...International Business Pt-PGPM Dr. Ankur Roy Asst. Professor Strategic Management Area Email: ankur.roy@mdi.ac.in INTERNATIONAL BUSINESS The course on International Business is designed for those who intend to pursue a career in International Business and for those who believe, to be successful it is necessary to understand the globalization, its evolution, patterns, drivers and linkages as the future consists of economies that will be absolutely interdependent due to rapid dismantling of all kinds of barriers to trade. For survival, businesses will have to look beyond national boundaries and an international mindset will be required to be developed since the products, services, markets, consumers, collaborators, competitors, logistics, operations, alliances and resources will not be bounded by geographical limitations. This will cut across all businesses and industries without discrimination of being emerging or declining, small, medium or large, slow moving or fast, technology oriented or not, in developed countries or in emerging economies. Additionally, it will provide an insight and understanding of functioning of the increasingly significant international organizations and the international monetary systems; of the uncontrollable forces influencing foreign environments today and changes that have already taken place in the international business arena and are likely to emerge on time horizon in short and in long term. Goals and Objectives: Upon...
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...Harvard Business Review Reflection Subject matter: HBR Reflection Retail Doesn’t Cross Borders -Here is why and what to do about it- Reflection The article at hand "Retail Doesn't Cross Borders- Here's why and what to do about it" written by Marcel Corstjens, the Unilever Chaired Professor of Marketing at Insead, and Rajiv Lal, the Stanley Roth Sr. Professor of Retailing at Harvard Business School, was published in the Havard Business Review of April 2012 on the pages 104-111 and deals with the issues of expanding abroad for international grocery retailers and the resulting problems they have to face. In the beginning of their article they state that economical recession in the U.S. And Europe lead easily to focussing on feasible emerging markets in the developing world The opinion that globalisation is not a receipt for growth and emerging sales rates. Corstjens and Lal put the focus on grocery retailers and got the result that within a few exceptions the retailers have not gained any growth by expanding abroad. They stress that the lack of a close connection to the retail market abroad and the dominating local players made it difficult for emerging grocery retailers to find a place in the market. Some retailers found new strategies in order to emerge domestically as well. They express many reasons for expanding which varies, but Cortjens and Lal point out that the main goal is growth. By stating that many companies are lead by opportunistic decision making...
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...Manager’s Guide to Forecasting by David M. Georgoff and Robert G. Murdick Harvard Business Review Reprint 86104 J A N U A RY– F E B R U A RY 1 9 8 6 HBR Manager’s Guide to Forecasting David M. Georgoff and Robert G. Murdick E arly in 1984, the Houston-based COMPAQ Computer Corporation, manufacturer of IBMcompatible microcomputers, faced a decision that would profoundly affect its future. Recognizing that IBM would soon introduce its version of the portable computer and threaten COMPAQ’s dominance in this profitable market, the company had two options. It could elect to specialize in this product line and continue to market its highly regarded portables aggressively, or it could expand market offerings to include desktop microcomputers. The latter move would force the year-old company to confront IBM on its home ground. Moreover, COMPAQ would have to make a substantial investment in product development and working capital and expand its organization and manufacturing capacity. COMPAQ’s management faced several important unknowns, including the potential market’s size, structure, and competitive intensity. Management recognized that the company’s vitality might seriously erode if it did not expand its product line. If the expansion were successful, COMPAQ might enjoy economies of scale that could help ensure its survival in a dynamic and very competitive industry. If COMPAQ’s market assumptions were incorrect, however, its future might be bleak. Many of today’s...
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...HBR SPOTLIGHT Assets like leadership, talent, and speed are what produce superior market value. A capabilities audit can show you how you measure up-and how to build on your intangible strengths. Capitalizing on Capabilities by Dave Ulrich and Norm Smallwood they admire, people quickly point to organizations like General Electric, Starbucks, Nordstrom, or Microsoft. Ask how many layers of management these companies have, though, or how they set strategy, and you'll discover that few know or care. What people respect about the companies is not how they are structured or their specific approaches to management, but their capabilities an ability to innovate, for example, or to respond to changing customer needs. Such organizational capabilities, as we call them, are key intangible assets. You can't see or touch them, yet they can make all the difference in the world when it comes to market value. These capabilities - the collective skills, abilities, and expertise of an organization - are the outcome of investments in staffing, training, compensation, communication, and other human JUNE 2004 I F YOU ASK THEM WHICH COMPANIES resources areas. They represent the ways that people and resources are brought together to accomplish work. They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it is. They are stable over time and more difficult for competitors to copy than capital market access, product strategy...
