...GLOBAL ACCOUNT MANAGEMENT Introduction Due to globalization of economics, advances in communication and information technologies, rapid changes in global market and consumers and availability of a transnational media, makes the world an enormous borderless marketplace. Accordingly many of multinational companies have adopted global account management as a substantial strategic account and integral part of global marketing, and have focused on global consumers’ important demands. Global vs. Nation Account Management Global account management (GAM) emerged as a plan or process of relationship focusing on future of global client’s major demands, and understands them towards to increasing the return on company’s and stakeholders’ investments. Then companies must gain proper perceive of their customer’s demands, and tailoring their approach according to their customer’s needs (Woodburn & McDonald, 2011, pp.5-7). Nation or domestic account management implies on delivering service or serving the demands of consumers that are located in a nation or region; on the other hand, global account management is refer to delivering services or serves the customer’s demand throughout the world. Accordingly multinational companies needs to adopt larger accounts based on their multiple locations around the world while domestic or nations companies doesn’t needs to (Honeycutt et al, 2003, p.102). Then it is obvious that GAM’ faces larger and more sophisticated challenges, and in compare...
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...McDonald’s Case Study Introduction In order for organizations to meet the business goals that they set forth, they must have the people capable of meeting those goals (PMI Today, 2015). Many company leaders will say that one of their top priorities is talent management (Silzer & Dowell, 2010). There is a link between an organization’s success and the efficiency of the talent management plan that the organization has in place. Talent management is the function that identifies and recruits the right people, develops a pool of people with the requisite technical, business and leadership skills, creates succession plans and effectively mobilizes people from current assignments to the next or priority opportunities. (PMI Today, 2015, p. 3) When an organization’s talent management system is no longer effectively assisting with meeting business goals, the organization must determine what changes need to be made and implement those changes. One example of an organization that found improvements were needed in their talent management program was McDonald’s. McDonald’s began looking at their talent management program after declaring their first loss in the fourth quarter of 2002. There was a clear problem when the company’s performance had dropped but the performance ratings of managers were holding at more than 90% of them being “outstanding” or “excellent”. The disparity between the performance ratings of managers and the company’s ability to fill key leadership roles when...
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...MNCs, Financial Institutions, Government Sectors, Local Corporations and SMEs. * Offered an integrated solution enabling corporate customers to offer Web and telephone payment capabilities to their clients. ( enable client to be confident ) * World Link Payment Services * Payment can be made in more than 135 currencies through a range of payment options including cash, cross-border Automated Clearing House (ACH), Checks, or electronic fund transfers. * Touch – tone telephone payment application for one – time payment initiation as well as a customer service console to enable payment initiation by an operator. * Offered wide array of Web-based program management tools designed to streamline payment, reporting, spend analysis, global data consolidation, and other critical day – to – day processes. * Enabled corporate customers to receive consolidated spend data for all countries within Asia which could be easily leveraged during supplier negotiations. * Offered an array of integrated investment options through multiple channels, including automatic orders, branch services, and online services. * Promote the E – Workplace DEMOGRAPHIC * More than 90% of all B2B payments made by check 7% automated clearing house (ACH) network Non- Internet system designed to handle large payments The rest using financial Electronic Data Interchange (EDI) services; e.g: Fedwire * Form Financial Settlement Matrix * Company that connected buyers and sellers...
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...CRH plc: Dimensions of Successful Corporate Strategy Global Business Strategy 1 - BUS-5024-0LA \ Table of Contents Introduction 3 Discussion of Chapter Readings and Theory 3 Chapter 5: International Trade Theories 3 Chapter 6: The Political Economy of International Trade 3 Chapter 7: Foreign Direct Investment 4 Chapter 11: Global Strategy 4 Chapter 12: Entering Foreign Markets 4 Introduction to the Case 5 Discussion of the Case 6 Definition of the Problem 6 Generation of Alternatives 6 Selection of Criteria 7 Choice of the Solution 7 Discussion of Implementation Plan 7 Strategy Implementation Assumptions 9 Strategy Directions Pursued By CRH 9 Corporate Parenting Roles Employed By CRH 9 CRH’s Acquisition Strategy and Its Contribution 10 How The Group’s Corporate Strategy Creates Value For CRH 10 Conclusion 10 References 13 Appendices 14 Appendix A 14 CRH plc: Dimensions of Successful Corporate Strategy Introduction Successful companies, these are companies that focus their efforts on strategic areas. To meet customer needs, the company must follow an overall organizational strategy. A good strategy helps to permanently preserve and strengthen the position of the target market, consistently meeting customer needs better than their competitors. The company's strategy, a way to focus on the target market segment, including that of their competitors. It is also an organization's plan, drawn up to gain a sustainable advantage over competitors...
