...Chapter 7 Cultural Diversity in Cross-Border Alliances Susan E . Jackson Randall S . Schuler Introduction Increasingly, firms are using cross-border alliances to strengthen and maintain their position in the market place . Although often seen as a relatively fast and efficient way to expand into new markets and incorporate new technologies, the success of cross-border alliances is by no means assured . To the contrary, such alliances often fall short of their stated goals and objectives . While some failures can be explained by financial and market factors, the failure of others can be traced to neglected human resource issues and activities associated with managing the cultural diversity present in these organizations . This chapter describes the special challenges that cultural diversity creates for effectively managing human resources within cross-border alliances . Drawing upon the extensive literature regarding the management of domestic alliances and domestic diversity, we offer suggestions for how human resource management practices might be used to improve the success of cross-border alliances . Regardless of industry, it appears that it has become all but impossible in our global environment for firms to successfully compete without growing and expanding through deals that result in cross-border alliances (CBAs) (Lucenko, 2000) . In some industries, e .g., insurance, cross-border alliances provide a means for moving into new markets . In other...
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...basically asking the team led by CMO, Kevin Boyle to revitalize the frequent flyer program without making further discounts to fares while also cutting the marketing budget by an 15% over the next 18 months. Utilizing the nine step problem solving model we will analyze possible solutions and choose the one that will best meet the needs of Classic Airlines and its customers. Defining the problem One of the basic and core concepts of marketing is identifying and meeting the needs, wants and demands of the customer. Needs are basic human requirements like air, food and shelter. Needs can also extend to education, recreation and entertainment and become wants when directed to specific objects that satisfy the need and demands are simply wants backed up by the ability to pay (Kotler & Keller, 2006). When needs, wants and demands are met, customers are more likely to be loyal to the airline. This in turn creates the potential for free word of mouth advertising as the loyal customer shares his or her experience with everyone around them (Anuwichanont, 2010). Classic Airlines seems to be lacking in meeting the needs, wants and demands of their loyalty customers and their loyalty program has seen a decline of 19 percent by January 2006 (University of Phoenix, n.d.). Further those that have remained loyal to Classic Airlines are traveling less frequently; or at least less frequently on Classic Airlines. Gathering facts, feelings, and opinions The marketing team has taken strides...
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...Chartered Secretaries Malaysia ICSA International Qualifying Scheme (ICSA IQS) STUDY MANUAL STRATEGIC AND OPERATIONS MANAGEMENT ICSA IQS – Strategic and Operations Management Version 2 Updated June 2006 i Contents Contents Syllabus Part I Chapter 1 The nature of strategy. Strategic choice, analysis and evaluation: the balanced scorecard And the strategic balance sheet. Strategic alliance analytical techniques: Portfolio analysis, competitor analysis, value chain analysis, market migration analysis. The boardroom strategic role Mission, ethics and values. Social responsibility The Corporate Environment and System Theory the market, and other PEST factors. Internal Factors The distinction between strategy and policy. Planning: short, medium and long term. Targets, resource planning techniques, including scenario planning. Strategy: effective corporate performance: Strategic options for direction, change and growth. Policy making and implementation. Supply chain management and logistics. The virtual organization Creative and rational modes in strategic management: applications and limitations. The rational cycle: corporate needs, decision making, implementation, monitoring, review and feedback. Measurement of corporate performance, concepts of output and outcome. Contingency management and agile strategies. The management of change: growth, stability and contractions Business Process Re-engineering 1 Page v Chapter 2 22 Chapter 3 Chapter 4 Chapter 5 Chapter...
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...Airline Global Alliances May 11, 2015 Table of Contents Abstract 3 Introduction of Strategic Alliances in Airline Industry 4 Evaluation of Alliances in Airline Industry 4 Purposes of Alliance between Airlines 5 Disadvantage of Alliance between Airlines 6 Major Airline Alliances in the World 6 Alliances help Airlines to Achieve Comparative Advantage 7 Sky Team Alliance 8 Airline Alliances Enhance the CSR 9 Conclusion 10 References 12 Abstract Now a days the term global alliance is widely used in every business, but its presence is more significant in airline industry. The strategic alliances in airline industry are global in nature. The past deregulation impacted on strategic alliances positively, industry is freer to set routes and cooperation’s, due to oil price hike the cooperation of airline firms was unavoidable. The alliances help generating traffic between an airline and other parties that are partner. The European alliances were threatened by US alliances; in such scenarios United Airlines and British Airlines came in contract to avoid threats from US airlines. The benefits of strategies alliances are to gain foothold in any country like many airlines did in Europe, while at the same time is to establish global presence. Strategic alliance and mergers of firms acts as marketing technique in airline industry. Many of the European airlines bought stakes from the...