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...www.hbr.org HBR SPOTLIGHT Strategy and Society The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer • Reprint R0612D HBR SPOTLIGHT Strategy and Society The Link Between Competitive Advantage and Corporate Social Responsibility by Michael E. Porter and Mark R. Kramer COPYRIGHT © 2006 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Governments, activists, and the media have become adept at holding companies to account for the social consequences of their activities. Myriad organizations rank companies on the performance of their corporate social responsibility (CSR), and, despite sometimes questionable methodologies, these rankings attract considerable publicity. As a result, CSR has emerged as an inescapable priority for business leaders in every country. Many companies have already done much to improve the social and environmental consequences of their activities, yet these efforts have not been nearly as productive as they could be—for two reasons. First, they pit business against society, when clearly the two are interdependent. Second, they pressure companies to think of corporate social responsibility in generic ways instead of in the way most appropriate to each firm’s strategy. The fact is, the prevailing approaches to CSR are so fragmented and so disconnected from business and strategy as to obscure many of the greatest opportunities for companies to benefit society...
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...Running head: PROBLEM SOLUTION: GENE ONE Problem Solution for Gene One University of Phoenix MBA 520 – Transformational Leadership Problem Solution for Gene One Change is inevitable in any organization; however, there are a myriad of approaches toward that change and the individuals involved. Change relates directly to organizational behavior and leadership style. This problem analysis and suggested solution will look at a scenario entitled Gene One and will explore the challenges facing the CEO and the changes facing the company and its employees. This analysis will review a number of leadership style issues in addition to organizational culture, knowledge management, emotional intelligence, and knowledge management. Situation Analysis Issue and Opportunity Identification Change is, and never has been as easy to accept, as the change agent would prefer. Niccolo Machiavelli said, “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things” (Kaplan, J. ed. 1992, p. 136). Several areas related to organizational development and leadership style are evident in the scenario. Internal communication or lack thereof can make or break an organization in transition. At Gene One, the process has not been particularly effective to date creating tension not only within management but also throughout the organization. Management has a unique opportunity...
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...pay for the best. And it really had taken off. Since its flagship club had opened at one of New York City’s most prestigious addresses 15 years ago, Transition’s sales had doubled each year. The first location, a 25,000-square-foot facility with 14 full-time staff members, plus numerous sales associates, was almost maxed out at 2,300 members. Within its first two years of operation, Transition had opened similarly popular facilities in other major cities: Chicago, Washington, Los Angeles, London, Paris, Milan, Singapore, Hong Kong, and Tokyo. Within five years, it was also operating through the five-star Printemps hotels, offering its services to guests. harvard business review • march–april 1995 It wasn’t just clever marketing. True, the initial campaign—a targeted direct-mail effort featuring an endorsement from four-time Wimbledon winner Julia Sonoma—had generated a solid response. And Transition advertised regularly in publications such as the New York Times, Town and Country, and the...
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...www.hbr.org BEST OF HBR 1999 Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. Managing Oneself by Peter F Drucker . • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Managing Oneself 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0501K BEST OF HBR 1999 Managing Oneself The Idea in Brief We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and smarts, you can rise to the top of your chosen profession—regardless of where you started out. But with opportunity comes responsibility. Companies today aren’t managing their knowledge workers’ careers. Rather, we must each be our own chief executive officer. Simply put, it’s up to you to carve out your place in the work world and know when to change course. And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do all of these things well, you’ll need to cultivate a deep understanding of yourself. What are your most valuable strengths and most dangerous weaknesses? Equally important, how do you learn and work with others? What are your most deeply held values? And in what type of work environment can you make the greatest contribution? The implication is...
