Case Overview (Successful of GM joint ventures in China) In 1997, General Motors establish a joint venture with the state-owned Shanghai Automotive Industry Corp (SAIC). GM investment value was at $1.6 billion. At the time, the Chinese market was very small; fewer than 400,000 cars sold per year. However, GM expects an expansion in Chinese automotive industry. Not only lack of local knowledge and connection in China, but the Chinese regulation forced GM to establish a joint venture with SAIC (SGM)
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How China Reset Its Global Acquisition Agenda The China company seems unstoppable in the growth of economy, that perception is understandable, because no other nation come close to matching the China economics since late 1970s. The changes have been so rapidly but the China company sometimes failure in the cross border mergers and acquisitions. In 2000, China government realized local companies would need to be globally competitive to survived and allow local companies to mak acquisition. In 2006
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on July 9, 1987. Cumulative production was 161,988 units (including models NJ130, NJ230, NJ135 and NJ134). * late 1950s to 1960s: Several automobile factories were set up in Nanjing (today is Nanjing Automobile (Group) Corporation), Shanghai(today is Shanghai Automotive Industry Corporation), Jinan (evolving into China National Heavy Duty
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Case HSBC HSBC wants to be known as the “world’s local bank.” This tagline reflects HSBC’s positioning as a globe-spanning financial institution with a unique focus on serving local markets. Originally the Hong Kong and Shanghai Banking Corporation Limited, HSBC was established in 1865 to finance the growing trade between China and the United Kingdom. It’s now the secondlargest bank in the world. Despite serving over 100 million customers through 9,500 branches in 85 countries, the bank works
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OUT THE MAIN STAKEHOLDERS IN THE MG ROVER BUSINESS AT THE TIME OF ITS COLLAPSE. HOW WOULD YOU DETERMINE THE RELATIVE IMPORTANCE OF THEIR STAKE? During the troubled times at MG Rover business, the main stakeholders were: BMW The UK Government Shanghai Automotive Industrial Corporation (SAIC) Employees of MG Rover, both workers as well as employees part of the supply chain. Phoenix Four and, Nanjing Automobiles. The importance of each of the stakeholders can only be a matter of one’s opinion
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about 30% of their home market, the lowest proportion of any major economy ike many Chinese, Zong Zhaoxiang wishes nothing but the best for the Chinese car industry – yet he won’t be buying a Chinese car anytime soon. The 52-year-old chairman of a Shanghai chemical company, Zong said he expects Chinesebranded cars to have bright prospects. However, he loves the comfort, quality and image projected by his black Mercedes-Benz S-class, and he said he may buy another Mercedes-Benz model or a BMW in the
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Stakeholders: - Phoenix Group -Longbridge site owners - Employees (6500, at Longbridge -Around 9-12,000 employees from West Midlands -BMW/shareholders from BMW -financial industry in general -Unions -Local communities -Chinese state owned Shanghai Automotve Industrial Corporation (SAIC) -Chinese company Nanjing Automotive -Deloitte -Creditors -Media -Government -British Tax Payers -Competitors -Suppliers of Longbridge Theory Mitchell's framework of stakeholder salience: ‘Determines
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Long-term Goals/Objectives Goal #1: Increase profit before tax over the Next 5 Fiscal Years from 2015 to 2019 by 40% in Asia. In the past three years, HSBC Holding plc’s profit before tax was 18,680, 22565, and 20649 million dollars respectively. Asia’s profit before tax was 14,625, 15853, and 18030 million dollars respectively. This proportion of Asia’s profit was as high as 78.3%,70.3%, and 87.3%. Therefore, i can believe that HSBC bank’s major profit from Asia. [1] Table 1 shows the profit
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Hong Kong and Shanghai Banking Corporation (HSBC) was founded in Hong Kong and Shanghai in order to finance the growing trade between China and Europe. HSBC has it’s headquarter in London and enriches an international network which comprises around 6,200 offices in 74 countries and territories (HSBC, 2013). For decades, HSBC has grown and adapted to conquer the difficulties in China’s revolution and economic crises and now becomes the largest foreign bank in China. This essay combines core module
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BYD CASE ANALYSIS A. According to Porter’s value chain theory, I infer that the core competencies of BDY are low-cost manufacturing, human resource management, and technology development. Primary Activities: Operations: BYD spent two-thirds of its annual R&D budget that focus on improving manufacturing processes. P5 The improvement of designing new methods of battery production significantly reduced the cost and gained advantage for BYD. P1 Supportive Activities: 1. Human resource management:
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