...122 Plrr 2 THr Envrnoruraexr or Mlxecelrenr t eAstr s'#ffi" flffi.EY$ff&ff- &ruALYS*S "But a 5 percent ROI is just pa*tetic," Paul complained. "And we've been stuck there for three years now. At *ris poin! I'd expected to be looking at something more on the order of 20 percenl" He pointed out that greater efficiency plus inco{poratiag more sophisticated technology would allow Shui to reduce its workforce substantially and put it on the road to a more acceptable ROI. "I'm well awalre of the fact that the Chinese work for a fractian of what we'd have to payAmerican worker€, and I do appreciate the pressure ttrc govemment is putting on you guys. But sfill, it doesn't make any sense for us to hire more workers than we would in a comparable U.S. plant"" After an uncomfortable silenc€, during which Ray tried and tailed to picture brmdring the subiect of possible layoft tohis Chinese counterparts, he heard Paul ask the question he'd been &eading: "I'mbegirming to think it's time to prll the plug onShui.Is there any way youciln se totum thisaroun4 Ray, or shouldwe start thinking about other options? Staying inChina is a giverr, but ther:e has to be a better way to do it." Questions 1- FIow would you characterize the main economic, legal-political, and sociocultural differences influencing the relationship betrseen the parhrers in Shui Fabrics? What GLOBE Project dimensions would help you understand the diffierences in Chineseand American perspectives illustrated in the case? Shui...
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...122 Plrr 2 THr Envrnoruraexr or Mlxecelrenr t eAstr s'#ffi" flffi.EY$ff&ff- &ruALYS*S "But a 5 percent ROI is just pa*tetic," Paul complained. "And we've been stuck there for three years now. At *ris poin! I'd expected to be looking at something more on the order of 20 percenl" He pointed out that greater efficiency plus inco{poratiag more sophisticated technology would allow Shui to reduce its workforce substantially and put it on the road to a more acceptable ROI. "I'm well awalre of the fact that the Chinese work for a fractian of what we'd have to payAmerican worker€, and I do appreciate the pressure ttrc govemment is putting on you guys. But sfill, it doesn't make any sense for us to hire more workers than we would in a comparable U.S. plant"" After an uncomfortable silenc€, during which Ray tried and tailed to picture brmdring the subiect of possible layoft tohis Chinese counterparts, he heard Paul ask the question he'd been &eading: "I'mbegirming to think it's time to prll the plug onShui.Is there any way youciln se totum thisaroun4 Ray, or shouldwe start thinking about other options? Staying inChina is a giverr, but ther:e has to be a better way to do it." Questions 1- FIow would you characterize the main economic, legal-political, and sociocultural differences influencing the relationship betrseen the parhrers in Shui Fabrics? What GLOBE Project dimensions would help you understand the diffierences in Chineseand American perspectives illustrated in the case...
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...Submitted by: Awais Ali jan Roll# 11488 ================================================================= == Pakistani Exporters ------------------------------------------------- Agar Batti And Products Manufacturers Exporters In Pakistan , Pakistani Companies * ------------------------------------------------- Adnan EnterprisesA-27,Block-4,Gulshan-e-Iqbal,Karachi * ------------------------------------------------- International Fragrance Corp.Export Processing Zone,Landhi Industrial Area,Karachi * ------------------------------------------------- Karachi Perfumery HouseShah Alam Market,Papar Mandi,Bottle Bazar,Lahore * ------------------------------------------------- Karachi Perfumery HouseBottle Bazar,Off M.A.Jinnah Road,Karachi * ------------------------------------------------- Khawaja Agarbatti ProductsRoom-106,1st Floor,J.J.Centre,Daryalal Street,Jodia Bazar,Karachi * ------------------------------------------------- Metro Agarbatti Co.F-106,Hub River Road,S.I.T.E.,Karachi * ------------------------------------------------- Metro Agarbatti Co.F-106,Hub River Road,S.I.T.E.,Karachi * ------------------------------------------------- Muhammad Ismail Muhammad JamilNear Arambagh Police Station,Karachi * ------------------------------------------------- RajcoMarkwick Road,Near Civil Hospital,Karachi * ------------------------------------------------- Venus Agarbatti Co.Hassan Ali Effendi Road,P.O.Box No.8263,Karachi ...
