Gbm unit-08 (international strategic management)
•Descargar como PPT, PDF•
4 recomendaciones•1,895 vistas
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Similar a Gbm unit-08 (international strategic management)
Similar a Gbm unit-08 (international strategic management) (20)
Más de Revisiting Strategy
Más de Revisiting Strategy (20)
Gbm unit-08 (international strategic management)
- 1. 07/06/10 1 By : Prof. Amit Kumar
- 2. 07/06/10 2 “A student pursuing management education from IILM- Graduate School of Management, for example may find himself or herself placed in a firm located in a totally different country. Knowledge about international business keeps the youngster mentally prepared to accept assignment in an alien environment. Forewarning is definitely forearming, for the fresh management graduate”. IILM-GSM Importance of this course Global Business Management
- 3. 07/06/10 3 Course: Global Business Management 1. Globalization 2. Global Trade & Theory 3. Global Technological Environment 4. Global Economic Environment 5. Global Political-Legal Environment 6. Foreign Direct Investments 7. Regional Economic Integration 8. Strategy and Structure of International Business IILM-GSM Global Business Management
- 4. IILM-GSM Global Business Management International Strategic Management 407/06/10
- 5. Contents • Nature of International Strategic Management • Opening Case: Ford Motor in Thailand, Nestle Global • Strategies in Increased Profitability for Multinational Acquiring and or Developing Brands Reaping Experience Curve Benefits Realizing Location Economies Skills and Core Competencies • Strategic choices for Global Expansion Multi domestic strategy International strategy Global strategy Transnational strategy IILM-GSM Global Business Management International Strategic Management 507/03/15
- 6. Strategic Management Defined: Set of managerial decisions and actions that determines the long-run performance of a firm. IILM-GSM Global Business Management International Strategic Management 6
- 7. 7 Basic Model of Strategic Management Four Basic Elements IILM-GSM Global Business Management International Strategic Management 7
- 8. 8 Evaluation and Control and Control Strategic Management Model Strategy Formulation Strategy Implementation Mission Objectives Strategies Policies Feedback/Learning Environmental Scanning Societal Environment General Forces Task Environment Industry Analysis Structure Chain of Command Resources Assets, Skills Competencies, Knowledge Culture Beliefs, Expectations, Values Reason for existence What results to accomplish by when Plan to achieve the mission & objectives Broad guidelines for decision making Programs Activities needed to accomplish a plan Budgets Cost of the programs Procedures Sequence of steps needed to do the job Process to monitor performance and take corrective action Performance External Internal Evaluation and Control IILM-GSM Global Business Management International Strategic Management 8
- 9. Nature of International Strategic Management • In concept, SM process in an MNC is similar to that in any other form of organization. • The main complicating factors being the numerous country and regional environments it has to analyze and understand before considering various strategic options. • Strategy implementation can be more difficult because different cultures have different norms, values and work ethics. IILM-GSM Global Business Management International Strategic Management 9
- 10. Nature of International Strategic Management Tata Steel (Group of Tata) succeed in acquiring another that is four times as large. The Tata Group (from Tea to Truck Conglomerate, most widely admired business group in India) spent 3 billion dollars on 19 acquisitions in five continents, from the Eight O’ Clock Coffee Co. in US to Daewoo in South Korea. IILM-GSM Global Business Management International Strategic Management 10
- 11. Nature of International Strategic Management • Ford Motor, which has re-entered the market in Thailand and despite a shrinking demand for automobiles, there is beginning to build a strong sales force to garner market share. The firm’s strategic plan is based on offering the right combination of price and financing to a carefully identified market segment. • In particular, Ford is working to bring down the monthly payments so that customers can afford a new vehicle. This is the same approach that Ford used in Mexico, where the currency crisis of 1994 resulted in serious problems for many multinationals. 07/06/10 11 IILM-GSM Global Business Management International Strategic Management
- 12. Nature of International Strategic Management Toyota is another MNC which has benefited vastly from strategic management. The company is going beyond the automotive market. In the process, Toyota is assessing environmental opportunities and threats and examining its internal strengths and weaknesses so that the firm’s strategic thrust can exploit its strengths and sidestep any shortcomings. 07/06/10 12 IILM-GSM Global Business Management International Strategic Management