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...the future of your career and well being. Power is a multifaceted resource that most individuals crave, and would go to any lengths to obtain. Although it is important to solidify your future, you must also remain ethically and morally sound while doing so. Having read a scenario from a case study that proposed an ethical dilemma, I found that the rise for power and political gain in the workplace can test both an individual’s ethical judgment and strength. The issue here is that Michael is faced with an ethical dilemma regarding whether or not to participate in politics in order to capture a higher position within another sector of his organization. He is aware that his opponent Danielle has entered workplace politics at full speed, and is using every opportunity to gain leverage against Michael. The executive that will choose the best person for the position is Pierre, who is fair and diligent when choosing the appropriate candidate for the job. Michael however, has a real problem with trying to strategically place himself at the center of Pierre’s attention for the U.S. job. He has observed Danielle making great strides to win over Pierre by attracting him with her new ideas and the social alliances she is making within the company. He is truly reluctant about playing office politics, but feels that if he completely shies away from doing so his career may be in jeopardy. Michael’s opponent demonstrates legitimate political strategy and should be considered a...
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...MARKETING PROCESSES 1 DEVELOPING MARKETING STRATEGIES AND PLANS • Corporate and division strategic planning All corporate headquarters undertake four planning activities: a. Defining the corporate mission. b. Establishing strategic business units (SBUs). c. Assign resources to each SBU. d. Assessing growth opportunities. 1. Defining the Corporate Mission Key questions to ask: What is our business? Who is the customer? What is of value to the customer? What will our business be? What should our business be? Mission statements are best when guided by a “vision” that provides direction for the company. [pic] Good mission statements have three major characteristics: a. Focused on a limited number of goals. b. Stresses the company’s major policies and values. c. Defines the major competitive spheres within which the company will operate by defining the: o Industry. The range of industries in which a company will operate. Some companies will operate in only one industry; some only in a set of related industries; some only in industrial goods, consumer goods, or services; and some in any industry. o Products and applications. Range of products and applications a company supply. o Competence. The range of technological and other core competencies that a company will master and leverage. o Market-segment. The type of market or customers a company will serve. o Vertical. The number of channel levels from...
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......................... 5 4.2.1 Value Constellation ................................................................................................................ 5 4.2.2 Alternative value constellations............................................................................................. 5 4.2.3 Competitors ........................................................................................................................... 6 4.2.4 Suppliers................................................................................................................................. 6 4.2.5 Customers .............................................................................................................................. 7 5. Scenarios...
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...Intel Final Paper MGMT 480- Frankforter Executive Summary As the world’s “foremost semiconductor maker,” Intel Corporation has a reputation to uphold and a future to build. Founded in 1968, Intel has grown to a company of over 90,000 employees who operate Intel’s facilities in nearly fifty countries. Intel produces processors, motherboards, chipsets, network adapters, flash memory, software, storage devices, and wireless products. Many of us are the end-users of a wide variety of Intel’s products, but the Intel’s numerous other customers are primarily OEM manufacturers who utilize Intel’s components, end-user consumers (which includes individuals, large and small businesses, and service providers), and “other manufacturers, including makers of a wide range of industrial and communications equipment.” Intel has capitalized on its ability to lead the semiconductor industry by continuous innovation. Gordon Moore, one of Intel’s founders, introduced a principle that continues to guide Intel which states that “the number of transistors on a chip roughly doubles every two years.” In keeping with Moore’s Law, Intel’s key to success in the semiconductor industry has been constant innovation. Such a strategy has allowed Intel to remain a leader among competitors such as Texas Instruments, Advanced Micro Devices, International Business Machines, and Freescale Semiconductor, among others. The semiconductor industry is extremely competitive, but...
