Global Marketing Level 6 44-6979-00L-A Module handbook 2014 to 2015 Module leader: Giovanna Battiston g.battiston@shu.ac.uk Stoddart 7241 0114 225 5260 Contents 1. | Welcome to global marketing | Page 3 | 2. | Code of conduct | Page 4 | 3. | About your module | Page 5 | 4. | Teaching and learning strategy | Page 6 | 5. | Resources for reading and research | Page 7 | 6. | Assessment | Page 8 | 7. | Lecture and seminar programme | Page 11 | 8. | Module
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Hennes & Mauritz (H&M) AB in Retailing December 2009 Scope of the Report Retailing - Hennes & Mauritz © Euromonitor International Scope • This global company profile covers the following products focusing on the year 2009: Retailing: US$10,430 billion Store-based Retailing: US$9,829 billion Non-Store Retailing: US$601 billion Clothing & Footwear Specialist Retailers: US$791 billion Homeshopping: US$190 billion Internet Retailing: US$243 billion Disclaimer Much
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It has already made entries into the global market with mixed results – Hong Kong not performing well while Paris was successful. With restricted resources, Herborist needs to decide which geography to enter next – Asia or Europe? Advantages of global expansion * Market Growth - The global market for personal care products grew from US$356.14 billion in 2003 to US$487.72 billion in 2010. While the recession and economic downturn of 2008 impacted the developed markets (eg. USA) greatly, there
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sylabus Course: IP_357 Global Marketing Management System Online (GMSMO) International Business Program University of Economics, Prague October 12 – 15, 2011 Instructor: Dr. Basil J. Janavaras E-Mail: basilj@janavaras.com Web Sites http://www.gmmso3.com , http://www.janavaras.com Introduction This course utilizes web based software named GMMSO (Global Marketing Management System Online, http://www.gmmso3.com ) as the basis of instruction along with targeted lectures on international
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Business Research for entry of Global Specialty Coffee Chains in Indian Market Submitted to Dr. Arun Abraham Elias BRM RESEARCH PROPOSAL by Abhishek Rehan PGP16/301 Email id: abhishekr16@iimk.ac.in 2/28/2013 CONTENTS ABSTRACT……………………………………………………………………………………….3 INTRODUCTION………………………………………………………………………………...4 PROBLEM STRUCTURING…………………………………………………………………….5 STAKEHOLDER MAP…………………………………………………………………………..7 LITERATURE REVIEW…………………………………………………………………………8 RESEARCH OBJECTIVES AND RESEARCH QUESTIONS………………………………
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This course explores the challenges that organizations face internally (within their own organizations) and externally (outside of their control) as they consider the market space outside of their home or more familiar market. A core concept of this course concerns helping organizations deal with the unfamiliarity of new markets. For many organizations, production takes place in one location but design and management/business decisions (such as how much to produce where to sell first or whether
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FDI strategy vs. gaining competitive advantage in foreign markets- the case of Lenovo FDI in theory FDI is one of the options companies have while considering doing business abroad. The other possibilities are exporting and licensing. Licensing allows the company to use the property of the licensor in a foreign market. It’s intangible kind of intellectual property e.g., trademarks, patents, and production techniques. The owner of the license is charged a fee in order to receive rights to use
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Shuntres L. Willis Global Mkt. 3420 Dr. George Nakos 19 November 2012 Diebold 1. Why do you think Diebold choose this mode of expanding internationally? What were the advantages and disadvantages of this arrangement? Diebold was able to use Philips first and then IBMs distributions systems and gained knowledge about international markets, and reputation. By the 1970s and 1980s the growth of the Diebold was driven by the rapid expectance of ATM in the USA. The company initiated to sell
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GMS 200 Lecture 3: Global Dimensions of Management * The international management challenges of globalization * Key concepts in the challenges of globalization: Global economy, Globalization, International management, Global manager * Europe- European Union (EU) * The Americas- NAFTA, FTAA * Asia & Pacific * Africa- SADC (South Africa Development Community), ECOWAS (Economic community of West African States) * Forms and opportunities
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character. Chile currently is one of the leading nations in the global in the wine industry, currently ranked at 8th as the world’s largest wine producer and ranked 5th as the largest wine exporter. Chile exports a massive 70% from its own wine production making Chile the world’s most globalised wine industry. Even with the enjoyed success by the nation, Chilean wines find themselves facing huge competition globally in different markets as the wines produced in Chile sells at a relatively low average
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