- 13. Strategies to Increase Profitability in IB An MNC is able to increase its profitability in ways often not available to a domestic firm. For example a global firm able to: 1. Acquiring and or Developing Brands 2. Reaping Experience Curve Benefits 3. Realizing Location Economies 4. Skills and Core Competencies 07/06/10 13 IILM-GSM Global Business Management International Strategic Management
- 14. “ Nestle is the best example to be mentioned. Nestle is the world’s largest food company, employed over 384,000 people in 2009, 97% of whom worked outside Switzerland. In 2009, Nestle operated 880 factories in 156 countries. One half of its sales were in Europe, and 25% came from North America”. 1. Acquiring and or Developing Brands Strategies to Increase Profitability in IB 07/06/10 14 IILM-GSM Global Business Management International Strategic Management
- 15. Nestle has been highly successful in its global operations. It has adopted several strategies to achieve the success. 1. Strategy of acquiring and/or developing widely known brands. 2. Another important strategy is to continuously improve traditional products. For instance, Nestle produces over 200 types of instant coffee, all tailored to meet the requirements of specific countries. 3. The final strategy is that the company has given local managers substantial autonomy. 4. However, basic strategy, brand policy, and financial decisions are controlled at company headquarters in Vevey, Switzerland. Strategies to Increase Profitability in IB 07/06/10 15 IILM-GSM Global Business Management International Strategic Management
- 16. 2. Reaping Experience Curve Benefits Strategies to Increase Profitability in IB • The experience curve refers to the systematic reductions in production costs over the life of a product. The experience curve has greater strategic relevance. • The firm that moves down the experience curve most rapidly has a cost advantage over its competitors. • Serving the global market from a single location helps to establish low cost strategy. • Aim to rapidly build up sales, aggressive marketing strategies and first-mover advantages. 07/06/10 16 IILM-GSM Global Business Management International Strategic Management
- 17. 2. Reaping Experience Curve Benefits Strategies to Increase Profitability in IB ‘One firm that has exploited the strategy of experience curve to its advantage is Matsushita, a Japanese company. Along with Sony & Philips, Matsushita was in a race to develop a commercially viable videocassette recorder in the 1970s. Although Matsushita initially lagged behind Philips and Sony, it got its VHS format accepted as the world standard and reaped enormous experience- curved based cost economies’. 07/06/10 17 IILM-GSM Global Business Management International Strategic Management
- 18. 2. Reaping Experience Curve Benefits Strategies to Increase Profitability in IB ‘Matsushita’s strategy was to build global volume as rapidly as possible. To ensure that it could accommodate worldwide demand, the firm increased its production capacity 33-fold from 205,000 units in 1977, to 6.8 million units by 1984. By serving world market from a single location in Japan, Matsushita realized considerable experience curve advantages’. 07/06/10 18 IILM-GSM Global Business Management International Strategic Management
- 19. 3. Realizing Location Economies Strategies to Increase Profitability in IB • Because of differences in factor costs, certain countries have a comparative advantage in the production of certain products. For example, • Japan excels in the production of automobiles and consumer electronics. • The US excels in the production of pharmaceuticals, biotechnology and financial services. • Switzerland excels in the production of precision instruments and pharmaceuticals. • India excels in the production of computer software. 07/06/10 19 IILM-GSM Global Business Management International Strategic Management
- 20. 3. Realizing Location Economies Strategies to Increase Profitability in IB What does all these mean? • A firm does benefit by basing each of its value creation activities at that location where PEST factors are most conductive to the performance of that activity. Firms that pursue such a strategy are said to be realizing location economies. 07/06/10 20 IILM-GSM Global Business Management International Strategic Management
- 21. 3. Realizing Location Economies Strategies to Increase Profitability in IB General Motors (GM) did precisely the same thing. Design of its Pontiac Le Mans car was done in Germany, key components were manufactured in Japan, Taiwan and Singapore; assembly was performed in South Korea; and advertising strategy was formulated in Great Britain. Each of these countries was best suited to perform a particular value creation activity. 07/06/10 21 IILM-GSM Global Business Management International Strategic Management
- 22. 4. Skills and Core Competencies Strategies to Increase Profitability in IB The term core competence refers to skills within the firm that competitors can not easily imitate. The skills may exist in production, finance, R&D or marketing. • Toyota has, in the production of cars. • McDonalds’s has, in managing fast food operations. • P&G has, in developing and marketing consumer products. • Wal-Mart, in information system and logistics. 07/06/10 22 IILM-GSM Global Business Management International Strategic Management