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...The Discipline of Innovation by Peter F Drucker . Reprint r0208f August 2002 HBR Case Study The Sputtering R&D Machine Martha Craumer r0208a Voices Inspiring Innovation Creativity Under the Gun Teresa M. Amabile, Constance N. Hadley, and Steven J. Kramer r0208b r0208c The Failure -Tolerant Leader Richard Farson and Ralph Keyes r0208d r0208e Breaking Out of the Innovation Box John D. Wolpert Best of HBR The Discipline of Innovation Peter F Drucker . r0208f r0208g r0208h r0208j Research That Reinvents the Corporation John Seely Brown Tough-Minded Ways to Get Innovative Andrall E. Pearson Organizing for Innovation: When Is Virtual Virtuous? Henry W. Chesbrough and David J. Teece Creativity Is Not Enough Theodore Levitt r0208k In Closing Stumbling into Brilliance Danny Hillis r0208l BEST OF HBR 1985 The Discipline of Innovation by Peter F Drucker . How much of innovation is inspiration, and how much is hard work? If it’s mainly the former, then management’s role is limited: Hire the right people, and get out of their way. If it’s largely the latter, management must play a more vigorous role: Establish the right roles and processes, set clear goals and relevant measures, and review progress at every step. Peter Drucker, with the masterly subtlety that is his trademark, comes down somewhere in the middle. Yes, he writes in this article, innovation is real work, and it can and should be managed like any other corporate function. But that doesn’t mean it’s the...
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...HBR AT LARGE Most companies' orientation programs were designed to help new hires hit the ground running. Trilogy's boot camp has a bigger goal: keep the company running. No Ordinary Boot Camp by Noel M.Tichy C ORPORATE BOOT CAMPS. We've all heard about tbem. Many of us have lived through them. In my case, I've even invented a number of them. It's fair to say that, while some achieve their goals better tban others, they're ail pretty mucb the same. They APRIL 2001 typically focus on knowledge transferinforming new hires, for instance, about the company's products and markets and how to access key resources in the organization. The best ones, like those at GE and Ford, do this by having the recruits work on real business problems, where intense teamwork is required to meet tight deadlines (a technique I've described elsewhere as "compressed action learning"). I've studied tbem all. I thought I'd seen it all. But then I saw Trilogy University. It was 1998, and I was traveling around the 63 HBR AT LARGE • No Ordinary Boot Camp country, studying corporate universities as part of a benchmarking research project on action learning. Within days of my arrival, I knew Trilogy University was a breed apart ~ in fact, my definition of best practice shot out to the horizon line. I've spent hundreds of hours since then at TU, documenting its unconventional approach-and its phenomenal results. (It should be stated, by way of...
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...Marilynn Black Tesco Case Ashford University BUS620: Managerial Marketing (NAC1244A) Dr. Susan Sasiadek 11/05/12 Tesco is one of the world’s leading retailers with over 2100 supermarkets, in Europe, US and South East Asia. The group has interests in grocery, non-food items, financial services and telecommunications. It is committed to reducing prices for customers and offering the best value. It seeks to help customers spend less. In 2007, sales were £42,633.4 (mill) and it experienced sales growth of 21.9%. Tesco has over 400,000 employees (Tesco plc, 2010). Tesco Company has attributed an increase in performance and productivity to the use of this model (Tesco plc, 2010). Tesco is an international retailer with a global presence in over 14 countries and a major share of the UK retail market and a consumer base exceeding 260 million people (Child, 2002). Considering the utter size and operations of the organization, it is essential that it deploys a strong strategic performance management structure in order to improve and reinvent itself continuously. The recent financial crisis put Tesco under the pressure when its customers by seeking reduce its expenses switched to cheaper alternative supermarkets as Lidl, Asda and Aldi. According to the has poor results in this market segment, and in order to maintain their market share, the company has tackled the problem by releasing 400 low -cost new ranges of food and products on their shelves. Tesco had to change...