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...Plan Executive Summary To survive in the global and competitive business environment, it is essential for a company’s to conduct extensive research so that they can develop a strong brand image from the initial stage as it leads to greater financial benefits for the company. The marketing plan of Apple’s iPad is the topic where an effective marketing strategy is developed to ensure its success in the global competitive market where major plays such as Sony, Compaq and Dell have a significant impact upon Apple’s strategies. Apple’s latest ipad is the revolutionary product which is a portable mini device used as a pc anywhere with its wide range of options and innovative design. Apple’s marketing strategy will be focusing upon the product design, brand positioning, price and promotion of iPad in the global market. This will be linked to the research and analysis of the environmental forces and SWOT analysis to understand the company’s position. Apple’s market strategy will be incorporated with the generic business strategy which is towards growth and maintaining a strong position in the market through its innovative products. Apple will use competitive marketing strategy for its iPad where two such strategies can be developed which are differentiation and Focus to make iPad a success in the global market. Marketing planning and strategies can become highly effective if Apple focuses upon its strategic human resource management and make continuous efforts to redesign its marketing...
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...Global Brand Management – Nike’s Global Brand Dr. Deanne Larson e-mail : larsonelink@aol.com Abstract: The purpose of this paper is to outline and analyze the ingredients of a successful global brand which has and can continue to sustain its global marketing goals. The brand analyzed in this paper is Nike, one of the top sporting goods manufacturers in the world. As part of the analysis of Nike’s global brand, a proposed brand strategy and supporting marketing program will be recommended using the components of Interbrand’s rating and ranking evaluation. The analysis will use components of Interbrand’s approach as the basis of understanding Nike’s current strategy and standing and be used as input into the recommended brand and marketing strategy. Keywords: Interbrand, brand market strategy, global marketing, brand association, global brand management Reference: Reference to this paper should be made as follows: Larson, D. (2011) “Global Brand Management – Nike’s Global Brand”, The ISM Journal of International Business, ISSN 2150-1076, Volume 1, Issue 3, December 2011. Biographical Notes: Dr. Larson is an active management practitioner and academic and a PhD candidate at the International School of Management. Dr. Larson’s other doctoral degree is a Doctorate of Management in Information Technology Leadership. Her doctoral dissertation research focused on a grounded theory qualitative study on establishing enterprise data strategy. She holds Project Management Professional...
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...Point of view What the future demands: The growing challenge of global leadership development B What the future demands: The growing challenge of global leadership development Companies worldwide seem to be seized by a new enthusiasm for innovation and growth after a sobering period of retrenchment and downsizings. Fast-moving technologies, rapid global expansion, shifting business models, mergers and acquisitions all hold out dazzling possibilities. But in order to capitalize on these opportunities, corporate leaders are confronting a serious need for new kinds of talent and leadership. One has the sense that CEOs all over the world are emerging from strategy sessions and turning to their HR leaders with the same questions: How will we get our company from here to there? And do we have the leadership to make that transition? HR executives bear increasing responsibility for helping their organizations find and develop leaders who can move their companies forward – and then for helping those leaders to succeed. This responsibility is complicated by the fact that it’s often difficult to get a clear view into the future state of the business. Among the outstanding questions for HR executives: ■ How fast must we be prepared for change throughout the organization and change at the top? What leadership skills are required for the future? How do we ensure that we hire, develop and retain the people with the right skills – intellectually, technologically and emotionally...