- 23. Strategies to Increase Profitability in IB An MNC is able to increase its profitability in ways often not available to a domestic firm. For example a global firm able to: 1. Acquiring and or Developing Brands 2. Reaping Experience Curve Benefits 3. Realizing Location Economies 4. Skills and Core Competencies 07/06/10 23 IILM-GSM Global Business Management International Strategic Management
- 24. Strategic choices for Global Expansion 07/06/10 24 IILM-GSM Global Business Management International Strategic Management
- 25. Pressures for Cost Reductions • Intense in industries of standardized, commodity type product that serve universal needs • Major competitors are based in low-cost locations • Consumers are powerful and face low switching costs • Liberalization of world trade and investment environment • Examples – Bulk chemicals, petroleum, steel, personal computers 07/06/10 25 IILM-GSM Global Business Management International Strategic Management
- 26. Pressures for Local Responsiveness • Differences in consumer tastes & preferences – North American families like pickup trucks while in Europe it is viewed as a utility vehicle for firms • Differences in infrastructure & traditional practices – Consumer electrical system in North America is based on 110 volts; in Europe on 240 volts • Differences in distribution channels – Germany has few retailers dominating the food market, while in Italy it is fragmented • Host-Government demands – Health care system differences between countries require pharmaceutical firms to change operating procedures 07/06/10 26 IILM-GSM Global Business Management International Strategic Management
- 27. Management Focus – Tailoring world cars to the U.S. market • Japanese automobile manufacturers customize car design to tastes of American consumers – Toyota released the Tundra with V8 engines which looks like a heavy-duty pickup truck with a powerful engine – Nissan let U.S. engineers and planners be completely responsible for development of most vehicles sold in North America – Honda customizes the Pilot, it’s next generation SUV according to tastes for American families who wanted bigger vehicles with three row seating 07/06/10 27 IILM-GSM Global Business Management International Strategic Management
- 28. Strategic choices for Global Expansion Four basic strategies to enter and compete in the international environment: 1. Multi domestic strategy 2. International strategy 3. Global strategy 4. Transnational strategy 07/06/10 28 IILM-GSM Global Business Management International Strategic Management
- 29. Multi-domestic Strategy Global Strategy International Strategy Transnational Strategy Pressure for Global Integration Pressureo High Low Low High Strategic choices for Global Expansion 07/06/10 29 IILM-GSM Global Business Management International Strategic Management
- 30. • Main aim is maximum local responsiveness. • A firm pursuing a multi-domestic strategy customizes its products to suit the needs of customers in each country in which is operates. The company transfers to its subsidiaries the core competencies it has developed at home and establishes a wholly owned subsidiary. • Strategic control is decentralized to each foreign subsidiary which operates automatically and develops its own set of value creation activities. • Multi-domestic strategy seek to take advantage of local differentiation. Multi-domestic Strategy Strategic choices for Global Expansion 07/06/10 30 IILM-GSM Global Business Management International Strategic Management
- 31. Strategies for Global Expansion • But the problem with this strategy is that each subsidiary becomes and stand-alone company. Because the resources and skills are transferred from the parent company, the benefit of global learning is lost. • The potential benefits from multi-domestic strategy need to be stated. The strategy can result in the establishment of a series of successful foreign subsidiaries. • Firms pursuing multi-domestic strategy tend to adopt worldwide area structure. • H.J. Heinz, Ford and GM, Philips pursued multi-domestic strategies when they first entered European Markets. Multi-domestic Strategy 07/06/10 31 IILM-GSM Global Business Management International Strategic Management
- 32. Strategies for Global Expansion Multi-domestic Strategy • Product customized for each market • Decentralized control - local decision making • Effective when large differences exist between countries • Advantages: – product differentiation – local responsiveness – minimized political risk – minimized exchange rate risk 07/06/10 32 IILM-GSM Global Business Management International Strategic Management
