...build the park adjacent to the studios, there was not enough land to adequately create it. Instead, he bought 60 acres of property in Anaheim and started working with engineers to make his vision become a reality. The park was designed to give fans a place to experience the magic of Disney characters and creativity. Now Disney Land has grown into one of the world’s leading providers of family travel and leisure experiences. It has been in many countries all over the world. For this success, it has gone through a difficult process. To enter a new market, Disney Land must overcome many barriers: taxes, land for building, labor force and especially the cultural barrier. Each country has its own culture and different from the others. Our report is to focus on the way Disney Land acted to adapt to French Culture - a European unique culture and Hong Kong (China) the territory which is located in East Asia but has Western Culture. Businesses: The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with five business segments: 1. Media networks 2. Parks and resorts 3. Studio entertainment 4. Consumer...
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...TABLE OF CONTENTS 5 10 16 21 26 32 35 41 50 53 61 IN RETROSPECT: PROPERTY MARKET PERFORMANCE IN 2014 PRIVATE PROPERTY MARKET 2015: THE SQUEEZE TIGHTENS FURTHER HDB RESALE MARKET 2015: AN ANTICIPATION OF AN UPSWING? ALONG THE THOMSON LINE: BRINGING BENEFITS TO THE EAST SKIMMING THE SUBLETTING SITUATION HOW SINGAPOREANS FEEL ABOUT THE LOCAL PROPERTY MARKET COMMERCIAL PROPERTY: A MIXED OUTLOOK REFLECTING CHANGING LANDSCAPES PROPERTY OUTLOOK 2015: SEARCHING FOR INSIGHTS NEW YORK: A PROPERTY RISING STAR ON THE HORIZON LONDON RESIDENTIAL PROPERTY OUTLOOK: THE BEST JUST GOT BETTER FENG SHUI: USHERING IN THE YEAR OF THE GOAT PropertyGuru Outlook Report 2015 2 PREFACE It without a doubt property still remains a hot button issue for Singaporeans. From speculation about whether the cooling measures will be eased to predictions of just how much market prices will continue to fall, the topic has dominated conversations of many first-time buyers, upgraders and investors. In 2014, the decline in Singapore’s private residential and HDB resale market, showed no signs of abating. Restrictions on access to mortgage capital because of the Total Debt Servicing Ratio (TDSR) has, to a large degree, influenced the reinforcement of these behavioural patterns and will continue to so – at least for the majority for 2015. And with the government reiterating that they will not relax the existing policies, status quo looks set to place further pressures on the already subdued market. Nonetheless...
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...CASE 21 The Not-So-Wonderful World of BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing, but the Disney response was that their views reflected...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned the initial financing...
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...CASE 21 The Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would easily spend $600 on a visit to the park. In contrast, at EuroDisney, families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including les hamburgers and les milkshakes. Staying overnight was out of the question for many because hotel rooms were so high priced. For example, prices ranged from $110 to $380 a night at the Newport Bay Club, the largest of EuroDisney’s six new hotels and one of the biggest in Europe. In comparison, a room in a top hotel in Paris cost between $340 and $380 a night. Financial losses became so massive at EuroDisney that the president had to structure a rescue package to put EuroDisney back on firm financial ground. Many French bankers questioned ...
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...Reference for International Marketing True/False 1. Confucian philosophy, taught throughout Japan’s history, emphasizes the basic virtue of loyalty to the country. ( T ) Confucian philosophy, taught throughout Japan’s history, emphasizes the basic virtue of loyalty “of friend to friend, of wife to husband, of child to parent, of brother to brother, but, above all, of subject to lord,” that is, to country. 2. The uncontrollable factors affecting international marketing are limited to political forces, economic climate, and competitive structure. ( F ) 3. Acculturation refers to the process of becoming an agent of change by innovating. (F) Humans make adaptations to changing environments through innovation. Individuals learn culture from social institutions through socialization (growing up) and acculturation (adjusting to a new culture). 4. We are less likely to evaluate a person’s behavior in terms of what is familiar to us because we use our self-reference criterion (SRC). (F) The self-reference criterion (SRC) is especially operative in business customs. If we do not understand our foreign counterpart’s customs, we are more likely to evaluate that person’s behavior in terms of what is familiar to us. 5. People from cultures with high Power Distance Index scores are more likely to have a general distrust of others. (T) People from cultures with high PDI (Power Distance Index) scores are more likely to have a general distrust of others (not those in their groups) because...
