...2011–2012: an international study Jerry Luftman1, Hossein S Zadeh2, Barry Derksen3, Martin Santana4, Eduardo Henrique Rigoni5, Zhengwei (David) Huang6 1 2 Global Institute for IT Management, Fort Lee, NJ, USA; DIBA Group Pty Ltd, Melbourne, Australia; 3 Business & IT Trends Institute, University of Amsterdam (VU), Amsterdam, The Netherlands; 4 Graduate School of Business, ESAN University, Lima, Peru; 5 ˜ Universidade do Vale do Rio dos Sinos, Sao Leopoldo, Brazil; 6 College of Economics and Management, Three Gorges University, China Three Gorges University, Yichang City, Hubei, China Correspondence: J Luftman, Global Institute for IT Management, Suite 15L, Fort Lee, NJ 07024, USA. Tel: þ 612 6128 7323 Abstract The importance of the impact of IT for organizations around the world, especially in light of a very slow recovery from the global financial crisis, has amplified the need to provide a better understanding of the specific geographic similarities and differences of IT managerial and technical trends. Going beyond identifying these influential factors is also the need to understand the considerations for addressing them in light of recognizing the respective local characteristics, especially when operating in a globally linked environment, although somehow heavily influenced locally. By comparing and contrasting IT trends from different geographies, this paper presents important local and international factors (e.g., management concerns, influential technologies, budgets/spending...
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... AU G U S T 2 013 b u s i n e s s t e c h n o l o g y o f f i c e Bullish on digital: McKinsey Global Survey results CEOs and other senior executives are increasingly engaged as their companies step up efforts to build digital enterprises. Brad Brown, Johnson Sikes, and Paul Willmott As businesses continue to embrace digital tools their digital goals. We found that despite the and technologies—especially when engaging organizational and talent challenges, executives with customers—C-level executives in a recent remain optimistic about digital business. McKinsey survey say they are stepping up their 1 own involvement in shaping and driving digital 1 he online survey was in the T field from April 2 to April 12, 2013, and garnered responses from 850 C-level executives representing the full range of industries, regions, and com any sizes; 8.6 percent of p these executives have a spe i c fic technology focus. To adjust for differences in response rates, the data are weighted by the contribution of each respon- dent’s nation to global GDP. 2 n the 2012 survey, we asked I about three digital-business trends: big data and advanced analytics, digital marketing and social-media tools, and flexible delivery platforms. See Brad Brown and Johnson Sikes, “Minding your digital business: McKinsey Global Survey results,” May 2012, mckinsey.com. They report, for example, that their companies are strategies...
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...Internal recruitment is promoting existing employees in conjunction with internal training and external recruitment involves recruiting suitable candidates with relevant experience and qualifications who have not previously worked within the organisation. From The Conference Board of Canada's report, Valuing Your Talent: Human Resources Trends and Metrics we learn that employers need to develop workforce strategies to attract and retain employees in the current climate. As the economy starts to recover organizations will face a risk of higher turnover with employees considering new opportunities. A growing economy and an aging workforce mean that it is just a matter of time before pressure in labour markets begins to build again; the demand for skilled and talented employees is growing although the Conference Board of Canada’s report states that, - shortages of key skills never entirely dissipated during the recession and will be of greater concern than general labour shortages (The Conference Board of Canada, Valuing Your Talent: Human Resources Trends and Metrics, Allison Cowan and Ruth Wright, p.ii). The Conference Board identifies the top four strategic HR priorities:...