- 33. Strategies for Global Expansion Multi-domestic Strategy • Philips is a good example, followed a multi-domestic strategy. • This strategy resulted in: – Innovation from local R&D – Entrepreneurial spirit – Products tailored to individual countries – High quality due to backward integration Multi-domestic strategy presented Philips with many challenges: – High costs due to tailored products and duplication across countries – The innovation from the local R&D groups resulted in products that were R&D driven instead of market driven. – Decentralized control meant that national buy-in was required before introducing a product07/06/10 33 IILM-GSM Global Business Management International Strategic Management
- 34. Strategies for Global Expansion • International strategy replicates certain features of the multi- domestic approach. • As with multi-domestic strategy, the firm transfers its core competences to the foreign subsidiary so that it can reap the differentiation advantage. • But certain core competencies in R&D, marketing and product development are centralized at home. • All other operating decisions are decentralized (like multi-domestic strategy). The need for coordination is moderate. • Limit customization of product offering and market strategy. • Coco-Cola, Pepsi-Cola, pursue and international strategy. • These firms follow worldwide product division structure. • There is limited local responsiveness. International Strategy 07/06/10 34 IILM-GSM Global Business Management International Strategic Management
- 35. Strategies for Global Expansion • With a global strategy, a standardized product is manufactured at a few low-cost location and then offered to the global market. • As with international strategy, only limited customizing to suit the tastes of individual markets is allowed. • Product standardization allows a firm to achieve huge global economies of scale which translates to lower costs and lower prices. • When low price is accompanied by quality, the firm has a very strong competitive advantage. • AT&T is a typical company which pursues global strategy. • Firms pursuing global strategy operates with a worldwide product division structure. Global Strategy 07/06/10 35 IILM-GSM Global Business Management International Strategic Management
- 36. Strategies for Global Expansion Global Strategy • Product is the same in all countries. • Centralized control - little decision-making authority on the local level • Effective when differences between countries are small • Advantages: – Cost – Coordinated activities – Faster product development Semiconductor industries often adopt Global Strategy. IILM-GSM Global Business Management International Strategic Management 3607/06/10
- 37. Strategies for Global Expansion Global Strategy • Matsushita is a good example that followed a global strategy. • This strategy resulted in: – Strong global distribution network – Company-wide mission statement that was followed closely – Financial control – More applied R&D – Ability to get to market quickly and force standards since individual country buy-in was not necessary. The global strategy presented Matsushita with the following challenges: – Problem of strong yen – Too much dependency on one product - the VCR – Loss of non-Asian employees because of glass ceilings Matsushita Electric Industrial, now Panasonic Corporation, a multinational electronics corporation based in Kadoma, Japan IILM-GSM Global Business Management International Strategic Management 3707/06/10
- 38. Strategies for Global Expansion • Firms pursuing transnational strategy yield to both the pressures – global integration and local responsiveness. • The need for global integration creates pressures for centralizing some operating decisions (particularly production and R&D). • At the same time, the need to be locally responsive creates pressures for decentralizing other operating decisions to subsidiaries (particularly marketing). • Consequently, these companies tend to mix relatively high degrees of centralization for some operating decisions with relatively high degree of decentralization for others. • These firms tend to operate with matrix type structures in which both product division and areas have significant influence. Transnational Strategy IILM-GSM Global Business Management International Strategic Management 3807/06/10
- 39. Strategies for Global Expansion • P&G is one example of an MNC which is pursuing the transnational strategy. • Starting with multi-domestic strategy in 1980s, by 1990s the largest soaps and detergents manufacturer switched to transnational strategy. • P&G now co-ordinates its skills and resources to reduce cost across countries and increase its differentiation advantage inside each country as well. The new strategy gives P&G a competitive advantage over its arch rival, Unilever. Transnational Strategy IILM-GSM Global Business Management International Strategic Management 3907/06/10
Notas del editor
- To arm or prepare in advance of a conflict The part of the arm between the wrist and the elbow.
- Formulation covers ..strategy in international business ..all corporate, business and functional level also all four strategy After defining the strategic management in internatioanl business…in the first session ..start the difference between international and global strategy…of firms..explain then strategies to increase profitability…in the second period discuss strategic choices..