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... | Instructor: David Chandler E-mail: david.chandler@phd.mccombs.utexas.edu Office: CBA 3.332K Tel: (512) 471-2548 Office hours: Monday, 10:00-11:00 am Wednesday, 10:00-11:00 am Immediately after class and at other times by appointment. REQUIRED COURSE MATERIALS (Available at the University Co-op) 1. Course reading packet: Selection of Harvard Business School case-studies, Harvard Business Review articles, as well as other articles and book chapters. COURSE OBJECTIVES This class is the capstone class for students studying at McComb’s School of Business. It is an essential component of your business degree. The overarching goal, therefore, is to build on the classes you have taken elsewhere in the business school and help prepare you to enter the workforce. The starting...
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...JaNuaRy–FeBRuaRy 2014 23 consumer Behavior What Marketers Don’t Get About Online Reviews Itamar Simonson and emanuel rosen 78 competition The Big Lie of Strategic Planning roger l. Martin 103 risk Management The New Rules of Globalization Ian Bremmer : -( : -( ; -) : A greAt plAce to work What ideo, BlackRock, and Netflix know about building high-performance cultures Page 53 ©2013 Cartier calibre de cartier CHRONOGRAPH 1904-CH MC THE 1904-CH MC, THE NEW AUTOMATIC WINDING CHRONOGRAPH MOVEMENT, WAS CONCEIVED, DEVELOPED AND ASSEMBLED BY THE CARTIER MANUFACTURE IN THE GREATEST WATCHMAKING TRADITION. THIS MOVEMENT IS EQUIPPED WITH INGENIOUS SYSTEMS FOR UTMOST PRECISION: A COLUMN WHEEL TO COORDINATE ALL THE CHRONOGRAPH FUNCTIONS, A VERTICAL CLUTCH DESIGNED TO IMPROVE THE ACCURACY OF STARTING AND STOPPING THE TIMING FUNCTION, A LINEAR RESET FUNCTION, AND A DOUBLE BARREL TO ENSURE UNRIVALED TIMEKEEPING. 18K PINK GOLD 42 MM CASE, MECHANICAL MANUFACTURE CHRONOGRAPH MOVEMENT, SELF-WINDING, CALIBRE 1904-CH MC (35 JEWELS, 28,800 VIBRATIONS PER HOUR, APPROXIMATELY 48 HOUR POWER RESERVE), CALENDAR APERTURE AT 6 O’CLOCK, 18K PINK GOLD OCTAGONAL CROWN, SILVER OPALINE SNAILED DIAL, GOLD FINISHED CHAMFERS. ALLIGATOR STRAP. EXPLORE AND SHOP WWW.CARTIER.US - 1-800-CARTIER hbr.org January–February 2014 Contents 53 SpoTlIghT on TalENT aND PErformaNCE 54 IDEo’s Culture of helping Research at one office of the design firm ...
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...MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996 Using the Balanced Scorecard as a Strategic Management System Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of financial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfinancial metrics are so valuable mainly because they predict future financial performance rather than simply report what’s already happened. This article, first published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow’s goals, focusing on that place where, in the words of the authors, “the rubber meets the sky.” by Robert S. Kaplan and David P. Norton A | transform themselves for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional financial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth. (See the exhibit “Translating Vision and Strategy:...
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...www.hbr.org BEST OF HBR 1999 Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. Managing Oneself • DO N copying or posting is an infringement of copyright. permissions@hbsp.harvard.edu or 617.783.7860 Reprint R0501K OT C 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Managing Oneself 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications OP Included with this full-text Harvard Business Review article: YO by Peter F Drucker . RP OS T BEST OF HBR 1999 Managing Oneself The Idea in Brief We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and smarts, you can rise to the top of your chosen profession—regardless of where you started out. But with opportunity comes responsibility. Companies today aren’t managing their knowledge workers’ careers. Rather, we must each be our own chief executive officer. Simply put, it’s up to you to carve out your place in the work world and know when to change course. And it’s up to you to keep yourself engaged and productive during a work life that may span some 50 years. To do all of these things well, you’ll need to cultivate a deep understanding of yourself. What are your most valuable strengths and most dangerous weaknesses? Equally important, how do you learn and...
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