Asia Pacific J Manage (2008) 25:667–683 DOI 10.1007/s10490-007-9073-0 A strategic analysis of surging Chinese manufacturers: The case of Galanz Gloria L. Ge & Daniel Z. Ding Published online: 10 November 2007 # Springer Science + Business Media, LLC 2007 Abstract Recent years have witnessed the surging of Chinese manufacturers, as China has become the world’s factory floor. This paper presents a case study of one of the most successful manufacturers in China, the Galanz Group, now the world’s
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Porter’s Five Forces Threat of new Entrants Threat of new entry is moderate, because it requires high capital to support and government barrier is high such as the air service agreement can build barriers to those new entrants. The degree of barriers to entry depends on the strength of:- • Customers have a little bit of brand loyalty. If customers of AirAsia do not have brand loyalty, then the threat of new entrants will be very high. But the higher numbers of competitors in the industry also
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synonymous with low fares, quality service and dependability. The company has made flying affordable for more than 50 million guests. Now, the airline company is the leading low fare airline in the Asia since it has been expanding rapidly since 2001, to become an award winning and the largest low cost carrier in Asia. With a fleet of 72 aircrafts, AirAsia flies to over 61 domestic and international destinations with 108 routes, and operates over 400 flights daily from hubs located in Malaysia, Thailand and
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UPS entered China in 1988 through an agent partnership relationship. Critically examine the contrasting strategies adopted by both the companies, while entering and expanding their service network in China. The case discusses in detail about the entry and expansion strategies of the two US-based logistics companies - FedEx and UPS in the Chinese market .The case examines the contrasting strategies adopted by FedEx and UPS in their efforts to establish presence in China. FedEx followed an aggressive
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Smyth Brian Pearce IATA, July 2006 Contents 00 Executive Summary 01 Introduction 02 The Low-Cost Challenge 03 Airline Cost Performance for US Airlines 04 Airline Cost Performance for European Airlines 05 Airline Cost Performance in Asia and South America 06 The Cost Efficiency Challenge 07 Service Quality – The Other Side of the Equation 08 Conclusions 09 Foreword by Giovanni Bisignani page 03 page 04 page 10 page 12 page 16 page 22 page 28 page 32
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Question 1 What is the meaning of the brand identity of OSIM? Brand identity emanates from the organisation, and is how it wants its products to be viewed by its stakeholders. ‘Brand identity’ is not defined in Marketing in Asia, but Aaker defines it as “what the organisation wants the brand to stand for in the customer’s mind” or “how strategists want the brand to be perceived”. In more recent literature, Kotler and Keller define it as “the way a company aims to identify or position… its product”
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services to New Zealand in 2005. The flight of Jetstar’s airline enter into the Asian region such as Hong Kong, Singapore, Japan and Vietnam. The Jetstar value based carriers providing all day every day low fares across Australia, New Zealand and the Asia Pacific region. This essay will discuss how Jetstar’s position its product in the market. Market Segmentation Market segmentation is the process of dividing a market up into different groups of customers, in order to create different products
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BLUE SKY MAN Industry Segmentation In the airline industry, market segmentation can be based on providing flights to domestic or international destinations and product segmentation would include the different types of fares they are offered, such as economy, business and also first class. dustry will be low as there are high barriers to entry. Due to high cost of planes, entering airline industry requires high capital investment to commence operations. The airline industry is extremely
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Case Study This case study relates to the appointment of a new Chief Executive Officer (CEO) for the global logistics firm TNT Express. Copy of a Press Release statement: 25 February 2013 07:30 CET - Amsterdam, the Netherlands – The Supervisory Board of TNT Express has today announced the appointment of Tex Gunning as CEO. "Tex’s extensive business experience and track record in successfully turning around businesses and delivering results make him the ideal candidate in this critical time
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with the key strategic issues driving Boeing’s competitive strategies. Boeing and Airbus dominate the global aircraft industry, but have very different visions of the future of commercial air travel. Consequently, the strategies they have devised to manage the competitive environment are disparate. The case provides a unique opportunity to explore these differences, how functional strategies support the overall competitive strategy, and the critical decisions now faced by both competitors
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