- Out of four steps. first step is very important in International SM…implementation will be difficult Tata has various acqusuion with corus (corus four times bigger) ..anglo dutch company..and JV with arcelor mittal.( A M is a merger) Strategic Management is critical in international Business. An MNC needs to keep track of its increasingly diversified operations in a continuously changing international environment. Steel Makers across the globe realize that consolidation will results in scales which further help in sourcing raw materials, better utilization of marketing and sales network and flexibility in production schedules.
- Out of four steps. first step is very important in International SM…implementation will be difficult Tata has various acqusuion with corus (corus four times bigger) ..anglo dutch company..and JV with arcelor mittal.( A M is a merger)
- Theses are general startegies…as a part of strategy formulation in international business perspective
- Nestlé completes its acquisition of Novartis Medical Nutrition As a result of the successful conclusion of the regulatory process, Nestlé completed its acquisition of Novartis Medical Nutrition on 1 July 2007 Nestlé Australia has agreed to acquire the Uncle Tobys business in Australia, as well as the rights to the brand in New Zealand for AUD 890 million in cash, or 11.3 times 2005 EBITDA. Uncle Tobys had sales of approximately AUD 400 million in 2005 and an EBITDA of approximately AUD 79 million, with activities covering breakfast cereals, nutritious snacks, and instant soups. Uncle Tobys began operations in 1893 and the Uncle Tobys brand is iconic in the Australian market with unparalleled respect in the areas of nutrition and vitality. As such, the move underscores Nestlé's strategic focus on nutrition, health and wellness, and significantly improves its market positions in these three categories in Australia. Breakfast cereals account for more than 40% of Uncle Tobys sales. wiss giant Nestle is scanning the bid battle for Cadbury for a chance it might get back a lucrative U.S. licence for its KitKat chocolate bar or pick up gum and candy in a breakup bid. The Movenpick , icecream in indiaacquisition drew notice in India. "With Nestle making no bones about its plans to enter the ice cream market in India, industry analysts feel ...
- Support..theory of absolute advantage Comparative is an extension of absolute advt US pharma..abott laboratories, johnson and johnson, pfizer But novartis from swis..and glaxosmithkline from UK.. Ranbxy first and dr reddy second in india
- We have seen same case…hyundai.from south korea..built a manufacturing plant in chennai..bcz of these location advantage
- Nike in shoe making and merchandizing Infosys in making software blueprint etc
- Same as pressure for global integration…in a sence..if a firm able to integrate global opetrations that means able to reduce the cost of production
- IndiaC, D, M220 V50 HzThe standardardised voltage used in India is 220V/50 Hz with a tolerance varying from 216V to 253V. Some hotels provide dual receptacles for foreign appliances giving both 120V and 230V. United States of AmericaA, B120 V60 HzStandardized at 120 V. Electricity suppliers aim to keep most customers supplied between 114 and 126 V most of the time. 240 V/60 Hz used for heavy duty applications such as air conditioners, clothes dryers, stoves, ovens, and water heaters. Buildings with more than two branch circuits will have both 120 and 240 V available. Since 1962, Type B outlets are required by code in new construction and renovation. A T-slot Type B is rated for 20 amperes for use in kitchens or other areas using large 120 V appliances. JapanA, B100 V50 Hzand60 HzEastern Japan 50 Hz (Tokyo, Kawasaki, Sapporo, Yokohama, and Sendai); Western Japan 60 Hz (Okinawa, Osaka, Kyoto, Kobe, Nagoya, Hiroshima). Older buildings have nonpolarized sockets, in which case American polarized plugs (one prong wider than the other) would not fit. Many buildings do not have the ground pin. Sockets and switches fit in American-sized standard boxes. United KingdomG (D and M seen in very old installs and specialist applications)230 V (formerly 240 V)50 Hz Health care system difference…. In india it is mixture of private and government controleed hospital..but in europe 90 % controlled by the government..self practice is very rare across the europe. In australia..private doctors seeing patients free..lastly they show bill to government in bulk and get their charge.. Treatment