...Citibank: Launching the Credit Card in Asia Pacific (A) Case Study, BEP 430 Marketing 20030059 Dong-ock Kim1, 20030071 Min-geuk Kim2, 20040054 Keehyung Kim3, 20040535 Yohan Jo4, 20076006 Huang Qiuling5, 20076035 Dorjsuren Bayarmaa6 Marketing Team A1 2 3 4 5 6 erst_licht99@hotmail.com1, kmg0702@hanmail.net2, keehyoung@gmail.com3, zukjimote@gmail.com4, sharlin_huangqiuling@hotmail.com5, gordok_88@yahoo.com6 Professor: Wonjoon Kim Date submitted: May 18, 2007 TO: Rana Talwar, head of Citibank’s Asia Pacific Consumer Bank, Citibank FROM: Dong-ock Kim, Min-geuk Kim, Keehyung Kim, Yohan Jo, Huang Qiuling, Dorjsuren Bayarmaa RE: Citibank: Launching the Credit Card in Asia Pacific (A) DATE: May 18, 2007 As you know, rapid growth of Asia-Pacific economy was incredible in several years. It could be a good chance for Citibank’s growth, so Citibank has started to branch banking business since 1978. Actually, performance of Asia-Pacific branches is not bad. In 1988, Citibank earned $69.7 million, but Citibank does not satisfy with its performance. Citibank’s goal is $100 million until 1990. For this goal, Citibank launched the most innovative service such as telephone banking service. And now, Citibank is planning to launch a new product credit card. Acquiring card customers means that Citibank has more opportunities to crosssell product line: Auto Loans, Ready Credit, Deposits, and Mortgage Power, Citibank’s core products. But many of Citibank headquarters have doubts...
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...Kuehne & Nagel in the Asia Pacific Prepared by: Satya Jagannathan KOTHIMANGALAM (G0750279L) Q 1. How do you see KN’s environment changing? The changes in the environment could be classified into the following – Regulatory changes: The formation of trade barrier-free European Union meant lower Customs Clearance (CC) revenue for Freight Forwarding (FF) companies. It used to form 60% of an FF company’s business and now was reduced considerably. Hence, companies like KN had to look for other avenues to make money. Changes in customer demand: Companies wanted to shorten their product cycles, squeeze out inefficiencies and make SCM their competitive advantage. They wanted companies which were transportation and distribution suppliers with IT capabilities and well-trained professionals. Since the requirements of these companies were very varied and companies had different bottlenecks, they would require specialised, custom services. Rise in global SCM spending: The world merchandise trade was growing by the rate of 12% annually and for MNCs, it was getting critical to manage their supply chains efficiently. The need of global SCM grew with MNCs doing business worldwide, the cultural differences that come with it and the IT logistical inefficiencies. Hence, the global spending on SCM was growing. Rise of new markets: The European markets were well-developed and saturated, while there was plenty of room for growth in Asia-Pacific (APAC) region. More and more MNCs were moving...
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...Compare and Contrast Japanese and Western Imperialism in Asia and the Pacific 23 October 2013 at 18:10 The Japanese pursuit for an empire in South East Asia helped changed the balance of world power away from Europe, by taking their most lucrative colonies. Soon after the Japanese defeat in World War II, most of the colonies won their independence from their European masters. This essay will be arguing that despite the vast geographical distance and cultural, racial differences, as well as the different time periods involved, Japanese and European intentions were very similar, and that these similarities contributed to the weakening of Imperialism as a doctrine. To do so, this essay will be examining the reasons for the Japanese conducting policies of imperialism, when they expanded, what methods they use to expand and the systems of government. Japanese Imperialism will be compared to those of a well known European power active in the region, Britain. J.A Hobson’s seminal work Imperialism: A Study puts forward the idea of the ‘Economic Taproot of Imperialism’. A taproot is the largest root in some plants and is the plant’s primary source of nourishment. Military aggression is simply capitalist expansion. He described it as “As one nation after another enters the machine economy and adopts advanced industrial methods, it becomes more difficult for its manufacturers, merchants and finaciers to dispose profitably of their economic resources and they are tempted more and more to...
