Critically evaluate the ‘World is Flat’ thesis put forward by Thomas Friedman. Thomas Friedman in his recent book ‘The world is flat’ discusses a short history of globalisation in the twenty-first century. His discovering journey took him around the world to investigate the new concept in transnational business. He views himself as Columbus-like‚ but in a new modern word‚ in which he is searching for the sources of today’s wealth. Only to come to a rhetorical conclusion that the world is “flat”
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2/28/2010 ACAD GROUP 27 - good effort‚ stock trend could be simpler and thus effective- 19.6 Bhawna Jain PGP-09-110 Chetan Mehta PGP-09-111 Ranjan Singh PGP-09-154 Shounak Parida PGP-09-163 Vimina Bt PGP-09-177 Visram R PGP-09-179 | Company Profile TATA Motors is the flagship company of the TATA group & is India’s largest automobile player with consolidated revenues of USD 14 billion in 2008-09. It is the leader in commercial vehicles in each segment‚ and among the top three
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The foundation of Volkswagen dates back to the Third Reich. For the opening of the international automobile show in Berlin 1934‚ Adolf Hitler demanded the development of a car which should be priced at a maximum price of 1000 Reichsmark and thus remain affordable for the average citizen. This car should be named ‘Car of the people’ (Volkswagen) and offer space for a family of four members. The first model was designed by Ferdinand Porsche in 1934 and in May 1937‚ the “Gesellschaft zur Vorbereitung
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Govindarajan (Mar 11 2009)‚ “Winning Micro Customer in Mega Markets”‚ GE Reports < http://www.gereports.com/winning-micro-customers-in-mega-markets/> 13. Jeffery Immelt et al‚ (Oct 2009)“How GE is Disrupting itself”‚ Harvard Business Review‚ 14. Pankaj Ghemawat. (November 10‚ 2003) “Globalization: The Strategy of Differences”‚ Harvard Business Review. < http://hbswk.hbs.edu/item/3773.html> 15. Oil prices chart 2003-2008‚ US Department of Energy
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routinely exaggerate the attractiveness of foreign markets‚ and that can lead to expensive mistakes. Here’s a more rational approach to evaluating global opportunities. Distance Still Matters The Hard Reality of Global Expansion by Pankaj Ghemawat • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Distance Still Matters: The Hard Reality of Global Expansion 12 Further
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1. Porter‚ M. E. On Competition‚ Updated and Expanded Edition. Boston: Harvard Business School Publishing‚ 2008. 2. Porter‚ Michael E.‚ and Klaus Schwab‚ eds. Global Competitiveness Report 2008/2009. Geneva: World Economic Forum‚ 2008. 3. Lopez-Claros‚ Augusto‚ Michael Porter‚ Xavier Sala-i-Martin‚ and Klaus Schwab. Global Competitiveness Report 2007-2008. World Economic Forum‚ 2007. 4. Porter‚ Michael E.‚ and Elizabeth O. Teisberg. Redefining Health Care: Creating Value-Based Competition on
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April 23‚ 2013 INTERNATIONAL MARKETING About the chapter “The CAGE Distance Framework” by Pankaj Ghemawat The CAGE Distance Framework The semi globalized state of the real world‚ in which borders continue to matter; the large differences arise at borders. The differences are in terms of the distances between countries along a variety of Cultural‚ Administrative / political‚ Geographic and Economic (CAGE) dimensions. As a result‚ the CAGE framework not only helps identify the key differences
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PG0-002 MAY 6‚ 2011 PANKAJ GHEMAWAT RAVI MADHAVAN Mittal Steel in 2006: Changing the Global Steel Game On January 27‚ 2006‚ Laxmi Niwas Mittal (LNM) and his son‚ Aditya Mittal‚ Chairman & CEO and CFO respectively of Mittal Steel‚ prepared for the press conference at which they would announce Mittal Steel’s unsolicited €18.6 billion bid to acquire the European steelmaker Arcelor. Although Mittal Steel had been a prime mover behind the consolidation of the industry—and most participants
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Nanjing University of Posts and Telecommunications IMPORTANT: YOUR ASSIGNMENT WILL NOT BE ACCEPTED FOR ASSESSMENT WITHOUT THE COVERING SHEETS! |Unit level: |Unit no: |Lecturer: | | |7 | | |Unit Title: BUSINESS STRATEGY
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1. a. Core competencies of Inditex Inditex’s infrastructure The six retailing chains: Zara‚ Bershka‚ Massimo Dutti‚ Pull and Bear‚ Stradivarius and Oysho were organized as separate business units‚ responsible for their own business strategies‚ product design and other activities. Nonetheless‚ coordination across the chains increased an expansion power of Inditex as the Group and induced the management to open some multichain locations (Gnemawat & Nueno‚ p. 8‚ 2006). Visionary management The founder
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