apparel retailing chains that includes Massimo Dutti‚ Pull and Bear‚ Bershka‚ Stradivarius‚ Oysho‚ and‚ most importantly‚ Zara. Zara has historically been the most profitable of the chains‚ operating 282 stores in 32 countries at the end of 2001 (Ghemawat & Nueno‚ 2006). The other five chains that are operated by Inditex have not matched the growth capabilities or revenue of Zara. Zara’s apparel offers a high level of fashion at a reasonable price‚ effectively appealing to the middle to middle-high
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This is a reflection of the Harvard Business Review of Thomas M. Hout and Pankaj Ghemawat “China vs. the world”‚ HBR December 2010‚ page 94-103. Thomas M. Hout is a professor at the University of Hong Kong’s School of Business since 2002. He teaches Strategy‚ Operations and Information‚ Business Strategies for China and India and fast companies (IMBA program in Shanghai)[1][2]. Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE (spanish: Instituto de Estudios Superiores
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Coping with the four dimensions of distance in the international expansion of Starbucks. Maarten de Graaf‚ s1861263 Tom Breteler‚ s2022117 Group 12 13-10-2010 Introduction to International Business Ms. Wilhelm 1. What are the four dimensions of ‘distance’ in Starbuck’s international expansion? The four dimensions are culture‚ administrative‚ geographic and economic distance. 2. How did Starbucks reduce the ‘distance’ vis à vis host countries? Starbucks used many tactics to reduce
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customer oriented‚ satisfaction of consumer needs (Mazaira‚ González‚ & Avendano‚ 2003) Business Environment Global textile and clothing industry (Lopez & Fan‚ 2009) with 900 billion Euro in 200 worldwide (Ghemawat & Nueno‚ 2006). Main competitors: H&M‚ Gap and Benetton (Ghemawat
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Roberto Goizeta‚ Coca-Cola pursued a strategy that involved focusing resources on Coke’s megabrands‚ an unprecedented amount of standardization‚ and the official dissolution of the boundaries between the U.S. organization and the foreign operations”. (Ghemawat‚ 2011) Coca-Cola has to recognize how much business that they have around the world and adjust any strategy to keep being successful. In the last few years‚ their strategy has changed significantly. They have become more focused on how to produce
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Bibliography: Ansoff‚ I. (1957) Harvard Business Review 1957 D’Andrea‚ G and Arnold‚ D Ferdows‚ K. Lewis‚ M. A. And Machuca‚ J. A. D. (2004) “Rapid Fire Fulfillment” The 21st Century Supply Chain. Harvard Business Review. Ghemawat‚ P. And Nueno‚ J. L. (2006) “Zara: Fast Fashion” Harvard Business Review. Hooley‚ G.‚ Saunders‚ J.‚ & Piercy‚ N. (2004) Marketing Strategy and Competitive Positioning Grant‚ R Johnson‚ G.‚ Whittington‚ R.‚ & Kevan‚ S. (2011) Exploring Strategy
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aura Spreads In India. [Online] Available at: http://www.fashionunited.in/news/fashion/the-zara-aura-spreads-in-india-110520112005 Garcia‚ J. M.‚ 2010. Benetton and Zara information systems:a comparative analysis‚ Spain: Organisation de Empresas. Ghemawat‚ P. & Nueno‚ J. L.‚ 2006. Zara: Fast Fashion‚ Boston: Harvard Business School. Guddal & Saurabh‚ 2010. Zara Case Ass. [Online] Available at: www.scribd.com/doc/38701912/Zara-Case-Ass Inditex‚ 2010. Annual report 2010‚ Spain: Inditex. Join
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Environmental scan template Table of Contents 1. Introduction 3 2. Filters 3 2.1 Filter example: Type of market 3 2.2 Filter example: Country population 3 3. Template 3 4. Combination of strategy and foreign market conditions 7 5. Further opportunities for action 8 6. Sources 9 Table of Figures Figure 1: Combination of PEST analysis and strategy……………………7 Introduction Scanning the external environment is critically important to ensure the success of firms
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Globalization Note Series Pankaj Ghemawat and Sebastian Reiche National Cultural Differences and Multinational Business The eminent Dutch psychologist‚ management researcher‚ and culture expert Geert Hofstede‚ early in his career‚ interviewed unsuccessfully for an engineering job with an American company. Later‚ he wrote of typical cross-cultural misunderstandings that crop up when American managers interview Dutch recruits and vice versa: “American applicants‚ to Dutch eyes‚ oversell themselves
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China. This paper examines the various issues which Argos must take under consideration while planning to launch its very first retail outlet in China. The decision to expand your business across borders can be quite a crucial one. According to (Ghemawat 2001) “companies routinely exaggerate the attractiveness of foreign markets‚ which can lead to expensive mistakes.” Additionally‚ one must also critically analyze its competitors in the potential market which they seek to enter. * Competition
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