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...Brief Description Bangladesh is a developing country in South Asia that is bordered by India to its west, north and east. It has a population of over 160 million people and is the world's eighth-most populous country. Around one-third of Bangladeshis live in urban areas, including Dhaka which is the capital and largest city. Bangladesh is also one of the world's poorest countries (approximately 31.5 per cent of the population lives below the poverty line). An innovative legal situation that Bangladesh had implemented was the Draconian Law which was approved by the Parliament on October 28th, 1992. This law was specifically for students over the age of fifteen who had committed the act of cheating on their exams. This law had a significant impact politically, socially, and economically. Political Aspect From a political point of view, the government not only implemented strict laws and regulations regarding this matter but, had also invested funds to advertise and warn students the consequences they could face if they were caught cheating on their exam. In addition, the government had arranged media campaigns to aware everyone about this law. There were also cases, where unions working for the opposition political party had helped students cheat to get their support during political elections. Social Aspect This law would definitely impact the society as organizations hiring new graduates for opportunities would be aware that students are competent and qualified for...
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...(encourage students to preview lectures and tutes). Students in a group should be from one tutorial. In extenuating circumstances a group can be split across tutorials, but all students must agree to attend one tute for the presentation. (For Hobart students, they have to be with the same tutor) Assignment groups have to be formed by week 3. and the topic have to be decided by week 4. Tutors are to keep these records and let students know how they may inform you of their choices (e-mail or whatever else) Students are encouraged to choose a company that is based in the country where the student comes from. This will allow students to gain more knowledge relevant to their background and their future jobs. 1. How do you define the Asia Pacific as a region? • Definitions vary, depending on the purposes of the definitions • Should be based on certain similarities of countries included • Commonly included countries: o China o Japan o 4 NIEs o 10 ASEAN member countries • Launceston and Hobart campuses to consider the following question, whether Australia be included in AP. Binary and IEP may or may not discuss. o The AP is not a formal organisation where its members are approved by somebody o Whether the AP is important to Australia? yes, in economic and political sense o Australia is different from the rest of the AP in terms of culture, business practices o Australia is developing economic relationship with AP countries o It is not possible that Australia develops...
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...actors in multilateral frameworks has significant capacity to contribute to regional stability, rendering Washington’s role as an extra regional balancer redundant. The rise of a unified East Asia will undoubtedly recalibrate regional security arrangements. 1.2 – The US is a regional balancer due to its hub-and-spoke system. Many theories support this such as hegemonic stability theory, which priorities unipolarity challenges from disputing the status quo but with the failure of IMF and China’s diplomacy shift, China has a more active role with the region becoming more influenced by Beijing Consensus. Regional collaboration has increased with ASEAN +3 of Japan, China, and South Korea. This shows a power shift away from the hub-and-spoke alliance system (Ward, Alex. 2013). Section 2 US will not be the indispensable power in East Asia in the time to come as they are slowly losing their power because ASEAN +3 are working and helping each other without the help from US. P1 shows that US still has a certain degree of power and is indispensable in East Asia. However, the author stated in the later part of the article that because ASEAN +3 are starting to cooperate together, they do not need US to act as a balancer or middleman through their hub-and-spoke system between countries in East Asia. With...
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...CHAPTER 03 Customer expectations of service L EARNING O BJECTIVES This chapter’s objectives are to: 1 Recognize that customers hold different types of expectations for service performance. 2 Discuss the sources of customer expectations of service, including those that are controllable and uncontrollable by marketers. 3 Acknowledge that the types and 54 sources of expectations are similar for end consumers and business customers, for pure service and product-related service, for experienced customers and inexperienced customers. 4 Delineate the most important current issues surrounding customer expectations. Importance of customer expectations CASE STUDY: CUSTOMER EXPECTATIONS OF VIRGIN TRAINS V irgin Trains is a brand that has had the major challenge of bringing the UK rail industry into the twentieth century. The company is responsible for linking towns and cities across the length and breadth of the country with over 35 million passenger journeys each year. It has therefore undertaken a significant level of marketing research to identify what people expect from train travel. Many passengers have now had the experience of travelling on airlines or on overseas railways and as a result their expectations from long-distance train travel have increased. The research has highlighted the significant and highly diverse expectations that customers have of train travel. No longer is a seat and access to toilets and basic refreshments...