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...7/11/12 Why Chinese Car Brands are Stuck in First Gear Publication: The Economic Times Mumbai;Date: Jul 7, 2012;Section: Global Business;Page: 6 SLOW WHEELS Why Chinese Car Brands are Stuck in First Gear Local brands make up only about 30% of their home market, the lowest proportion of any major economy ike many Chinese, Zong Zhaoxiang wishes nothing but the best for the Chinese car industry – yet he won’t be buying a Chinese car anytime soon. The 52-year-old chairman of a Shanghai chemical company, Zong said he expects Chinesebranded cars to have bright prospects. However, he loves the comfort, quality and image projected by his black Mercedes-Benz S-class, and he said he may buy another Mercedes-Benz model or a BMW in the future. “If Chinese-made cars were better designed and could demonstrate your status, more people might buy them,” Zong said. Not all of Zong’s compatriots can afford a Mercedes-Benz, of course. But most of them still prefer foreign brands to domestic ones. Volkswagen and General Motors sold the greatest number of vehicles in China in 2011, the world’s largest car market, followed by Nissan, Hyundai and Kia. All domestic car makers combined captured only about 30% of their home market, the lowest proportion of any major economy. This is not what Beijing intended. In contrast to other “strategic” industries like telecom and banking, the auto industry has been gradually opened to foreign investment over the past two decades, as Beijing allowed foreign...
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...UNIVERSITE CATHOLIQUE DE LOUVAIN Louvain School of Management LLSMS 2062 European Business Report on Renault’s Strategy in India Professor: E. Cornuel Students: Barbier Théodora Cheffert Pauline Jadoul Thibault Kerstenne Nola Munster Diana Nguyen Kathy Academic year 2014 -2015 What other cars to introduce? Lower end of the market? Regarding the highly saturated lower end of the market, the launching of an ultra-cheap car does not seem to be the best strategy. Indeed, Suzuki and Hyundai are already major players on this segment. Moreover, Tata Motors, a well-established Indian manufacturer, announced the cheapest car in the world. Upper end of the market? Again, the competition is already struggling on this segment: GM, Toyota, Ford and Honda are already well represented on this market 1 . Although it is becoming more and more attractive due to the higher number of rich Indians, it seems dangerous to try this market regarding the strong competition. Our recommendation is therefore to invest in the middle end of the market. The reasons are growth opportunities and non-saturation of this segment. First, adapting the car to the local needs of the market is a priority, especially for India2, where mastering the local culture is a requirement. The features of the car would be the following: 1. The length of the vehicle should not exceed 4 meters due to tax measures (24%)2; 2. The style should be sportive, regarding the disastrous state of Indian roads and the trend...
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...Executive Summary: Faced with major losses from operations, Sharp Corporation’s president, Mikio Katayama, questioned the whether it was necessary to reform the current business operating model. Sharp’s current operating model contained several flaws. It placed sensitive, high-value-added operations such as research, development, and component manufacturing near its headquarters in Japan. Faced with threats such as intense industry competition, currency risks, very high transportation and utility costs, and extremely high infrastructure costs and high corporate tax rates, Sharp Corporation needs resources in the forms of new methods, technology, and approaches to doing business in the modern world. It is recommended that the company remodels their operating model in order to emphasize cooperation with other firms. Cooperation with other firms can take place in many forms, such as partnerships and joint ventures, and provides firms with many advantages. Sharp will greatly benefit from cooperative agreements since they are cost effective, provide financial support, and allow for more creative brainstorming. In addition, the economic risk is shared, and firms may help each other to tap into new technologies, methods, and approaches. Sharp Corporation needs outside help in order to achieve a turnaround. Joint ventures and partnerships with other firms open up the venue for such need. Problem Statement: Sharp Corporation is currently struggling with its financial position...
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...How Cultural Issues Affect the Processes of Joint Ventures in China Since 2000 Nicolas Francisco Herrera Giraldo Abstract: This paper purpose is to identify which are the more remarkable cultural facts at the moment of doing joint ventures with china. Taking in consideration that this country has presented a representative economical growth and that many western and occidental countries have decided to execute strategically movements to improve their processes with tools as joint ventures. Different cultural issues that distant the normal develop and pace of activities between China and other different countries when doing international joint ventures were defined. This paper may be helpful for managers and companies whiling to start doing business with China Key Words: China, businesses, joint venture, cultural issues, processes 1. National cultural issues 1.1Power distance disparity among China and other countries. This dimension deals with the fact that all individuals in societies are not equal, it expresses the attitude of the culture towards these inequalities amongst us. Power Distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally. It has to do with the fact that the followers endorse a society’s inequality as much as by the leaders. Small power distances cultures believe in the importance of minimizing social or class inequalities...
