...STRATEGY ANALYSIS Of HUAWEI TECHNOLOGIES BANGLADESH LTD. Prepared for Dr. A. K. M. Saiful Majid Professor Institute of Business Administration University of Dhaka Prepared by Md. Ashraful Huq Roll No: ZR1301004, Batch: 15th Executive MBA Program Institute of Business Administration (IBA) University of Dhaka LETTER OF TRANSMITTAL June 14, 2014 Dr. A.K.M Saiful Majid Professor Institute of Business Administration University of Dhaka Subject: Letter of Transmittal Dear Sir, I am glad to submit “Strategy Analysis for Huawei Technologies Bangladesh Ltd.” as a requirement for the completion of “Strategic Management” course. This term paper been prepared on the basis of the theoretical models, approaches and analytical tools taught in the course. The report figures out how Huawei Technologies Bangladesh fits into these various models and approaches and how different factors influence it in particular, internally and externally. Availability and confidentiality of data was a major challenge while preparing the report. My sincere gratitude go to Md. Nafiz Mahmood, RF planning team leader and Shahriar Bin Mohsin, Head of Network Engineering for extending their courtesy and cooperation with appropriate data. I sincerely thank you Sir for allowing me to highlight the key findings in this report and hope that it will fulfill the purpose. It will be extremely kind of yours to accept my analysis. Sincerely yours Md. Ashraful Huq ZR1301004 ...
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...Halmstad University School of Business and Engineering Technical Project and Business Management Master of Science Degree Crucial Factors in Customer Relationship Management A Chinese Perspective of the Telecommunication Industry Dissertation in TPA, 15 ECTS Authors: Song Yan 880514-T168 Wei Bin 850809-T454 Supervisor: Joakim Tell Examiner: Bernd Hofmaier Acknowledgement Thank all persons who have contributed to our dissertation. Without you, we would not have reached the achievement. With the support and encouragement from Joakim Tell, our supervisor, we got a lot useful guidance when there were confusions. With useful advice from Henrik Floren and Bernd Hofmaier, we kept improving our dissertation in a professional way. With the positive feedback from the other group members, we managed to make the thesis easier to understand. We would also like to thank Halmstad University which has given us a good environment and the opportunity to undertake the dissertation in which we are interested. Also, many thanks to Company A which provided a large amount of information which forms the empirical data. Finally, we want to thank our families and friends. You gave us all support both emotionally and financially during the one year study, especially in the last five months for our dissertation. Halmstad August, 2011 I Abstract Customer Relationship Management (CRM) which focuses on the relationship with customers has become more and more...
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...Enriching Life Through Communication Huawei Investment & Holding Co., Ltd. Corporate Sustainability Report 2011 Report Profile Reporting Period: January 1 to December 31, 2011 Date of Most Recent Previous Report: June 2011 Reporting Cycle: Annual Defining Report Content Global Reporting Initiative (GRI) principles such as materiality, stakeholder inclusiveness, sustainability context, and completeness, were used in this report to analyze key sustainability-related issues in business operations and identify major stakeholders. Huawei Investment & Holding Co., Ltd. (hereinafter referred to as “the company” or “Huawei”) hired a third-party organization to survey stakeholders and collect information on stakeholder expectations and requirements. Huawei’s CSR Committee studied, assessed, and selected the key items and indicators disclosed in this report. The performance indicators and management approaches discussed in this report cover all entities that Huawei either has control of or a significant influence over in terms of financial and operational policies and measures. These same performance indicators and management approaches are also consistent with the scope of Huawei’s annual financial report. Report Assurance Method Core indicators and additional indicators from the GRI G3.0 Guidelines were applied to compile the report and the application level is B+. To ensure the reliability, fairness, and transparency of this report, Huawei engaged TÜV Rheinland to verify...
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...Managing the internationalization process Learning outcomes After reading this chapter, you should be able to: ➤ Understand the motives for internationalization. ➤ Apply the theories underpinning the internationalization process. ➤ Explain the Psychic Distance and Born Global concepts. 5 ➤ Advise a multinational firm on choosing an appropriate entry mode for internationalization. ➤ Advise a multinational firm on de-internationalization. 148 Global strategic development Opening case study Internationalization of a French retailer—Carrefour In 1960, Carrefour opened its first supermarket in France. In 1963, Carrefour invented a new store concept—the hypermarket. The hypermarket concept was novel, and revolutionized the way French people did their shopping. It moved daily shopping from small stores to enormous stores where customers find everything they want under one roof, in addition to selfservice, discount price, and free parking space. The first Carrefour hypermarket store was established at the intersection of five roads—hence the name, Carrefour, which means ‘crossroads’. Carrefour is the leading retailer in Europe and the second largest worldwide, with Exhibit A International development of Carrefour Year Country and mode of entry No. of stores (2009) 1969 1973 1975 1982 1989 1991 1993 1993 1994 1995 1996 1997 1997 1998 1998 2000 Belgium—Carrefour’s first hypermarket outside France Spain Brazil—Carrefour’s first hypermarket in the Americas Argentina Taiwan—Carrefour’s...