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...Asia-Pacific Economic Cooperation (APEC) is a forum for 21 Pacific Rim member economies that seeks to promote free trade and economic cooperation throughout the Asia-Pacific region. APEC currently has 21 members, including most countries with a coastline on the Pacific Ocean. However, the criterion for membership is that the member is a separate economy, rather than a state. Mission(aim)： APEC is the premier Asia-Pacific economic forum. Their primary goal is to support sustainable economic growth and prosperity in the Asia-Pacific region. The aim to the growing interdependence of Asia-Pacific economies and the advent of regional trade blocs in other parts of the world; to fears that highly industrialized Japan (a member of G8) would come to dominate economic activity in the Asia-Pacific region; and to establish new markets for agricultural products and raw materials beyond Europe (where demand had been declining). Structure: * Agency Meeting APEC There are five levels of functioning institutions, including: 1. Leaders' Informal Meeting Since 1993, were held for nearly twenty times, 2. Ministerial meeting APEC Ministerial Meeting of APEC Ministerial Meeting and APEC is divided into specialized ministerial meeting. Ministerial actually a "double-minister" would, that the Foreign Minister of the members .Economic Ministers (or Minister of Foreign Trade, Minister of Commerce, etc.) and meetings, the former leader of the annual informal meeting was held. Began...
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...Strategy The computer maker can't expect instant results from its decision to sell its products in retail stores Earlier this month, the company broke a 23-year tradition when it unveiled plans to sell its products at retail outfits across the Asia-Pacific region. The announcement is significant for a company that had long marketed itself as the golden child of a direct sales model. According to analysts ZDNet Asia spoke to, it was a move that was inevitable particularly in the Asia-Pacific region, where consumers like to physically handle a product before they buy it. Bryan Ma, IDC's Asia-Pacific director of personal systems research, described the move as "necessary" because Dell was often criticized for pushing its direct model in a region where consumers prefer to "feel and touch" their products and pay in cash. "[The direct model] worked very well for them in the past because the bulk of their business has been in the enterprise and public sectors," Ma explained. However, Dell has had limited success in the Asia-Pacific consumer market, where its lack of physical retail presence was a disadvantage particularly against competitors such as Hewlett-Packard (HP) and Acer. Diptarup Chakraborti, Gartner India's principal analyst of Asia-Pacific client computing markets, said Dell has been facing some resistance from users who do not buy or make advance payments for expensive products such as a notebook, without first seeing the product. Chakraborti noted that this has compelled Dell...
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...assignment, a well-known organisation within the hospitality, events and tourism industry – Shangri-La Asia Limited (SLA) is chosen to conduct a SWOT analysis and potential strategic through the use of TOWS matrix. To further accomplish the learning outcome of this assessment, external and secondary research had been carried out through the use of internet, books and journal in completing the report. The SWOT analysis of Shangri-La Asia Limited is further divided into sections. In strength and weakness, it described the brand reputation of the company and its difficulties in expansion on different culture market respectively. Moreover, opportunities and threats is further been analysed into the growing demand of market and increasing labour cost in Mainland China. Furthermore, a TOWS matrix is created and potential strategic is strongly analysed based on the SWOT analysis. As such, it also look into strategic for Shangri-La Asia Limited (SLA) in overcoming the difficulties in culture difference and taking advantage of its brand reputation for expansion. Lastly, strategic such as being cost effective and revising job description of position is been look into. Table of Contents Executive Summary 1 Introduction 3 Analysis 4 Company Overview 4 Company History 4 SWOT 5 Strength 5 Strong brand image and reputation 5 Business geographically diversified in Asia-Pacific 6 Weakness 7 Difficult in expanding market across different culture market 7 Increasing indebtedness...
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...Asia opens up widest margin over Europe for M&A deals In 2012 Asia-Pacific acquirers completed over 40 per cent more M&A deals than their European counterparts, according to Towers Watson’s Quarterly Deal Performance Monitor (QDPM), the largest margin since the research began in 2008. Companies in the region completed more M&A deals than Europe in a calendar year first in 2009, by a margin of 25 per cent. The research, run in partnership with Cass Business School, shows that Asia-Pacific dealmakers completed 183 deals in 2012 compared to 128 by their European counterparts, and similarly, completed more deals in every quarter of the year. The year-end figures, which contains data on all deals over $100 million completed in the year, show North American companies accounted for 422 deals, well over half of those completed worldwide this year. In terms of performance, Asia-Pacific companies that completed M&A deals performed in line with their MSCI index over the year. Despite an increase in activity by North American acquirers relative to their peers, year-to-date figures show post-deal performance of 1.3 pp below the North American MSCI index. In comparison, European acquirers continued to fare well with a positive performance 2.4 pp above the European MSCI index, even though the volume of deals completed was at its lowest level since 2009. Steve Allan, M&A Practice Leader for Europe at Towers Watson, said: “Asia-Pacific has steadily increased deal volumes throughout the...