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...for Corona Beer (Modelo) BUS599 Identify and discuss the trends in the global beer markets There is a common item found at sporting events, entertainment venues, restaurants, bars, and mainly in the refrigerators of Americans. This item is beer. Of the 67% of Americans who consume alcohol 42% prefer beer (Frank Newport, 2010). Beer consumption is continuously increasing not only in the United States but also globally. There are several trends within the global beer market which accounts for the potentials seen throughout the industry. One of the main trends of the global beer industry is the growth rate. The growth rate globally over the past five years is reported at 3.5%. “The largest contributors to this growth have been China (now the world's largest beer market), Africa and Eastern Europe” (SABMiller Investors, 2011). Another trend seen in the industry is consolidation. At the beginning of the twenty first century there were ten major brewers accounting for one third of the beer sales. Today there are four top brewers which include “Anheuser-Busch InBev, SABMiller, Heineken and Carlsberg – accounting for almost 50% of beer sales volumes and up to 75% of the global profit pool” (SABMiller Investors, 2011). This is due to the increase in consolidation. Another trend in the beer industry is premiumisation. This term refers to the sales of premium beer brands. “As economies improve, the trend towards premium will resume as consumers become more willing...
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...Longterm investment requires asset managers to be more sensitive to future economy trend. Ted Lee pointed out that for long-term view, US market continues to shrink, while the future three group countries will be China, India and Brazil, due to their low correlation with international capital which benefits the portfolio. While India and Brazil are respectively going through political change and recession, opportunities could be largely obsessed in the future, as seen by professionals. In 2015, most of money actually came from Asia, but this is not the only macroeconomy signals that lead to such certainty about future market segments. Based on conversation with Ted, I conclude another strong macro-economy signal as business development. On September 19th 2014, Alibaba IPO ranked as biggest IPO in the world after additional shares sold, which surpassed a previous global record set by Agricultural Bank of China Ltd in 2010. Looking through past five years, largest IPOs includes a lot of Chinese company, which indicates strong signal of fast development of China. According to E&Y’s report (figure 1.1) of global IPO market, due to IPO rally, China became the largest IPO market in 2015, with 372 IPO trades involving 60.3 billion US dollars. Hong Kong market set the new record of IPO number with 121 IPO trades involving 261.4 billion HK dollars. Figure 1.1: EY Global IPO Trends 2015 3Q - Ernst & Young “The strong stock market rally in...
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...REPORT T R E N D A N A L YS I S OF G E N E R I C S H I F T I NG I N T H E B A NG L A DE S H PHARMACEUTICAL MARKET (2006-2010) EMPLOYEE ORGANIZATION: SQUARE PHARMACEUTICALS LTD BANGLADESH PREPARED BY Monamee Afroze Ishika ID: 07104021 BRAC Business School BRAC University PREPARED FOR Mr. Anup Chowdhury Assistant Professor BRAC Business School BRAC University DATE of SUBMISSION 8th December, 2010 Transmittal Message December 08, 2010 Mr. Anup Chowdhury Assistant Professor, BRAC Business School BRAC University Subject: Submission of Internship Report Dear Sir, With great pleasure I am submitting my Internship report on Trend Analysis of Generic Shifting in the Bangladesh Pharmaceutical Market (2006-2010). I got the opportunity to work at country’s leading pharmaceutical company, world reputed Square Pharmaceuticals Limited (SPL) and was placed under one of the most important departments in the company Product Management Department (PMD). I have found the experience to be quite interesting and under the guidance of my supervisors and with the help of all the members of the department I have tried my level best to prepare an effective report on the above mentioned topic. The report contains the trend analysis of generic shifting, the reasons behind it and future potentiality of certain generic shifting events and SPL’s planning in the present scenario. Here I have gathered data and information through actual interviews of product managers and ...
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...2010 and during this period, I was assigned to do the project work on the topic Generic Shifting Analysis by my onsite supervisor. I was under the direct supervision of Mr. Dipak Kumar Saha, Senior Manager, PMD, Square Pharmaceuticals Limited and Mr. Anup Chowdhury, Assistant Professor, BRAC Business School, BRAC University for my internship program. Though the topic for my project work was assigned by my onsite supervisor but it was duly approve by my academic supervisor. The project is to investigate the trend toward which doctors‟ preference for any genric under any therapeutic class is shifting to another one. The report will definitely increase the knowledge of the department about the changing trend and preference of doctors regarding any generic which might help the department to plan their marketing effort considering these facts to make the plans more effective. 1.2OBJECTIVE The broad objective of this report is to explore the trend of generic shifting over a particular time period (2006-June, 2010). The main focus is to analyze the shifting in preference of molecule by the whole pharmaceutical industry in Bangladesh and SPL‟s progress to cope up with the changing trend. TREND ANALYSIS OF GENERIC SHIFTING IN THE BANGLADESH PHARMACEUTICAL MARKET (2006-2010) Page 1...