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...Management) Strategic Analysis of Maxis An Extensive study of Maxis strategies Strategic Analysis of Maxis An Extensive study of Maxis strategies Contents Table of Figures 2 Executive Summary 2 1. Introduction – About Maxis 3 2. Task 1- 3 2.1. Company Profile 3 2.2. Strategic Alliance of Maxis 4 2.2.1. Select Partners of Maxis 4 2.2.2. Allies of maxis 4 2.3. Select Partners 5 2.3.1. System Integrators 5 2.3.2. Application Solution Providers 5 2.3.3. Content Providers 5 Allies of Maxis 5 Consulting Partners 5 Technological Partners 5 Hardware Partners 6 2.4. Maxis’ Authorized Distributors 6 2.5. Strategic Partners of Maxis 7 2.6. Alliances of Maxis: 8 2.7. Internationalization Model in Maxis 9 3. Task 2: 11 3.1. MISSION 11 3.2. VISION 11 3.3. VALUES 11 3.3.1. SIMPLE 11 3.3.2. TRUST 12 3.3.3. CREATIVE 12 3.3.4. BRAVE 12 3.4. Maxis Demand Scale 12 Market share 14 3.5. Maxis strategy for Product Differentiation 16 4. Task 3 18 4.1. Maxis Failed Strategic alliance with DRM 18 5. Conclusion 20 Bibliography 21 Table of Figures Figure 1 Maxis partners 7 Figure 2 Maxis Alliances 8 Figure 3 Entry Modes of Classifications 9 Figure 4 Price Elasticity Charts 13 Figure 5 Market Share of Maxis,...
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...SCOTIA BANK in Latin America: International Banking – Glen Tugman, Vice President Key Takeaways: * The importance of considering information in the scheme of things * 21+ million customers – 20years ago that was huge, now not so significant * Their financial success was largely a result of diversification - a series of acquisitions. Never betting the bank on one of them – risk mitigation * Mismatch: money spent internationally has higher returns than domestically * Investment community thinks of Scotia bank as an international bank, Canadians think of it as local bank – market perception works in their favor * Criteria Scotia uses to invest money: * Find low price -> Buy cheap -> Be patient -> Form alliances with locals -> Protect risk of privacy > Buy something good -> learn from setbacks -> long term perspective * Be a credible buyer – government resistance to international companies buying local businesses * Growing middle class * Important economically: middle class has stability because people have something to loose * E.g. Pacific Group (Mexico, Peru, Chile, Colombia) offers more growth potential to the bank * Business solution: Honesty & Competence * Concept of regulatory environment: strong banking regulations, well-capitalized banking systems, effective prudential oversight * If you don’t know what your doing every choice seems equal * Perspective of a market needs to change and be flexible...
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...Introduction: 4 Scenario Analysis 5 Definition 5 Objectives 5 Benefits of Scenario Analysis 5 Scenario Construction and Analysis 6 1.0 Definition of Context 6 2.0 External Environmental Analysis 6 Political factors 6 Economic factors 7 Social factors 8 Technological factors 8 Environmental factors 9 Legal factors 9 MESO environment 9 MICRO environment 9 Threat of substitutes 10 3.0 Identification of key issues/ strategic agenda 11 4.0 Identification of key forces driving the strategic agenda 11 5.0 Identification of 5- 8 over- riding drivers 13 6.0 Root - cause analysis 13 7.0 Identification of 2 key drivers 13 8.0 Plot of two key drivers to determine possible scenario 14 Figure 1 Scenario Analysis 14 9.0 Four scenarios and description of key assumptions 14 Four Scenarios for 2018 14 Co-opetition, 15 Co-existence 15 Competition 15 Conflict 16 10. Testing of scenarios for consistency and reliability 16 Conclusion 17 Recommendation 17 Bibliography 19 Introduction: Tanzania is endowed with some of the world's greatest natural wonders. Following major reforms in its foreign tourism policies, tourism has increased to become the nation's second leading foreign exchange earner. There are many weaknesses at national level including poor infrastructure, lack of trained staff, and legal and regulatory framework. In this paper, a case study of Asilia Lodges and Camps Ltd, I have tried to highlight a number of scenarios analyzed...