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...Nigeria is in china to expand this relation. The Chinese Ambassador in Nigeria, once said sometime last year that China and Nigeria have longstanding relations that dates back as far as 45 years. Nigeria is China second biggest trade partner in engineering in Africa. It supposed that by the end of next year our relations of trade will be as high as $13 billion China is still to build a world renowned company like General Electric and Apple. The impression most of the foreign countries have of china is that their business men and entrepreneurs are out to gather wealth, rather than for business strategy, innovation and style of administration. But yet china has one of the most effective business management approach in the 21st century. The Chinese administration cannot be like the Japanese six sigma or invent new management technique, but offers more skills of business management than companies more occidental could offer. The Chinese businesses offer administration's common imperatives: responsiveness, improvisation and flexibility. These competencies supplies them a critical facet. The Chinese Companies have discovered to handle differently over the past 30 years considering they have to work in a fast paced surroundings. Because of the fast changing business world most of company is still to adjust to the changing business system, whereas the companies have to. These factors outlines the key factors that increase Chinese commitment in Africa. They see it like an opportunity to charge...
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...DETERMINANTS OF FDI IN CHINA DETERMINANTS OF FDI IN CHINA Shaukat Ali and Wei Guo1 ABSTRACT Why and how firms take advantage of foreign opportunities, especially via foreign direct investment (FDI) has been much documented. China, as a major emerging market, has attracted significant flows of FDI, to become the second largest receipt. This paper briefly examines the literature on FDI and focuses on likely determinants of FDI in China. It then analyses responses from 22 firms operating in China on what they see as the important motivations for them to undertake FDI. Results show that market size is a major factor for FDI especially for US firms. For local, export-orientated, Asian firms, low labor costs are the main factor. The paper concludes with managerial implications for businesses wish to exploit opportunities in China. INTRODUCTION The past few years has seen a tremendous growth of foreign direct investment (FDI) that has exceeded both world output and world trade. China is by far the largest recipient, and in 2004 surpassed the USA as host destination. It has consequently attracted an increasing attention from multinational businesses. Since China adopted the reform and opening-up policy in the late 1970s, foreign investment has played an increasingly important role in its economic growth. According to the World Investment Report for 2004 by the United Nations Conference on Trade and Development, China absorbed a total of US$53.5 billion worth of ...
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...Maria Giulia Nisii Katarzyna Rybak STRATEGIC MANAGEMENT PROJECT ON SAP AG TABLE OF CONTENTS 1. Executive Summary…………………..…………….……………. Pg 3 2. Description of the Company....……………………..…………….. Pg 5 3. Business Software Industry Analysis…………………………….. Pg 7 4. SAP Internal Analysis……..………………………….………….. Pg 11 5. SAP Competitive Strategy..……………………………………… Pg 15 6. SAP Vertical Integration…………………………………………. Pg 18 7. SAP International Strategy………….……………………………. Pg 20 8. SAP Non-Diversification and Sybase Acquisition……………...... Pg 23 9. SAP Strategic Alliances.………….………………………………. Pg 26 10. Conclusions and Recommendation…………………………........ Pg 28 11. References Section..………………..……………….………..….. Pg 30 1. Executive Summary We are two students of Carlos III University of Madrid and our report purposes were the ones of detecting the main lines of SAP strategy and finding out which were the key success factors for the company. SAP AG is a German multinational software corporation that makes enterprise programs to manage business operations and customer relations. It is one of the largest software companies in the world and is the market leader in enterprise resource planning applications (ERP programs). First of all, to start our research, we identified how the business software industry was looking like to understand the company’s surrounding environment. The industry of e-business is using Information Technology (IT) and the Internet to conduct business in order to operate...