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...Inhaltsverzeichnis Aufgabe 1 ............................................................................................................................................. 3 Annahme .......................................................................................................................................... 3 Frage 1: Ist die Handung der 7 grossen Warenhaeuser gesetzwidrig oder nicht? Wenn Ja, nennen Sie die gesetzlichen Bestimmungen, gegen die die Warenhäuser verstoßen haben. ............................................................................................................................................... 3 Frage 2: Was kann der Hersteller damit anfangen? .................................................................. 4 Frage 3: Kann die Verwaltungsbehoerde aus Amtswegen die Warenhaeuser bestrafen? Oder andere Verwaltungsakte erteilen? ...................................................................................... 4 Frage 4: Welche Verwaltungsbehoerde dafuer zustaendig? ................................................... 5 Frage 5: Wenn die Warenhaeuser mit der Verwaltungsakte nicht einverstanden, was koennen sie damit anfangen? ....................................................................................................... 5 Aufgabe 2 ............................................................................................................................................. 6 Klausel 1 .......................................
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...Cracow University of Economics Money & Banking THE BANKING SYSTEM IN VIETNAM THE BANKING SYSTEM IN VIETNAM As one of fastest grown economies in Asia with annual economic growth rate around 5 to 7% (5.98% in 2011), almost 70% of Vietnamese inhabitants are in the working age from 15 to 64 years old,Vietnam’s economy has become an attractive market for investors worldwide as a tiger in South East Asia. Investing in Vietnam generally and in its financial market as well provides investors diverse benefited opportunities. That’s the reason why I chose the subject to give the readers some comprehensive information about this new – opened potential financial and banking system. 1. History of the Banking System in Vietnam The development of the Banking System in Vietnam has closely linked with its national history. Before the August Revolution 1945 Vietnam was under the French colonialists’ rules. The banking and credit systems was founded and protected by the French colonial Government through the Indochina Bank, which acted as both the central bank of the whole Indochinese region (Vietnam, Laos and Cambodia) and a commercial bank. After the establishment of the Democratic Republic of Vietnam in September 1945 the new elected Government attempted building a monetary and banking system independently from French. In the second Congress of the Vietnam Workers’ Party (February 1951) President Ho Chi Minh signed decree on establishment of the Vietnam National Bank (Ngân Hàng Quốc Gia Việt...
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...Obligatorio caso Warner. La industria del cable. La tecnología básica de la TV por cable existe desde la década de los 50 y la industria se desarrolló inicialmente para brindar un medio para recibir los principales canales de TV en áreas lejanas. El advenimiento del sistema satelital y en los controles por computadora a mediados de la década del 70 generaron nuevas posibilidades para aplicaciones de cable. Sin embargo por muchos años la muchos años la mayoría de las comunidades estiuvieron sin sistema de TV cable, debido a que los actores de la industria no pudieron alcanzar un acuerdo. Establecer un sistema de TV cable requería tender miles de metros de cable en cada área específica. Para llegar al punto de equilibrio en el sistema, un operador tenía que alcanzar una penetración de al menos el 30% y para obtener beneficios tenía que alcanzar tasas del 50% o más. La TV cable siempre estuvo reguladas por lo que las tarifas siempre estuvieron controladas. Por lo que los operadores de cable estaban en desventaja en comparación con otros sistemas como la TV satelital, donde no se tenía que realizar una inversión en los hogares, donde no había suscriptores y sus tarifas generalmente no estaban reguladas. La ley del cable de 1984 cambio la perspectiva de la industria del cable dramáticamente. Se desregularon por dos años las tasas que tenían que cobrar los operadores. Esto permitió incrementar sus márgenes de beneficios con la aprobación local. Además se establecieron las previsiones...
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...International Journal for Research Technology & Seminar (IJRTS) [Double-blind Peer-reviewed Multidisciplinary Referred Journal] Copyright & Reprint Information: © International Journal for Research Technology & Seminar All rights reserved. All articles are open access articles distributed under “International Journal for Research Technology & Seminar” Reading License, which permits restricted use. Entire contents are copyright by of “International Journal for Research Technology & Seminar” unless otherwise noted on specific articles. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without written permission. The opinions and statements made in this book are those of the authors concerned. Ultra-culture has not verified and neither confirms nor denies any of the foregoing and no warranty or fitness is implied. Engage with the contents herein at your own risk. The use of this journal, and the terms and conditions for our providing information, is governed by our Disclaimer, Terms and Conditions and Privacy Policy given on our By referring / using / reading / any type of association / referencing this journal, this signifies and you acknowledge that you have read them and that you accept and will be bound by the terms thereof. We do not have any policy of refunds/ replacements/ sending of back issues. All information, journals,...