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...popular beverage, food and packaging products, which have—for over a century—catered to generations of consumers' ever changing tastes. In recent years, San Miguel has added in its portfolio additional market-leading businesses and investments in the Philippines’ fuel and oil, power, infrastructure, telecommunications and banking industries History Established in 1890, La Fabrica de Cerveza de San Miguel, Southeast Asia’s first brewery produced and bottled what would eventually become one of the bestselling beers in the region. Within the span of a generation, San Miguel Beer would become an icon among beer drinkers. By 1914, San Miguel Beer was being exported from its headquarters in Manila to Shanghai, Hong Kong and Guam. A pioneer in Asia, San Miguel established a brewery in Hong Kong in 1948, the first local brewer in the crown colony. Today, San Miguel Beer–the Company’s flagship product–is one of the largest selling beers and among the top 10 beer brands in the world....
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...4 major trends in China’s tourism industry * Posted On: 13th November 2013 * By: Olivier * With 2 Comments 4 major trends in China’s tourism industry On March 25th, the world’s leading tourism technology partner Amadeus released a research report completed by Frost & Sullivan. The report reveals four trends that analyze the future direction of China’s tourism industry. These four trends include: technology and infrastructure applications increased for tourism; Chinese travelers demand more personalized; Asia Pacific travel barriers between countries diminishing and exit procedures more streamlined; high-end and low-end tourism market quick growth. The report noted that technological innovation is the driving factor in the four major trends. Commenting on the report, Amadeus Executive Officer of China, Bart Tompkins said: “The report researches the Chinese tourism market current and future development. In the rapidly changing market, the tourism industry must adapt to these changes and propose appropriate technical solutions, which are the tourism practitioners’ key to success in this fierce competition. Amadeus will work together with the Chinese tourism industry, with innovative technology, to find solutions to deal with these changes, and jointly promote Chinese tourism market with healthy and rapid development. “ CORE TREND ONE: LEAPFROG DEVELOPMENT The first trend to observe is this huge development of Chinese tourists as you can see on the graph below: ...
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...The global financial crisis and escalating inflationary pressures impacted many large multinationals. The Group's strategic initiatives including cost control measures and cautious approach ensured that our underlying businesses remained strong despite the rising costs and falling global demand SWOT analysis for Genting Berhad Strengths/Weaknesses (SWOT) Helpful to achieving the objective Harmful to achieving the objective Internal Origin (attributes of the organization) Strengths • Strong liquidity position • Strong financial performance • Diversified business operations Weaknesses • Limited investor confidence • Weak performance in the plantations • Limited Geographic Presence External Origin (attributes of the environment) Opportunities • Strategic acquisitions • Resort World at Sentosa (RWS) • Improvement in Malaysian tourism sector Threats • Legislative changes in gaming sector • Economic condition in UK • Growing competition Overview Genting Berhad (Genting) is a Malaysia-based investment holding and management company. Its diverse business portfolio and its strong liquidity position place it at an edge over its peers. Genting's weak operational performance and declining returns could be of concern. The company's growth could be restricted by factors such as competition and economic situation in UK. However, the company could stand to gain from RWS, its resort project in Sentosa (Singapore). Strengths Strong liquidity position The...
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...Study of Asia-Pacific MBA Programs Bloomberg Business week posted an article on March 17th 2014 titled, Elite Business Schools Hike Tuition for the Class of 2016. This article draws a comparison between tuition costs for the class of 2015 for selected US MBA programs and the class of 2016. Tuition costs are increasing more and more every year, for this reason looking at other alternatives may be more cost effective. The following study provides and interpretation of tuition cots both local and foreign in the Asia-Pacific region. From this study we can see the comparison between tuition costs and starting salaries. We can also see other deciding factors such as admission requirements. Finally this study provides a recommendation for an MBA program in the Asia-Pacific region. Please note Table 1.1 listing the study’s programs with their correlating graph ID. Table 1.1 Business School | Graph ID | Lahore University of Management Sciences | LUMS | Indian Institute of Management (Calcutta) | IIMC | University of New South Wales (Sydney) | UNSW | Indian Institute of Management (Bangalore) | IIMB | Curtin Institute of Technology (Perth) | CIT | Massey University (Palmerston North, New Zealand) | MU | University of Queensland (Brisbane) | UQ | University of Adelaide | UA | Monash Mt. Eliza Business School (Melbourne) | MMEBS | Melbourne Business School | MBS | Royal Melbourne Institute of Technology | RMIT | Macquarie Graduate School of Management...
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