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...Decision Sciences Volume 38 Number 1 February 2007 Journal compilation C C 2007, The Author 2007, Decision Sciences Institute Decision Sciences Research in China: Current Status, Opportunities, and Propositions for Research in Supply Chain Management, Logistics, and Quality Management∗ Xiande Zhao Department of Decision Sciences and Managerial Economics, Chinese University of Hong Kong, Shantin, NT Hong Kong, e-mail: Xiande@baf.msmail.cuhk.edu.hk Barbara B. Flynn† Kelley School of Business, Indiana University, 801 W. Michigan St., BS 4010, Indianapolis, IN 46033, e-mail: bbflynn@iupui.edu Aleda V. Roth Department of Management, College of Business and Behavioral Sciences, Clemson University, 343A Sirrine Hall, Clemson, SC 29634, e-mail: aroth@clemson.edu ABSTRACT As China becomes increasingly important to the global economy, it is critical to conduct high-quality research on important decision sciences issues there. This article provides an extensive review and critique of the extant China-based literature on supply chain management, logistics, and quality management, based on the foundation established by Zhao, Flynn, and Roth (2006). In general, decision sciences research in China is in its infancy. Although there have been some very interesting and well-executed articles, the majority are descriptive and focus on status updates. We provide a set of propositions to guide future research in logistics, supply chain management, and quality management in...
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... 6 5. THE STRUCTURE AND OVERALL STUDY 5.1 CAPITAL EXPENDITURE, 9 5.2 STRUCTURE 12 6. THE FALL OF THE GIANT- REASONS NOT ONE BUT MANY 17 7. STUDY OF THE FINANCIAL DATA AND THE REASONS FOR THE FALL 24 8. PLANS FOR REVIVAL 8.1 MERGER 30 8.2 DIVESTMENT 31 8.2.1. EMPLOYEES STRIKE 32 8.3 OTHER STEPS 35 9. FUTURE PROSPECTS 36 10. REPORTS BY JP MORGAN 37 11. FINDINGS OF THE STUDY 39 12. CONCLUSIONS AND SUGGESTIONS 42 13. BIBLIOGRAPHY 43 14. ABBREVIATIONS...
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...is a multinational corporation engaged in the manufacturing of mobile phones devices, in converging internet and communication industries, having about 132,000 employees working worldwide. The organization is the World’s largest mobile manufacturing company and is operational is 150 different countries having an approximate global annual sales revenue of ¼ 42 billion and operating profit of ¼ 2 billion in the preceding year 2010. The organization has a market share of about 28.9% as of the preceding year 2010 and is still the market leader in the world of mobile phones. Nokia Corporation has a history of 146 years and it wasn't the way it is today, it took Nokia decades to reach at this point. The first Nokia century began with Fredrik Ides tam’s paper mill on the banks of the Nokian virtual River. Between 1865 and 1967, the company would become a major industrial force, but it took a merger with a cable company and a rubber firm to set the new Nokia Corporation on the path to electronics. From 1968-91, the newly formed Nokia Corporation was ideally positioned for a pioneering role in the early evolution of mobile communications. As European telecommunications markets were deregulated and mobile networks became global, Nokia led the way with some iconic products. In 1992, Nokia decided to focus on its telecommunications business. This was probably the most important strategic decision in its history. As adoption of the GSM standard grew, the CEO put Nokia at the head of the mobile...
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...000 foreign funded companies in China with the total amount of realized foreign investment from 1978 to 1998 totaling $250 billion (Shi, 1998). While the interest in investing in China is worldwide, two major investors are the U.S and Taiwan (Pomfret, 1991; Shi, 1998; Sun & Tipton, 1998; Walker, 1996; Wang & Ralston, 1995;). What is also interesting to note is that while almost all U.S. companies investing in China are large multinational corporat ions, many of the investors from Taiwan are small and medium-sized companies (Business Week , March 29, 1993; Wang and Ralston, 1995; Xu, 1996). U.S. small and medium-sized businesses seem uncertain about investing in China or, more likely, they are uncertain about how to invest in China. Is the Chinese market profitable or just a peril? This is a question that the Washington Post found on...
