Global Business Opportunities Project: Starbucks Going to India Prepared by: Group A Contents Module 2: ANALYZING INTERNATIONAL COMPETITORS 6 Module 3: ASSESSING THE ECONOMIC-GEOGRAPHIC ENVIRONMENT 7 Module 4: ASSESSING THE SOCIAL-CULTURAL ENVIRONMENT 10 Module 5: ASSESSING THE POLITICAL LEGAL ENVIRONMENT 13 Module 6: SELECTING A GLOBAL COMPANY STRUCTURE 15 Module 7: FINANCING SOURCES FOR GLOBAL BUSINESS OPERATIONS 16 Module 8: CREATING A GLOBAL MIS (MANAGEMENT INFORMATION SYSTEMS) 18
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CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad
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* ACKNOWLEDGEMENTS I would never have been able to finish my research without the guidance of my lecturer, help from friends, and support from my family. I would like to express my deepest gratitude to my lecturer, C. Kamwana, for her excellent guidance, caring, patience, and providing me with an excellent atmosphere for doing research. I would also like to thank my classmates; my research would not have been possible without their help. Acknowledgement Chapter 1 Introduction Chapter 2 Background
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The internship program is aimed to give the MBA students convenient point of reference where they can apply their traditional hypothetical knowledge. As professional degree holders under the Business Faculty, MBA students are the future managers of the organizations. A MBA graduate student also requires that they get exposure to International & Marketing aspects. Accordingly, I have chosen a local company, EPML on behalf of my internship report, which is one of the leading developers in Bangladesh
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COMPANIES CAN FAIL 1 How Can Great Firms Fail? Insights from the Hard Disk Drive Industry 2 Value Networks and the Impetus to Innovate 3 Disruptive Technological Change in the Mechanical Excavator Industry 4 What Goes Up, Can’t Go Down PART TWO: MANAGING DISRUPTIVE TECHNOLOGICAL CHANGE 5 Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them 6 Match the Size of the Organization to the Size of the Market 7 Discovering New and Emerging Markets 8 How to Appraise Your
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hr interview 1. ORGANISATIONAL BEHAVIOUR 1. How can you motivate people/ employees? These days you have a diversified work force. What motivates one individual may not motivate the other. To motivate your employees you have to understand them. You can motivate them through employee recognition programs, employee involvement programs, skill based pay programs, give monetary and non- monetary rewards, provide good work environment, flexibility. 2. Which techniques you use to motivate
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ACKNOWLEDGEMENTS We would like to express our deepest gratitude and many thanks are due to Mrs. Truong Thi Nhu Thuy who spends lots of time giving comments and suggestions to every piece of our work. We are frankly thankful for her professional guidance and detailed advice during doing the research. She helped us a great deal to bring our research to completion. Her enthusiastic way to give us guidance, to correct our mistakes and to support our spirit all aided us to surmount difficulties during
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HR PRACTICES OF WIPRO STUDENT UNDERTAKING This is to certify that we have completed the Project titled “H R P r a c t i c e s o f W I P R O ” under the guidance of Prof Sana Danani in partial fulfillment of the requirement for the award of degree of Bachelor of Management Studies at Rizvi College of Arts, Seience & commerce. This is an original piece of work & we have not submitted it earlier elsewhere. ROLL NO. 105 86 100 89 71 NAME: Jyoti Singh Atul kumar Pandey Muzaffar Shaikh Asim Qureshi
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STUDY MANUAL MANAGING CHANGE CODE: BIS-3318 COPYRIGHT Published by the International University of Management Windhoek, Namibia © International University of Management 2009 No part of this publication may be reproduced, stored in retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior permission of the publishers. International University of Management
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of long-term goals along with a definition of the strategies and policies which will ensure achievement of these goals.’ CIMA: Management Accounting: Official Terminology (2005 edition) 3. Strategy is the direction and scope of an organization over
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