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...People go to work for many different reasons: because they are board, or need to help support a family in this day in age it takes 2 incomes to support a family and keep a home in running order with the cost of everything going up. There are many different types of ways to motivate people, because different people get motivated in different ways not just one thing will work on everyone. There are two types of motivations intrinsic and extrinsic. Intrinsic is where if you stay over at work to help out because you enjoy the work, Extrinsic is I hurry threw my work as so to get out early so I can go shopping, the reward shopping. Green River employees are motivated by higher rates of pay and benefits, Aberdeen’s are motivated by extra days off, or self accomplishment. (Jones,G,George,J(2007). Aberdeen’s reward structure is different all employees are referred to and treated as technicians all paid overtime for anything over 40 hours per week. Working in group atmosphere at Green River will work with a steady time line. The employees may first object because most people do not like change but it will make their jobs easier and more efficient for FMC. The employees at Green River employees will have to trust the leadership of managers to work thru it. At Aberdeen there is more trust employees are allowed to do their jobs with complete trust and confidence, unlike at Green River where there is fear they only do what they are told and show no creativity on fear of getting in trouble...
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...Negotiations Final Paper Professor Seth M. Kaplowitz January 24, 2014 Last fall, my wife and I put our home up for sale. Our motivation was simple, with the money we would get from the sale of our home we could pay off all our debt and have plenty of money left over to invest, eventually saving enough to buy a bigger home. Emboldened by the allure of liquidity I listed our home for sale and waited for the offers. Indeed the offers did come in, in fact over the next few months we were in and out of escrow three times. Undeterred we listed our home for a fourth and mutually agreed final time. We agreed our Best Alternative to a Negotiated Settlement (BATNA) was staying in the home and not planning to buy a bigger house. Our reservation point was set as a sales price of $440,000 which we calculated as the amount of money we needed to pay off our mortgage, all other debts, and provide enough seed money for our new investment fund. Two days after relisting our home we received an offer for $445,000 which we accepted. Prior to accepting the offer I received a call from the buyer’s agent, named Rong, inquiring as to why the property had been in and out of escrow three times. I explained our past experiences with buyers getting cold feet and backing out of escrow. I also expressed my reluctance to accept any additional offers without assurances the prospective buyers were serious. Rong assured me her buyers were serious. In an effort to provide these assurances...
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...Introduction This report focuses on Malaysia. Some of the key issues that I would like to highlight in this forum are: the influence of globalization on International Business Trade for Malaysia, the roles of ASEAN Free Trade Agreement (AFTA) policies for ASEAN trade collaboration and competition, the macro environmental factors that international business should focus upon before launching market expansion, the roles of government in supporting international trade such as Foreign Direct Investment, how government should assist their businesses in competing in global arena either by protectionism or subsidizing, why has International Franchising strategy has work and what are the industries that have utilized this strategy for expansion successfully and why international business executive should pay attention to cultural influence in business negotiation process particularly Malaysia. Influence of globalization Globalization is taking significant role in many nations around the world. All products and services are strongly linked to each other. For example, different parts of computer can be manufacture in different location and assemble in China to save cost. Both developed and developing countries such as Malaysia are cautious of its benefits not only socioeconomically but also geopolitically. Realizing this, Malaysia has started to take initiative in globalization approach in the 21st century. For example, the export of Thai rice and sugar to Malaysia, telecommunication...
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...INTRODUCTION:- COMPANY OVERVIEW About HSBC BANK Headquartered in London, HSBC is one of the largest banking and financial services organizations in the world. HSBC's international network comprises around 9,500 offices in 85 countries and territories in Europe, the Asia-Pacific region, the Americas, the Middle East and Africa. With listings on the London, Hong Kong, New York, Paris and Bermuda stock exchanges, shares in HSBC Holdings plc are held by around 200,000 shareholders in some 100 countries and territories. The shares are traded on the New York Stock Exchange in the form of American Depositary Receipts. Through an international network linked by advanced technology, including a rapidly growing e-commerce capability, HSBC provides a comprehensive range of financial services: personal financial services; commercial banking; corporate, investment banking and markets; private banking; and other activities. History The HSBC Group has an international pedigree which is unique. Many of its principal companies opened for business over a century ago and they have a history which is rich in variety and achievement. The HSBC Group is named after its founding member, The Hong Kong and Shanghai Banking Corporation Limited, which was established in 1865 to finance the growing trade between China and Europe. After the British established Hong Kong as a colony in the aftermath of the First Opium War, local merchants felt the need for a bank to finance the growing trade between...
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...S HONG KONG DISNEYLAND w 907M13 Michael N. Young and Donald Liu wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2007, Ivey Management Services Version: (A) 2007-08-27 September 12, 2006, marked the one-year anniversary of the opening of Hong Kong Disneyland (HKD). Amid the hoopla and celebrations, media experts were reflecting on the high points and low points of HKD’s first year of operations, including several controversies that had generated some negative publicity. At a press conference and interview to discuss the first year of operations, Bill Ernest, HKD’s executive vice-president, acknowledged that the park had learnt a lot from its experiences and that the problems had made it stronger. Ernest also announced that HKD attendance...