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...ASSIGNMENT DIVERSITY ORGANISATIONAL BEHAVIOUR (BMOB5103) SHARIFAH SHIBRAH BT SYED HUSSEIN STUDENT ID: CGS00838119 Prof. Madya Dr. Rezian-na muhammed kassim Open University Malaysia 2013 TABLE OF CONTENTS 1.0 INTRODUCTION 2 1.1. What is Diversity? 2 1.2. Characteristics of Diversity 4 1.3. Aspects of Diversity 6 i. Aspects of Diversity (Visible): 8 ii. Aspects of Diversity (Invisible): 9 2.0 MANAGING DIVERSITY 13 2.1. Diversity Management 13 2.2 Diversity & Inclusion at Google 13 3.0 BENEFITS AND CHALLENGES OF MANAGING DIVERSITY 17 3.1 Benefits of Managing Diversity 17 3.2.Challenges of Managing Diversity 19 3.3 How to promote and support Diverse Workforce 21 3.4 Cultural Diversity in Malaysia 22 4.0 CASE STUDY 24 A. INTRODUCTION 24 B. BACKGROUND OF THE COMPANY 25 C. SYMPTOMS OF THE OB ISSUES 29 D. CAUSES OF THE OB ISSUE 33 E. RECOMMENDATIONS 34 F. CONCLUSIONS 48 G. REFERENCES 50 APPENDIX 51 Diversity and inclusion questionnaires 51 Q1- ORGANISATIONAL BEHAVIOUR ISSUE- DIVERSITY “Strength lies in differences, not in similarities” ― Stephen R. Covey 1.0 INTRODUCTION 1.1. What is Diversity? Diversity is generally defined as acknowledging, understanding, accepting, valuing & celebrating differences among people with respect to age, class, ethnicity, gender, physical & mental ability. (Gupta, June, 2013). In other way, diversity also means the fact or quality of being...
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...Chapter 1: The business systems of Asia Variety in the regional and general features Civilizational traditions • Confucianism • Taoism • Buddhism • Islam • Catholicism Historical external influences • Colonies • India establishing trading connections, mostly in South East Asia • Chinese who left China and settled as business people in the countries around the rim of the South China sea Periods: 1. 1945-1975 After the retreat of colonial powers, countries needed to reestablish their identity and political structures → hostility + Maoist experiments in China 2. 1975-1997 Relative calm period, stable growth, export to foreign countries, rise in FDI a. Mao’s death: collapse of communism → socialist market economy b. Japanese miracle c. Impressive growth of the South-Korean economy 3. Ersatz capitalism → Asian crisis in 1997: inefficient use of capital was covered up by the availability of easy money from governments, optimistic foreign investors lured by the emerging markets. The system could not keep up the pretence as it became sensitive to a downturn in the economic cycle which hit the region in 1997. → End of easy money and beginnings of reforms. 4. After 1997, reforms: • Improvements to accountability and disclosure in the financing of industry • Reduction of favoritism and corruption during control of licenses and capital • Opening of markets to foreign competition • Adoption of international standards in accounting, trading, IPR • General rise...
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...TABLE OF CONTENT ACKNOWLEDGMENT 3 EXECUTIVE SUMMARY 4 LIST OF TABLES 5 LIST OF FIGURES 6 1.0 CHAPTER ONE: INTRODUCTION 7 1.1 BACKGROUND OF MALAYSIA 7 1.2 BACKGROUND OF THE COMPANY 9 1.3 PROBLEM STATEMENT 11 1.4 RESEARCH OBJECTIVES 11 1.5 SIGNIFICANCE OF THE STUDY 11 2.0 RESEARCH METHODOLOGY 12 2.1 DATA COLLECTION METHOD 12 3.0 CHAPTER THREE: LITERATURE REVIEW 13 4.0 CHAPTER FOUR: FINDINGS 15 4.1 INTERNAL ANALYSIS 15 4.1.1 STRENGTH 15 4.1.2 WEAKNESS 15 4.1.3 OPPORTUNITY 15 4.1.4 THREAT 15 4.2 HOST COUNTRY BACKGROUND / MACRO ENVIRONMENT ANALYSIS 16 4.2.1 POLITICAL 16 4.2.4 TECHNOLOGICAL 18 4.2.5 ENVIRONMENTAL 20 4.2.6 LEGAL 21 4.3 MODE OF ENTRY 23 4.4 EXTERNAL ANALYSIS 23 4.4.1 RIVALRY AMONG EXISTING FIRMS 23 4.4.2 THREATS OF NEW ENTRANTS 24 4.4.3 THREATS OF SUBSTITUTE PRODUCT/SERVICE 24 4.4.4 BARGAINING POWER OF SUPPLIER 25 4.4.5 BARGAINING POWER OF BUYER 25 4.5 MARKET PENETRATION STRATEGIES 25 4.5.1 PRODUCT 25 4.5.2 PLACE (DISTRIBUTION) 27 4.5.3 PRICE 28 4.5.4 PROMOTION 29 5.0 CHAPTER FIVE: CONCLUSION 30 5.1 CONCLUSION 30 5.2 LIMITATION OF STUDY 32 REFERENCES 33 ACKNOWLEDGMENT Assalamualaikum and a very great thankful dedicated to almighty Allah S.W.T for giving us this wonderful opportunity where we are able to portray our capability in completing this international business report. Special thanks is also dedicated to our beloved lecturer, Sir Zaid Mat Yusop for giving us this...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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