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...toda ister yf Sa o vin r gs ! Business Enabling • Strategic Innovation • Capability Building FIVE WAYS TO REGISTER +971 4 335 2437 +971 4 335 2438 register@iirme.com IIR Holdings Ltd. P.O Box 21743, Dubai, UAE Business Enabling • Strategic Innovation • Capability Building www.hrsummitexpo.com AY2001 Tuesday 20 November 2012 Wednesday 21 November 2012 Thursday 22 November 2012 DAVE ULRICH NEW AND EXCLUSIVE FOR 2012 Full Day Masterclass C Full Day Masterclass D A Day With The World’s Most Influential Person in HR FOR THE FIRST TIME LEARNING SESSIONS FOR YOU AND YOUR COLLEAGUES TO ATTEND! Bring your entire HR Team to the show as this year’s event features two expertled operational Forums, and over 15 Open Seminars and HR Clinics – learning is guaranteed for everyone. Super Sunday 18 November 2012 Monday 19 November 2012 Dave Ulrich Guru Day HR Excellence Awards** HR Clinics (Open Seminars)* HR Summit (Main) Learning & Development Forum HR Clinics (Open Seminars)* HR Summit (Main) Recruitment & Talent Acquisition Forum* HR Clinics (Open Seminars)* Full Day Masterclass A Full Day Masterclass B GROUP DISCOUNTS AVAILABLE CALL: +971 4 335 2483 E-MAIL: a.watts@iirme.com An Interactive Day with Dave Ulrich – Hear directly from the world’s most influential person in HR. Not to be missed! A Reinvented Programme – The agenda is constructed around the 6 pillars that make HR successful and effective An Unrivalled Heavyweight...
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...strategic management in ZTE and has four parts. First part is a brief introduction of ZTE. Then the environmental analysis of ZTE is given and the challenges are stated. A critical analysis of ZTE’s strategy based on the environment is given in the third part. The last part is the future implication. Part 1 Introduction ZTE first founded as Zhongxing Semiconductor Co. Ltd, in 1985, Shenzhen, China. At its early age, ZTE has gained great success. In 1995, ZTE became the first Chinese firm in telecom industry to attain the ISO09001 quality standard certification. In 1996, ZTE started to take the multi-product research and development strategy, which included wireless switching, transmission, access, video conferencing and power supply systems (ZTE, 2012). In 1997, ZTE was listed on Shenzhen Stock Exchange in China. ZTE is currently the biggest telecommunications equipment manufacturer in China’s A stock market. In 2004, it became the first A-share company to be listed in Hong Kong Stock Exchange (Datamonitor, 2011). The focuses of ZTE never limited only in domestic market. ZTE launched its international expansion and expanded aggressively since 2000s. The initial overseas destinations were mainly in Asia and Africa. Currently, ZTE is becoming a global leading provider of telecom equipment and networking solutions which serves clients in 140 countries across the world (Datamonitor, 2011). Due to ZTE’s implementation of multi-product research and development strategy, multiple...
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...Global Operations Management Abstract The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers. Global Operations Management In today’s global economy many companies have been feeling the necessity or the pressure to compete overseas with other companies not only to expand their market share but to obtain higher profits. While there are substantial opportunities in expanding globally, privately owned companies also face significant challenges in selling, purchasing, and setting up operations in foreign countries. PPQ Parts is one of the companies that have decided to expand globally over the next several years, but in order to do it managers must be properly trained in multiculturalism and diversity management. The company executives need to be aware of the many challenges and obstacles that going globally represents for the organization to be prepared when a situation arises. Global marketplace...
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...Case Study: W.L. Gore & Associates Gore’s Organization Structure The Gore Company has historically been one of the most successful and innovative in the world. Current market conditions have influenced their decision to diversify production and spread business teams over three continents. Obviously, it is impossible for any company to become widely known without accepting the rules of globalization. Gore Company has shown that their practices are quite effective and contribute to success of all their business teams working on different products. Of course some practices could be adjusted or changed to accommodate modern realities. First of all, Gore Company should be more focused on modern technologies and continuing to research and develop new products. New technologies like Oculus Rift or Google Glass will provide better possibilities for collaboration in the nearest future, thus integration of innovative technologies is a key aspect helping to retain a competitive advantage while considering the economies of their scope. In addition it is to hire only the best professionals from all over the world that understand the importance of confidentiality and fierce competition. According to the case study, it is more difficult to be accepted to Gore Company than to any elite university, which indicates a focus on a high level of Talent Acquisition. Gore should hone in on the “Intrapreneuring Associates” by allowing them the freedom and opportunity to research new technologies...