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...Foreign market Entry and Diversification Dr. Sarita Wesley BUS 599- Strategic Management November 12, 2011 Global beer market trends Over the past decade, the global beer market has undergone a lot of change. Developments and improvements in the quality and appeal of beer brands have resulted in a strong organic growth in the beer category. Brewers have responded to the declining beer consumption trends in developed markets. The decline of beer consumption in developed markets is due to high unemployment rates, high fuel prices, and reduced consumer spending. Industry consolidation has continued and the four largest brewers-Anheuser-Busch InBev, SABMiller, Heineken, and Carlsberg- produce almost half of all industry volume and generate up to 70 percent of industry profits. The beer consumption in countries like Africa, Asia, and South American continue to rise. This is primarily driven by the growth in population and incomes. Improvements in beer quality and appearance have also lead to the rise of beer consumption. Consumers have begun to shift from informal and unregulated forms of alcohol to attractively branded and safer commercial beers. Modelo’s international expansion Grupo Modelo’s international expansion began with the United States. As Modelo continued to produce beer domestically, they entered into distribution contracts with companies that possessed local knowledge of the beer market and gave them the freedom to market the product appropriately, yet maintain...
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...Global Human Capital Trends 2014 Engaging the 21st-century workforce A report by Deloitte Consulting LLP and Bersin by Deloitte Contents Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55 Corporate learning redefined Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65 From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team | 107 | 117 Talent analytics in practice Race to the cloud | 127 The global and local HR function Editors | 145 | 146 | | 137 Acknowledgements Global Human Capital leaders Human Capital country leaders 147 | 148 Global Human Capital Trends 2014: Engaging the 21st-century workforce Introduction Engaging the 21st-century workforce S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly...
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...(insert subject for PEST analysis - market, business, proposition, etc.) | political ecological/environmental issues current legislation home market future legislation international legislation regulatory bodies and processes government policies government term and change trading policies funding, grants and initiatives home market lobbying/pressure groups international pressure groups wars and conflicts | economic home economy situation home economy trends overseas economies and trends general taxation issues taxation specific to product/services seasonality/weather issues market and trade cycles specific industry factors market routes and distribution trends customer/end-user drivers interest and exchange rates international trade/monetary issues | social lifestyle trends demographics consumer attitudes and opinions media views law changes affecting social factors brand, company, technology image consumer buying patterns fashion and role models major events and influences buying access and trends ethnic/religious factors advertising and publicity ethical issues | technological competing technology development research funding associated/dependent technologies replacement technology/solutions maturity of technology manufacturing maturity and capacity information and communications consumer buying mechanisms/technology ...
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...Business Analysis Part III MGT/521 February 13, 2012 Abstract Making the right choice when looking for a company to invest in can be difficult. Much of the change is due to the evolving business environments – more global competition, declining economy, faster technological change, and pressure to preserve the natural environment (Nickels, McHugh, & McHugh, 2010). In today’s economy it is important to look at many aspects of a company and see how they handle the economic trends and market change. By looking into the company’s strategic and tactical goals, investors can make informed decisions on whether to invest in the company or not. The investor also will get an inside look to the company’s longevity on a global scale. Business Analysis Part III The next segment in conducting a business analysis is reviewing strategic initiatives of a Fortune 500 company facing the recent economic trends and adapting to changing markets. A major part of the United States’ business success is due to an economic and social climate. Global economics and global politics also have a major influence on businesses in the United States (Nickels, McHugh, & McHugh, 2010). The recession of 2008 and the ever changing trends have had a major impact both at home and abroad. The last two weeks I began looking at Honeywell International and will conclude this three part series with looking at how the company is weathering the recession as well as adapting changing markets and the tactics used...