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...new title. This shortened window has alsoconvinced some to forego the theater entirely, as there are many titles that they are willing towait for. Expanding this problem is the fact that the avenues a person can take to see thesemovies has increased. No longer is the local video store the only place to rent a new film; rather,it hardly seems a viable option anymore, with many shutting their doors due to lack of business.Netflix, Hulu, Amazon...the list of legitimate businesses that are operating video subscription orstreaming services is growing by the year, each one chipping away at the cinema’s market share. 35. 33Add any and all illegal file sharing, and the reasons to go to the cinema just don’t add up to thecost of a ticket for many anymore. (Vanairsdale, 2010)IV. Strategy FormulationA. Strategic Alternatives and Evaluations When looking towards improving or developing strategies, all three of these companieshave to consider alternatives that will help them to do three major things. First, all three of thesecompanies have substantial levels of long-term debt. Decreasing the amount of money they owein the long-term is key. Second, these companies need to work towards getting more out of theirassets. These companies are dealing with very expensive assets that in many cases areunderperforming due to a drop in demand for their overall operations. Third, they need to makegoing to the movies exciting again. If increased foot traffic in these theaters isn’t generated, thenthe companies...
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...Objectifs : - Révision de l’ensemble de la démarche : Business model, offre de référence, attributs de valeur, valeur perçue, optimisation de processus - Compréhension des caractéristiques d’une stratégie de rupture Problèmes rencontrés sur la NANO - le prix des matériaux a doublé depuis sa création - objectif est non pas la rentabilité, mais la viabilité du projet Position de TATA sur le reste du monde - augmentation forte de ses exportations Le Groupe Tata est un des plus grands conglomérats industriels de l'Inde, avec des recettes en 2006-07 de 28.8 milliards de dollars, l'équivalent à près de 3.2 % du PIB du pays, et une capitalisation de 77.5 milliards de dollars (janvier 2008). Le Groupe Tata emploie environ de 290.000 personnes partout le monde. Les activités économiques du groupe Tata sont réparties par le biais de 98 compagnies qui fonctionnent dans sept secteurs d'affaire et dans les six continents. Les secteurs vont de l'industrie, acier, au thé, en passant par les softwares, les chaînes d’hôtels, les compagnie aérienne,l’automobile, l’énergie ou les hôpitaux. Core business : intégrité, compréhension, excellence, unité et responsabilité. Lien étroit entre économie et sociale (distribution de 8 à 14% des profits dans des causes sociales, éducation, santé ou développement communautaire) Tata Business Excellence Model est un guideline qui donne le cadre de l’excellence chez Tata au niveau de l’effort collectif. TCCI’S est une Charte sur le développement...
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...Tw elfth Edition INTERNATIONAL BUSINESS Environments and Operations John D. Daniels University of Miami Lee H. Radebaugh Brigham Young University Daniel P. Sullivan University of Delaware Pearson Education International Contents Preface 29 About the Authors • PART ONE 39 BACKGROUND FOR INTERNATIONAL BUSINESS 44 1 Globalization and International Business 45 49 44 CASE: The Global Playground Introduction 48 W h a t Is International Business7. The Forces Driving Globalization 50 Factors in Increased Globalization 51 What's Wrong with Globalization? 56 Threats to National Sovereignty 56 Economic Growth and Environmental Stress 57 Growing Income Inequality 57 s | Point ^J3ffi^S^^3 ' Offshoring Good Strategy? 58 Why Companies Engage in InternationaLBusiness Expanding Sales 60 , Acquiring Resources 60 Minimizing Risk 60 60 Modes of Operations in International Business Merchandise Exports and Imports 62 Service Exports and Imports 62 Investments 63 Types of International Organizations 63 Why International Business Differs from Domestic Business 64 Physical and Social Factors 65 The Competitive Environment 67 Looking to the Future: 61 Three Ways of Looking at Globalization 68 C A S E : Carnival Cruise Lines: Exploiting a Sea of Global Opportunity 69 74 Summary Key Terms 75 Endnotes 75 An Atlas 78 Map Index 86 Contents • 2 PART TWO COMPARATIVE ENVIRONMENTAL FRAMEWORKS 90 91 90 The Cultural Environments...
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...Mergers and Acquisitions by MNEs: Patterns and Implications Author(s): Nagesh Kumar Source: Economic and Political Weekly, Vol. 35, No. 32 (Aug. 5-11, 2000), pp. 2851-2858 Published by: Economic and Political Weekly Stable URL: http://www.jstor.org/stable/4409593 . Accessed: 20/05/2014 04:19 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . Economic and Political Weekly is collaborating with JSTOR to digitize, preserve and extend access to Economic and Political Weekly. http://www.jstor.org This content downloaded from 220.123.180.237 on Tue, 20 May 2014 04:19:37 AM All use subject to JSTOR Terms and Conditions Mergers and Patterns Acquisitions MNEs by and Implications A competition policy is more, not less, important with liberalised FDI inflows. This is because of growing mergers and acquisitions by multination enterprises concentrate market power. Unlike greenfield investments, M and As may not add to the stock of capital in the country, nor bring in new knowledge or lead to knowledge spillover...
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