by private doctors is also free when the doctor direct bills the Health Department In gulf country and europe also..every one is having kind of helth insurance..that is necessary..but in india how many people you saw having a kind of haealth insurance ? In India, the hospitals are run by government, charitable trusts and by private organizations. The government hospitals in rural areas are called the primary health centre (PHC)s. Major hospitals are located in district head quarters or major cities. Apart from the modern system of medicine, traditional and indigenous medicinal systems like Ayurvedic and Unani systems are in practice throughout the country. The Modern System of Medicine is regulated by Medical Council of India, whereas the Alternate systems recognised by Government of India are regulated by Department of AYUSH (an acronym for Ayurveda, Yunani, Siddha & Homeopathy) under Ministry of Health, Government of India. PHC's are non-existent in most places, due to poor pay and scarcity of resources. Patients generally prefer private health clinics. These days some of the major corporate hospitals are attracting patients from neighboring countries such as Pakistan, countries in the Middle East and some European countries by providing quality treatment at low cost. In 2005, India spent 5% of GDP on health care, or US$36 per capita. Of that, approximately 19% was government expenditure.[18], but now the situation is changing. 'HIPP' baby food is a very dominant brand of organic products in German food retailing. ... Health care systems are designed to meet the health care needs of target populations. There are a wide variety of health care systems around the world. In some countries, the health care system has evolved and has not been planned, whereas in others a concerted effort has been made by governments, trade unions, charities, religious, or other co-ordinated bodies to deliver planned health care services targeted to the populations they serve. However, health care planning has often been evolutionary rather than revolutionary There are generally five primary methods of funding health care systems:[3][4] direct or out-of-pocket payments, general taxation, social health insurance, voluntary or private health insurance, and donations or community health insurance.
- A sport utility vehicle (SUV) is a generic marketing term for a vehicle similar to a station wagon, but built on a light-truck chassis. ...A sport utility vehicle (SUV) is a generic marketing term for a vehicle similar to a station wagon, but built on a light-truck chassis.[1] Usually equipped with four-wheel drive for on- or off-road ability, and with some pretension or ability to be used as an off-road vehicle, some SUVs include the towing capacity of a pickup truck with the passenger-carrying space of a minivan or large sedan. Since SUVs are considered light trucks and often share the same platform with pick-up trucks, they are regulated less strictly than passenger cars under the two laws in the United States, the Energy Policy and Conservation Act for fuel economy, and the Clean Air Act for emissions.[2]
- Pressure for global integration means..presssure of globalization... Global integrations possible through...knowledge sharing, Technology transfer Outsourcing Global integration through M & A..before that knowing cultue is important How to integrate all the business operations held in different subsidiaries, ....in order to minimize risk and cost and get better returns
- Polycentric in eprg framwork is same as multidomestic
- World wide are structure cause high cost
- High costs due to tailored products and duplication across countries , high cost due to world wide area sturecture also The innovation from the local R&D groups resulted in products that were R&D driven instead of market driven. Decentralized control meant that na tional buy-in was required before introducing a product - time to market was slow. Koninklijke Philips Electronics N.V. (Royal Philips Electronics Inc.), most commonly known as Philips, (Euronext: PHIA, NYSE: PHG) is a multinational Dutch electronics corporation. Philips is one of the largest electronics companies in the world. In 2009, its sales were €23.18 billion. The company employs 123,800 people in more than 60 countries.[2] Philips is organized in a number of sectors: Philips Consumer Lifestyles (formerly Philips Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips Lighting and Philips Healthcare (formerly Philips Medical Systems).