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... (N.R. Institute of Business Management) MBA PROGRAMME Affiliated to Gujarat Technological University 1|Page PREFACE The only thing permanent in today’s world is change. In order to cope with the pace of change management holds a very important place in our lives. The course of MBA is one of the best ways to acquire the required knowledge in this context. Global Country Report is a crucial part of the curriculum. It blends theoretical knowledge with practical applications. It mirrors how management works by making us work together as a team and develop various analytical skills. The country under our purview is South Africa. This project report has studied the economy of the country in context and its various industries while simultaneously comparing it with the Indian scenario. Finally the report attempts to be helpful to all the readers as well. I|Page ACKNOWLEDGEMENT The Global Country Report being a team effort, a lot of people have contributed in successfully completing it. We take this opportunity here to extend our gratitude towards each one of them. We would begin by thanking our Director, Dr. Hitesh Ruparel for giving us this platform to enhance our skills and also to all the project guides for their seamless support and cooperation. We would also like to thank our faculty members, Prof Juhi Shah, Prof Shweta Bambuwala and Prof Neha Rohera who gave us the right direction and guided us all through. At the same time they encouraged our efforts and...
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...Graham Hooley • Nigel F. Piercy • Brigitte Nicoulaud Financial Times Prentice Hall is an imprint of Harlow, England • London • New York • Boston • San Francisco • Toronto • Sydney • Singapore • Hong Kong Tokyo • Seoul • Taipei • New Delhi • Cape Town • Madrid • Mexico City • Amsterdam • Munich • Paris • Milan CONTENTS Preface Acknowledgements Publisher's acknowledgements PART 2 COMPETITIVE MARKET ANALYSIS CHAPTER 3 THE CHANGING MARKET ENVIRONMENT Recession-hit Aga trials green energy Introduction 3.1 A framework for macro-environmental analysis . 3.2 The economic and political environment 3.3 The social and cultural environment 3.4 The technological environment 3.5 Changes in marketing infrastructure and practices 3.6 New strategies for changing macroenvironments 3.7 The Five Forces model of industry competition 3.8 The product life cycle 3.9 Strategic groups 3.10 Industry evolution and forecasting 3.11 Environmental stability 3.12 SPACE analysis 3.13 The Advantage Matrix Summary Case study: Food group shifts strategy to volume growth PART1 MARKETING STRATEGY CHAPTER 1 MARKET-LED STRATEGIC MANAGEMENT Puma gives the boot to cardboard shoeboxes . 4 Introduction 5 1.1 The marketing concept and market orientation 6 1.2 The resource-based view of marketing 12 14 1.3 Organisational stakeholders 1.4 Marketing fundamentals 19 1.5 The role of marketing in leading strategic management 23 Summary 25 Case study: Consumer trust sees John Lewis set retail pace 25 54 ...
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...this is used because the owner is typically responsible for the operations of the company. The person held accountable in centralized authority structures is held accountable by the top management for proper performance of the purchasing activities. Often in smaller businesses this is necessary to attain a high operating efficiency and to maximize profits. The power of decision making is in just a few positions and there is typically little input from other positions. In large organizations this can be a good tactic if there is little segmentation among the business. In decentralized structures there are several people making decisions and running operations. In decentralized styles there is a team of people and different levels in the business. With having a larger team making decisions employees are usually empowered to make business decisions. Centralized authority can create extreme efficiency for a business. Usually the owner of the business can develop a mission and vision and set specific objectives for the managers to follow to achieve the desired goals. There is potentially a reduction of potential duplication of effort and the ability to leverage volume purchases. There is a possibility of discounted when similar items are consolidated. The inventory levels can be controlled more closely due to have more effective inventory control. The financials could benefit by having lower administrative costs. In decentralized authority businesses use people with...
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...Importance of teamwork 1. Introduction As organisations continue to strive towards competitive advantage and increasingly high performance standards, collaboration and team-oriented project management are increasingly providing the flexibility and innovative potential necessary to excel. Yet in spite of the dynamic characteristics of teams in practice, many organisations fail to recognise the core determinants of a team-oriented framework, instead grouping employees into non-linked, non-dependent, individually-driven models. This group-based approach is distinct from team-specific initiatives and fails to meet the rigorous determinants of dynamism and effectiveness necessary in the modern marketplace. The following sections will draw distinctions between teamwork and group work, highlighting the opportunities associated with team-driven performance. Further, several theoretical models of teamwork will be introduced, demonstrating underlying benefits of optimised team management and goal setting. Through this discussion, a framework of organisational implications will be introduced, focusing on team-generated performance and the importance of effective team outcomes in meeting organisational goals. 2. The Teamwork Paradigm In spite of their seeming interoperability, Fritz (2014:1) emphasises that the terms ‘team’ and ‘group’ hold practical distinctions when represented in the context of enterprise management. A group, in theory, represents three or more individuals who, although...
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