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...Group Assignment UNICON CONCRETE PRODUCTS (H.K.) LTD CASE REPORT Module 4: Operations management College: Humber Class: Wednesday, 6:30 pm – 9:30 pm Submitted by: Shilpa Puri, Maria Tolokonnikova, Davinder Matharu, Adina Goldfarb, Zeeshan Hanif Date: April 2nd, 2014 Table of Contents EXECUTIVE SUMMARY Page Part 1 Executive Summary 3 ISSUE IDENTIFICATION Part 2 Immediate Issues 4 Part 3 Systemic Issues 4-5 ENVIRONMENTAL & ROOT CAUSE ANALYSIS Part 4 Qualitative Analysis 5-6 Part 5 Quantitative Analysis 6-7 ALTERNATIVES AND/OR OPTIONS Part 6 Alternatives 8-9 RECOMMENDATIONS Part 7 Recommendations & Action Plan 9-11 IMPLEMENTATION Part 8 Recommendations Implementation Plan 12 MONITORS & CONTROLS Part 9 Monitors and Controls 13 Part 10 Conclusion & Management Plan 13 Part 11 Future State 14 Appendixes 14-15 References 16 PART 1: EXECUTIVE SUMMARY Unicon has already positioned itself strategically...
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...Winning Global Taste Buds: v Levendary Café v Hillary Tzeng v Table of Contents v Executive Brief 3 Decision Tree 4 Company Overview Product Mix & Global Presence Current Business Model Value Chain Competitive Advantages Growth Imperative 5 6 7 8 9 Country Analysis – China Economic Overview CAGE Analysis Target Consumers Institutional Voids 10 11 12 13 Industry Analysis – Multi-Unit Restaurants Porter’s Five Forces Market Attractiveness Industry Trends Competitor Analysis 14 15 16 17 Recommendations 18 v Executive Brief v To reap the profits derived from possessing a strong brand image, quality customer service, and consistent company practices across its global operations, Levendary Café must enter China as a wholly owned enterprise, focus initially on an aggregation-arbitrage strategy, and reroute its Levendary China operations to a new arm of its managerial hierarchy. Thus far, Levendary China has suffered from a scattered brand reputation. In a rush to open as many stores as possible, Levendary Café in China has relied upon a pure adaptation strategy, which has fragmented its carefully curated company image. If the company wants to regain full control of its branding, it should only consider establishing wholly-owned operations to avoid losing further control. By turning to an aggregation-arbitrage strategy, Levendary Café can turn also around its profitability by creating...
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...format suitable for presentation to top management. Include the name for each project, identify how each one supports business strategies, assess the potential financial benefits and other benefits of each project, and provide your initial assessment of the value of each project. Project 1 | Recreation and Wellness Intranet Project | Project goal description | Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking and other sports.Allow employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health related issues.Track data on employee involvement in these recreational and health-management programs.Offer incentive for people to join the programs and do well in them. | Business strategy compliance | This project should contribute to reducing internal costs of the company, as one of the strategic key goals.MYH, Inc. pays 20% more that industry average for employer health care preniums.This add-on to the existing Intranet will help employees improve their health and at the same time, lead to lower health insurance preniums. | Benifits | Net savings of at least $30/employee/year for full-time employees over the next for years.Total financial benefit for 20,000 full-time employees, with $30 saving per employee per year, for 4 years is $2,400,000.Health improve health our employees. | Project 2 | Health Coverage...
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...GNlu | US-CHINA RELATIONS | SUBMITTED TO:Dr.Aruna Kumar Malik | | SUBMITTED BY :ABHISHEK CHATTERJEE | REG NO :11A006 INDEX Introduction Pg 2 US China Comparison Pg 3 Brief History Of US-China Relations Pg 5 Conclusion Pg 21 INTRODUCTION Since the dawn of civilization there have been great nations, 5000 years back the Mesopotamian,Egyptian and Indus Valley Civilization were the super-powers,if not the only advanced civilization of their time,2000 years back we had the roman empire and the chineese,500 years back the mughal empire,the ottoman empire etc. The world order keeps on changing, the end of the first world war saw the rise of America along the ranks of other European superpowers like the British Empire,France and Germany and saw the fall of 2 superpowers,the ottoman and the Austria-hungry empire. The second world war ushered the modern world into a new world order. The United Nations was born and its membership suddenly grew. The United States brought about reconstruction of the war torn economies of Europe and Japan and ensured stable democracies for her new allies...
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