- In international strategy firm manufacturese at home country, a kind of adaptation strategy, but a global strategy is standardiztaion strategy Firm that manufacturer and market p& s in several countries are called Multinational firms. M Donalds is also puruing this strategy. Coca-Cola is a carbonated soft drink sold in stores, restaurants, and vending machines internationally. The Coca-Cola Company claims that the beverage is sold in more than 200 countries.[1] It is produced by The Coca-Cola Company in Atlanta, Georgia, and is often referred to simply as Coke (a registered trademark of The Coca-Cola Company in the United States since March 27, 1944) or (in European and American countries) as cola or pop.[2] Originally intended as a patent medicine when it was invented in the late 19th century by John Pemberton, Coca-Cola was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coke to its dominance of the world soft-drink market throughout the 20th century. The company produces concentrate, which is then sold to licensed Coca-Cola bottlers throughout the world. The bottlers, who hold territorially exclusive contracts with the company, produce finished product in cans and bottles from the concentrate in combination with filtered water and sweeteners. The bottlers then sell, distribute and merchandise Coca-Cola to retail stores and vending machines. Such bottlers include Coca-Cola Enterprises, which is the largest single Coca-Cola bottler in North America and western Europe. The Coca-Cola Company also sells concentrate for soda fountains to major restaurants and food service distributors. The Coca-Cola Company has, on occasion, introduced other cola drinks under the Coke brand name. The most common of these is Diet Coke, with others including Caffeine-Free Coca-Cola, Diet Coke Caffeine-Free, Coca-Cola Cherry, Coca-Cola Zero, Coca-Cola Vanilla, and special editions with lemon, lime or coffee. In response to consumer insistence on a more natural product, the company is in the process of phasing out E211, or sodium benzoate, the controversial additive used in Diet Coke and linked to DNA damage in yeast cells and hyperactivity in children. The company has stated that it plans to remove E211 from its other products, including Sprite and Oasis, as soon as a satisfactory alternative is found.[3] Company name ... Coca-Cola India (Indian subsidiary of US-based Coca-Cola Company) Pepsi is a carbonated soft drink produced and manufactured by PepsiCo. The drink was first made in the 1890s by pharmacist Caleb Bradham in New Bern, North Carolina. The brand was trademarked on June 16, 1903. There have been many Pepsi variants produced over the years since 1898. PepsiCo India Holdings Pvt. Ltd. operates through its subsidiaries including Pepsi Foods Ltd, Frito - Lay India, and Tropicana Beverages Company. The company, through its subsidiaries manufactures, bottles, and exports fruit juices and carbonated beverages and packaged snacks such as Lays, Ruffles, Fritos, and Cheetos. PepsiCo India is based in Gurgaon, India. The company operates as a subsidiary of Pepsico Inc. varun beverages varun beverages - pepsi bottling in india
- Just like geocentric approach in EPRG framework AT&T Inc. is the largest provider of fixed telephony in the United States, and also provides broadband and subscription television services. As of January 2011[update], AT&T is the largest provider of mobile telephony service in the United States, with over 95.5 million wireless customers, just ahead of Verizon Wireless' 93.2 million, and more than 210 million total customers.[4] As of 2010[update], AT&T is the 7th largest company in the United States by total revenue, as well as the 4th largest non-oil company in the US (Behind Walmart, General Electric and Bank of America). It is the 3rd largest company in Texas by total revenue (Behind ExxonMobil and ConocoPhillips) and the largest non-oil company in Texas. It is also the largest company headquartered in Dallas.[5] In 2010, Forbes listed AT&T as the 23rd largest company in the world by market value and the 18th largest non-oil company in the world by market value .[6] From the case analysis of Organizational Change at Unilever (KA)...An idea that will be used throughout Europe. ("Pan = "all" in Greek) A Pan European strategy is the kind of strategy that is designed for all and applied upon all European countries (usually meaning European Union countries). Whether it is an economic strategy, an environmental strategy, an energy resources management strategy, an advertising strategy, ect. In business it usually means a management or sales strategy that can be applied and used in all those European countries where the particular business is active. For example Microsoft’s software license agreement is the same in all European Union countries and so are the license’s rights for software downgrades.
