to have more stories in China than France in the future. LVMH's Sephora leaps into China, exits UK.(forms joint venture with Shanghai Jahwa United )Cosmetics International| April 08, 2005 | Ching, Han Mui | COPYRIGHT 2009 Communications International Group. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan. All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information) LVMH-owned cosmetics retailer Sephora has entered into a joint venture with Chinese company Shanghai Jahwa United to make its presence felt in the fast-growing Chinese market. A total of US$50m is expected to be pumped into the venture-Sephora (Shanghai) Cosmetics--to set up a retail network. Sephora will open its first flagship store in Shanghai later this month, followed by another five stores within the next two years (though not limited to the main commercial city of Shanghai). Sephora said that it will bring about 10 new brands from its worldwide collection to China. The company has set a target of 100 specialty stores by 2010 in China, and could possibly have even more stores...
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...world's fourth largest natural gas reserves. Saudi Aramco is a fully integrated global petroleum enterprise headquartered in Dhahran, Saudi Arabia, participating in exploration & producing, refining, distribution, shipping, and marketing. With around 54,000 employees globally, representing 56 nationalities, the company is 100% owned by Saudi Arabian Government. Saudi Aramco has affiliates, joint ventures and subsidiary offices in China, Egypt, Greece, Japan, Netherlands, Philippines, Republic of Korea, Singapore, United Arab Emirates and the United States.Saudi Petroleum Overseas, Ltd is based in London and provides marketing and ocean transport support services. A subsidiary of Saudi Aramco owns a fleet of oil tankers to transport crude oil to key customers. Saudi Aramco, through subsidiaries, also invests in refineries and distribution networks around the globe. In addition to its headquarters in Saudi Arabia's Eastern Province city of Dhahran, Saudi Aramco has affiliates, joint ventures and subsidiary offices in China, Egypt, Japan, the Netherlands, Philippines, Republic of Korea, Singapore, United Arab Emirates, United Kingdom and the United States. In 2008, Saudi Aramco is celebrating its 75th anniversary with the theme, "Energy for Generations." The theme honors decades of human achievement and strong partnerships. Saudi Aramco continues to answer the world's need for reliable energy supplies and is committed to meeting that need for generations to come...
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...Entry Mode Strategy for Jollibee into Australia Table of Contents Executive Summary 2 Introduction 4 The Jollibee Phenomenon 4 Overseas Expansion and Modes of Entries 4 Company Analysis 5 Values – Mission – Vision 5 Distinctive competence 8 Foreign Market Analysis 9 The Australian Economy 9 Legal and Political Environment 9 Entry mode selection 11 Conclusion and recommendations 14 Reference list 17 Executive Summary Jollibee Foods Corporation (JFC) is a highly successful Philippines’ based food services company that operates over 1,700 stores locally and internationally. JFC has developed its international business over three distinct strategies. Its corporate strategy is one of related diversification into the fast food, restaurant and bakery sectors of the food industry. Its international business strategy focuses on establishing market share by acquisition, joint venture and franchising, often by initially targeting high Filipino population centres, and also in differentiation by localizing their menus to suit various cultural tastes in all their overseas markets (Jollibee 2009a). JFC has successfully adopted a transnational strategy being able to combine the benefits of global scale efficiencies in its regional management business model with the benefits of local responsiveness by adapting for local tastes. It depends on an integrated network and teamwork to drive the needs of the marketplace and the need to be competitive...
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...shortened as Globe, is a major provider of telecommunications services in the Philippines, supported by over 6,200 employees and nearly 1.05 million retailers, distributors, suppliers, and business partners nationwide. The company operates one of the largest mobile, fixed line, and broadband networks in the country, providing communications services to individual customers, small and medium-sized businesses, and corporate and enterprise clients. Globe currently has about 48.4 million mobile subscribers, nearly 3.5 million broadband customers, and 858.9 thousand landline subscribers. The company’s principal shareholders are Ayala Corporation and Singapore Telecom. It is listed on the Philippine Stock Exchange under the ticker symbol GLO and had a market capitalization of US$7.4 billion as of the end of June 2015. Globe Telecom’s principal executive office is located at The Globe Tower, 32nd Street corner 7th Avenue, Bonifacio Global City, Taguig, Metropolitan Manila, Philippines. History In 1928, Congress passed Act No. 3495 granting the Robert Dollar Company (a corporation organized and existing under the laws of the State of California), a franchise to operate wireless long-distance message services in the Philippines. Subsequently, Congress passed Act No. 4150 in 1934 to transfer the franchise and privileges of the Robert Dollar Company to Globe Wireless Limited, which was incorporated in the Philippines...
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...Selecta is a brand of ice cream and milk sold in the Philippines and also in Australia by Mead Johnson Company, who also made Sustagen and Enfamil. The ice cream brand is co-owned by the Philippines' RFM Corporation and the food giant Unilever under the subsidiary Unilever RFM Ice Cream, Inc.[1] The company's beginnings can be traced back to Selecta Ice Cream and Refreshment Parlor, owned by Ramon Arce, Sr. and family, and founded in the 1930s. It later expanded its business by selling its ice cream and milk with Mead Johnson nationwide. In 1990, RFM Corporation bought Selecta from the Arce family, and formed Selecta Dairy Products, Inc.. In 1999, RFM entered a partnership with Unilever to produce and market Wall's Ice Cream in the Philippines, under the joint venture Selecta Walls, Inc., which later became Unilever RFM Ice Cream, Inc. Selecta's market share in the region has since increased. Selecta markets its ice cream products under Unilever's Heartbrand brand umbrella, while marketing its milk products under the original Selecta logo. Under their name Selecta Moo, they make milk with special flavors, such as melon and ube (sweet purple yam). Selecta adds vitality to life by using only the best ingredients and the freshest inclusions in its ice cream. A company with a heart - carefully crafting and dedicating its products for the enjoyment of its consumers. Selecta’s humble beginnings can be traced to the Arce family’s ice cream parlor in Manila in 1948. Its ice cream...
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