DEVELOPING GLOBAL HUMAN RESOURCE STRATEGIES Hans-Erich Mueller∗ FHW-Berlin School of Economics Discussion paper for European International Business Academy 27th Annual Meeting‚ 13-15 December 2001 in Paris Abstract. A few years ago it was typical to give one’s subsidiaries a free rein and send managers overseas from headquarters only. But today a great deal depends on overcoming this one-way street and in looking
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International Marketing Dilemma Standardization VS . Customization Spiderman Becomes an Indian Product Idea P&G – Connect & Develop Strategy • Develop brands tailored for similar consumer cohorts living in different countries‚ rather than producing strategies on a nation-by-nation basis – Consumers in Mumbai have more common with consumers in Shanghai‚ Tokyo‚ New York than with consumers in rural India • Expertise from one part of the globe to another – Taboos over feminine hygiene in rural India were
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tactics definition and execution rather than strategy itself. Since Sears Domestic has a non-competitive cost structure in comparison with its key competitors (e.g. Walmart‚ Target‚ Home Depot‚ etc.) ‚ it is wiser to pursue differentiation strategy than low-cost strategy. In addition‚ Sears need more focus on customer segments to compete. Therefore‚ in our recommendations‚ we will put emphasis on action plan in order to materialize Sears’ focus differentiation strategy‚ which includes two main groups
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IT Strategy White Paper Telecom Sector: Vodafone 2013 IT Strategy White Paper Telecom Sector: Vodafone 2013 Submitted by: Geetha Ranganathan 2011B41 Rosanne Mathias 2011B10 Augustus Simon 2011B31 Pranshu Sahni 2011B20 Sidharth Geddam 2011B04 Royston Vaz 2011C48 Aastha Dhawan 2011D36 Submitted by: Geetha Ranganathan 2011B41 Rosanne Mathias 2011B10 Augustus Simon 2011B31 Pranshu Sahni 2011B20 Sidharth
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IESE UNIVERSITY OF NAVARRA STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Esteban Masifern* Joaquim Vilà* RESEARCH PAPER No 461 March‚ 2002 * Professors of General Management‚ IESE Research Division IESE University of Navarra Av. Pearson‚ 21 08034 Barcelona - Spain Copyright © 2002‚ IESE Do not quote or reproduce without permission STRATEGIC THINKING: STRATEGY AS A SHARED FRAMEWORK IN THE MIND OF MANAGERS Abstract Even though most
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Study #1: Golden Global Award Case Study #1: Golden Global Award Eye candy Coralius Cosmetics is a global cosmetics manufacturer with annual revenues of $1.1 billion. Its brand of eyeliner‚ mascara and eye shadow is widely recognized in over 75 countries. Headquarters are in Los Angeles. In the past‚ Coralius has successfully relied on its country managers to create local advertising and promotion initiatives for its cosmetics. Take one The executive vice president and global marketing officer
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competitive dynamics. Describe market commonality and resource similarity as the building blocks of a competitor analysis. Explain awareness‚ motivation‚ and ability as drivers of competitive behavior. Discuss factors affecting the likelihood a competitor will take competitive actions. Discuss factors affecting the likelihood a competitor will respond to actions taken against it. Explain competitive dynamics in slow-cycle‚ fast-cycle and standard-cycle markets. CHAPTER OUTLINE Opening Case Competition
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include: “basic” strategic planning‚ issue-based (or goal-based)‚ alignment‚ scenario‚ and organic planning. Model One - “Basic” Strategic Planning This very basic process is typically followed by organizations that are extremely small‚ busy‚ and have not done much strategic planning before. The process might be implemented in year one of the nonprofit to get a sense of how planning is conducted‚ and then embellished in later years with more planning phases and activities to ensure well-rounded
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SUDERLAND BUSINESS SCHOOL Global telecommunications providers - BT ’s strategy Module Code: PGBM16 Student Name: Ziheng Zhang Student No: 129046112 Words:3473 Date: 10/01/2014 Executive summary British Telecom Group was founded in 1984.It is the UK ’s largest telecommunications provider. From the beginning of the 1990s‚ BT ’s ambition is to become the world ’s leading telecommunications companies. BT in the development process‚ through a series of innovative measures
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Case: Siemens AG: Global Development Strategy (A) 1. How would you characterize Siemens’ global development strategy? Why does it have regional development centers (RDCs) around the world? Over the years‚ however‚ Siemens had followed a strategy of shifting more autonomy to its regional centers to strengthen its global presence. First‚ because of local labor shortages‚ ICN could simply not centralize all product development at Munich. Second‚ having regionally-based managers‚ engineers and
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