- The semiconductor industry is the aggregate collection of companies engaged in the design and fabrication of semiconductor devices. It formed around 1960, once the fabrication of semiconductors became a viable business. It has since grown to be the $249 billion dollar industry it is today.[1] The global semiconductor industry is dominated by USA, South Korea, Japan, and European Union. The U.S. industry faces challenges to development by some forms of government regulation. The U.S. government regulates exports and certain uses of some types of semiconductors due to their potential dual use in military applications. Based on KPMG report it will be a $260 billion market by 2009. Rank 2008 Rank 2007 Company Country of origin Revenue (million $ USD) 2008/2007 changes Market share 1 1 Intel Corporation United StatesUSA 33 767 -0.7% 13.1% 2 2 Samsung Electronics South KoreaSouth Korea 16 902 -14.2% 7% 3 4 Toshiba Semiconductors JapanJapan 11 081 -9.1% 4.3% 4 3 Texas Instruments United StatesUSA 11 068 -9.8% 4.3% 5 5 STMicroelectronics FranceFranceItalyItaly 10 325 +3.3% 4.0% 6 7 Renesas Technology JapanJapan 7 017 -12.3% 2.7%
- 1.00 INR = 1.85791 JPY The Japanese yen (円 or 圓, en?) (sign: ¥; code: JPY) is the official currency of Japan. It is the third most-traded currency in the foreign exchange market after United States dollar and the euro.[1] It is also widely used as a reserve currency after the U.S. dollar, the euro and the pound sterling. As is common when counting in East Asia, large quantities of yen are often counted in multiples of 10,000 (man, 万) in the same way as values in Western countries are often quoted in thousands. Applied research is research that is applied, accessing and using some part of the research communities' (the academy's) accumulated theories, knowledge, methods, and techniques, for a specific, often state, commercial, or client driven purpose. Applied research is often opposed to pure research in debates about research ideals, programs, and projects. Although it is impossible to generalize completely, Applied Research deals with practical problems and is generally empirical. Because applied research resides in the messy real world, strict research protocols must often be relaxed. For example, it may be impossible to use a random sample. Thus, transparency in the methodology is critical. Implications for interpretation of results brought about by relaxing a more or less strict cannon of methodology should also be developed. The OECD's Frascati Manual defines "Applied research" as one of the three forms of research, along with basic research & experimental development. VCR and VHS video home system In economics, the term glass ceiling refers to situations where the advancement of a qualified person within the hierarchy of an organization is stopped at a lower level because of some form of discrimination, most commonly sexism or racism, but since the term was coined, "glass ceiling" has also come to describe the limited advancement of the deaf, blind, disabled, and aged.[1] It is believed to be an unofficial, invisible barrier that prevents women and minorities from advancing in businesses. [2] This situation is referred to as a "ceiling" as there is a limitation blocking upward advancement, and "glass" (transparent) because the limitation is not immediately apparent and is normally an unwritten and unofficial policy. This invisible barrier continues to exist, even though there are no explicit obstacles keeping minorities from acquiring advanced job positions – there are no advertisements that specifically say “no minorities hired at this establishment”, nor are there any formal orders that say “minorities are not qualified” – but they do lie beneath the surface.[3] The "glass ceiling" is distinguished from formal barriers to advancement, such as education or experience requirements. Mainly this invisible barrier seems to exist in more of the developing countries, in whose businesses this effect is highly "visible". However, this glass ceiling tends to cripple working women the most.[citation needed] This barrier prevents large numbers of women, ethnic minorities, and sexual minorities from obtaining and securing the most powerful, prestigious, and highest-grossing jobs in the workforce.[4] This barrier makes many women feel as they are not worthy enough to have these high-ranking positions, but also they feel as if their bosses do not take them seriously or actually see them as potential candidates.[ Types of Glass Ceiling Barriers Different pay for comparable work.[1] Sexual, ethnic, racial, religious discrimination or harassment in the workplace Lack of family-friendly workplace policies Exclusion from informal networks; Stereotyping and preconceptions of women's roles and abilities; Failure of senior leadership to assume accountability for women's advancement; Lack of role models; Lack of mentoring [10] Worldwide, individual women have been breaking through the glass ceiling. Since the year 2000, New Zealand has appointed its first woman prime minister; the first woman became president of Central Bank in Finland; the former president of Ireland became the first woman Commissioner of Human Rights in the United Nations; and the World Health Organization has its first woman Director-General, the former prime minister of Norway
- Global learning Valuable skills can develop in any of the firm’s world wide operations Transfer of knowledge from foreign subsidiary to home country, to other foreign subsidiaries Transnational strategy difficult task due to contradictory demands placed on the organization Example : Caterpillar Procter & Gamble Co. (P&G, NYSE: PG) is a Fortune 500 American multinational corporation headquartered in Downtown Cincinnati, Ohio.[2] that manufactures a wide range of consumer goods. As of mid 2010, P&G is the 6th most profitable corporation in the world, and the 5th largest corporation in the United States by market capitalization, surpassed only by Apple, Exxon Mobil, Microsoft, and Walmart. It is 6th in Fortune's Most Admired Companies 2010 list.[3] P&G is credited with many business innovations including brand management and the soap opera.