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...Hamel, then a lecturer at London Business Schooi, and C.K. Prahalad, a University of Michigan professor, wrote "Strategic lntent,"the article signaled that a major new force had arrived in management Hamel and Prahalad argue that Western companies focus on trimming their ambitions to match resources and, as a result, search only for advantages they can sustain. By contrast, Japanese corporations leverage resources by accelerating the pace of organizational learning and try to attain seemingly impossible goals. These firms foster the desire to succeed among their employees and maintain it by spreading the vision of global leadership. This is how Canon sought to "beat Xerox"and Komatsu set out to "encircle Caterpillar." This strategic intent usually incorporates stretch targets, which force companies to compete in innovative ways. In this McKlnsey Award-winning article, Hamel and Prahalad describe four techniques that Japanese companies use: building layers ofadvantage, searching for "loose bricks," changing the terms of engagement, and competing through collaboration. Strategic Intent by Gary Hamel and C.K. Prahalad oday managers in many industries Most leading global companies started with ambitions that were far bigger than their resources and capabilities. But they created an obsession with winning at ail levels of the organization and sustained that obsession for decades. 148 working hard to match the compete advantages of their new global rivals. They are moving manufacturing...
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...developing countries CEMEX is one of the world's largest building materials suppliers and cement producers. Founded in Mexico in 1906. They supply cement to CEMEX has operations extending throughout the world, with production facilities spanning 50 countries in North America, the Caribbean, South America, Europe, Asia, and Africa. CEMEX’s holds and controls the number 1 rank market shares in almost all countries they are in. this ensures them profit from their customers which are global construction firms or even individuals building their home. CEMEX is the has the largest market share. CEMEX has already established itself as a well known and reliable brand in terms of their product that why their product is heavily preferred by their customers whether firms or individual. CEMEX also acquires companies to extend its market coverage all over the world and it is successful because of its post merger integration and their CEMEX way. CEMEX standardized business processes, technology, and organizational structure across all countries while simultaneously granting countries certain operational flexibility. Opportunity analysis CEMEX is very adept at looking/ identifying potential opportunities in developing countries they look for companies in developing countries in which they can acquire. CEMEX has their PMI and CEMEX way that brings their effective and proven strategies to newly acquired companies while getting strategies from the company that can be applied and set as a standard...
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...‘‘Business communication is a term that can be defined as the contact between the people in an organisation for the intention of carrying out the business activities. It is used to promote a product, service, or organization as well as pass on information within a business or work as an official statement from a company’’ (Business Communication, ask.com, 2013). Good communication skills are imperative for any business. In fact, these skills can often mean the difference between success and failure. There are two main types of business communication. Internal communication Internal communications is the function responsible for effective communication among participants within an organization. Also it refers to the sharing of information within an organization for business purposes. For example, internal communication within a company can take place via speech, telephone radio, mail, paging, fax, closed circuit television, electronic mail, Internet connections and computer networks. There are two sides to strategy in internal communications. In the first instance there is the organization's strategy — what it hopes to achieve and how it plans to go about achieving it. That strategy will be supported and, to some extent, delivered through effective internal communications. In this context internal communication can help on several different levels: * Tell: simply informing people of the direction, non-negotiable * Sell: anticipating some form of backlash, requiring...
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...Managing with a Global Mindset Group 4 Report Introduction Subsequent to an Accenture survey of 900 senior executives, Bellin and Pham (2007) identified the paradox faced by global enterprises of maintaining a common corporate culture and identity while recognising the need for diversity and flexibility to succeed in vastly different markets. Emerging economies will become a major source of new customers, accounting for over half of global consumption by 2025 and by 2050, 97% of the 438 million people expected to join the global workforce will come from developing countries (Bellin & Pham, 2007). How companies compete and differentiate themselves in varying and new environments is greatly dependent upon the development of, and support for, their leaders and managers on global assignments to collaborate for innovation in both practices and ideas. Levy (2007) describes a ‘Global Mindset’ that is characterized by three aspects: * Openness to and awareness of multiple spheres of meaning and action; * Complex representation and articulation of cultural and strategic dynamics; and * Integration of ideas and actions oriented both to the global and local. CEMEX, a global cement company, has recognised the imperative of developing a global mindset across the organization by standardising ways of working while simultaneously recognising and assimilating best practices from its diverse operations and people. It does this by embedding its philosophy of the CEMEX...
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