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...Business Environment Rankings Which country is best to do business in? From The Economist Intelligence Unit www.eiu.com Business Environment Rankings Which country is best to do business in? F or all the talk about the potential of emerging markets, developed economies in North America, Western Europe and Asia remain the best places to do business, according to The Economist Intelligence Unit’s latest Business Environment Rankings (BER). Singapore looks set to remain the world’s most investor-friendly location in 2014-18, retaining its number-one spot from the 2009-13 period. Switzerland and Hong Kong also defend their second and third place position. The remainder of the top ten is dominated by North America, Scandinavia and other developed Asian economies. BER rankings Score 2009-13a Global ranking 2009-13 Score 2014-18b Global ranking 2014-18 Singapore 8.56 1 8.65 1 Switzerland 8.41 2 8.52 2 Hong Kong 8.34 3 8.39 3 Canada 8.15 7 8.30 4 Australia 8.18 5 8.29 5 Sweden 8.20 4 8.26 6 USA 8.02 8 8.25 7 New Zealand 7.99 11 8.18 8 Finland 8.16 6 8.18 9 Denmark 8.01 9 8.16 10 Norway 7.89 13 8.01 11 Germany 7.99 10 7.98 12 Chile 7.81 14 7.89 13 Taiwan 7.68 16 7.85 14 Ireland 7.30 20 7.79 15 Netherlands 7.94 12 7.78 ...
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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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...Globalisation of the food retail industry – forecasts to 2013 2008 edition Page i Globalisation of the food retail industry – forecasts to 2013 2008 edition By Helen Lewis June 2008 Published by Aroq Limited Seneca House Buntsford Park Road Bromsgrove Worcestershire B60 3DX United Kingdom Tel: Fax: Web: +44 (0)1527 573 600 +44 (0)1527 577 423 www.just-food.com Registered in England no: 4307068 © 2008 All content copyright Aroq Ltd. All rights reserved. Page ii Single-user licence edition This report is provided for individual use only. If you would like to share this report with your colleagues, please order additional copies or sign up for a multi-user licence by contacting: Kathryn Wedgbury Research manager, just-food.com Tel: +44 (0)1527 573 604 Email: kathryn.wedgbury@just-food.com Copyright statement © 2008 All content copyright Aroq Limited. All rights reserved. This publication, or any part of it, may not be copied, reproduced, stored in a retrieval system, or be transmitted in any form by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Aroq Limited. This report is the product of extensive research work. It is protected by copyright under the Copyright, Designs and Patents Act 1988. The authors of Aroq Limited’s research reports are drawn from a wide range of professional and academic disciplines. The facts within this report are believed to be correct at the time of publication...
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...IBM Reduces Energy Costs and Environmental Damages International Business Machines Corporation (IBM) is the world’s largest information technology (IT) corporation. Also known as “Big Blue”, IBM was formed as the result of a merger between the Tabulating Machine Company, International Time Recording Company and the Computing Company of America. The merger took place in 1911 and shortly after Thomas J. Watson Sr. came aboard (IBM, 2008). He is accredited with transforming IBM into a leader of innovation and technology. Currently IBM provides business, technology and consulting services to its customers. In particular they offer consulting, delivery and implementation services, enterprise software, systems, microelectronics and financing. Direct competitors of IBM include: Accenture, Hewlett-Packard, and Microsoft. Whalen (2010) states IBM’s operations expand globally to over 170 countries. IBM headquarters are located in Armonk, New York. General Environment Social Cultural - IBM’s reputation was previously based on control. “Big Blue” controlled the mainframe market (hardware, software and applications). Presently, IBM has the reputation as an enormous, innovative information technology company (Blankenhorn, 2005). Their reputation is no longer based on control but the quality is experienced by customers. Their expansion has reached not only mainframe customers, but customers and businesses across the entire IT market. It is the opinion of the customers...
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