...Abstract India is a complex nation with a rich history and years of diversity. With the rise of the global economy over the last century, it is safe to say that the country has become a major multi-national player. Although outsourcing to India has been a trend since the early 90’s, the country also has a growing local economy that is primed for investment should the right opportunity arise. However, not just any company can invest in or partner with India. Because India is rich in tradition and very slow to change its views, it will take a savvy, experienced investor with a team of managers willing to take on the task of creating a successful partnership with a country whose past has been riveted with corruption and a caste system that tends to hold its citizens back from improvement. A Multi National Corporation (MNC), with the right resources, will be able to benefit from the positive attributes of the developing country while at the same time contributing to the reduction of poverty and improved lifestyle of local citizens. Q#1. What are the major elements and dimensions of culture in this region? Communication The dimensions of culture can be summed up in a few points: communication, religion, ethics, values and attitudes, manners, customs, social structures and organizations, and education. Beginning with communication is perhaps the most important aspect of culture for a business manager to address. In Cross Border Commerce, author Brian Satterlee quotes John...
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...labor cost is low in Bangladesh. The whole manufacturing process will take place in Bangladesh. On the other hand, India and China will mainly provide technology, idea, R&D and special equipment (if required). We have decided to go for joint venture, rather than exporting because, joint venture provides companies with the opportunity to gain new capacity and expertise. It will allow us to enter new geographic markets, that is, India or China and gain new technological knowledge access to greater resources, including technology and sharing of risks with them. China and India is not an easy market to enter, as from geographic point of view, they are vast and also they possess a total different culture. Again, it will be difficult for us to monitor and sustain. So, by joint venture, we will be able to penetrate their market and also to their culture easily and quickly through them as they already have enough knowledge about their market. EXTERNAL ANALYSIS – PESTLE ANALYSIS THE PESTEL ANALYSIS OF INDIA Political: (Stable) After researching the taxation and government policies, it can be said that India is politically stable and it will not upset doing business or growth of the company. India has an open system for the foreign entry. But sometimes the country faces ups & downs in the political sector. Tax rate in India is 30% for Indian companies and 40% for foreign companies. The foreign investments are highly encouraged as 100%...
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...A Cross-National and Cross-Cultural Approach to Global Market Segmentation: An Application Using Consumers’ Perceived Service Quality James Agarwal, Naresh K. Malhotra, and Ruth N. Bolton ABSTRACT The spread of global culture is being facilitated by the proliferation of transnational corporations, the rise of global capitalism, widespread aspiration for material possessions, and the homogenization of global consumption. The extent of convergence of cultural values across nations has been debated by international marketing researchers. However, from a practical standpoint, transnational firms require a cross-national, cross-cultural approach to market segmentation that can be used to guide the development of global marketing strategies. In this study, the authors investigate the application of cross-national versus cross-cultural approaches to market segmentation through a rigorous empirical investigation in the context of banking services. Although services constitute the fastest growing sector of the world economy, few studies have examined global market segmentation strategies for them. The authors develop theory-based crossnational hypotheses and test them by estimating a structural model of consumers’ perceived service quality using survey data from two countries: the United States and India. They test cross-cultural hypotheses by estimating the same model on culture-based clusters. They demonstrate that there are distinctive differences between cross-national and crosscultural...
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...Global Strategy Assignment Lenora Lubega Anthony Danielle Abstract page What types of modifications in terms of "go global act local" must be made in order to have a successful product launch? The XYZ Corporation wants to help you provide quality healthcare for the senior citizens of India. We believe in the dignity of individuals and will work untiringly to uphold these seasoned persons. The terms for healthcare facilities (‘hospital’ and ‘nursing home’) are seemingly interchangeable, since the laws governing their registration and/or services are drawn from the same forms. We would suggest modifications for your practices to merge with the local culture, in order to exhibit good faith, and to gain the trust of your clients. One group of laws we adhere to is HIPAA. Absolutely the minimum amount of people needs access to the medical records of patients. We don’t ask about the race of our residents. We take them as they come. The main qualification for entrance is ability to pay. We do know that there are still unspoken racial boundaries, but for the most part, there aren’t any. In India, however, there still remains a class separation system of individuals called the ‘caste’. While filling out application forms, there is a space given for the applicant to fill in the caste status. This could prove troublesome, since we believe in everyone’s equality. We would state that we have a policy of inclusion and take everyone, regardless of caste. We would be introducing...
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...of Higher Education Managing Service Operations in the Evolving Business Environment Word Count 2,514 Statement of Authorship I certify that this assignment is my own work and contains no material, which has been accepted for the award of any degree or diploma in any institute, college or university. Moreover, to the best of my knowledge and belief, it contains no material previously published or written by another person, except where due reference is made in the text of the work. I also understand that under no circumstances should any part of this assignment be published, including on the Internet, or publicly displayed without receiving written permission from the University. Signed Student number E00010312 Name Danny Lingham Managing Service Supply Relationships Executive Summary In today’s global environment, companies are able to leverage their competitiveness through service supply relationships. Outsourcing is key for a company’s survival. With the increases in costs levels through the market segments, companies are able to leverage economies of scale by lowering costs and at the same time maintain a presence in the market. Through technological advances, the world has become well connected. As such, interdependencies and inter-cultural awareness are important to sustain economic growth. China and India has emerged as powerhouses driving the economy in this, millennium...
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...Margarine Unie. UNILEVER owns consumer products in; Food and Beverages, Cleaning agents and Personal care. It is now ranked as the second world largest consumer product company. Strategic Purpose: Unilever’s 2nd rank in FMCG has been gained by serving the company’s mission “to meet everyday’s needs for nutrition, hygiene, and personal care with brands that help people look good, feel good, and get more out of life”. Value Chain Analysis Porter’s value chain analysis gives insight on how Unilever creates competitive advantage. It provides deeper understanding to establish a SWOT analysis in order to arrive at the applicable Ansoff theory. It describes Unilever’s primary and support activities’ characteristics (Figure 1). Figure [ 1 ] Primary Activities Inbound & Outbound Logistics: Unilever had put a five-year strategy plan, called the “path to growth” to transform its inbound logistics in way that increases efficiency and saves money to be invested elsewhere outside the business. This plan started in North America by integrating six operating business and emerging 3 supply chains. The philosophy of this change was to create one single set of distribution centers that attain the 24hour delivery plan to the customer. Transportation companies were reorganized and chosen by Unilever for their suppliers (Harp, 2002). The whole transportation process was developed on a web-based structure. Transportation leadership team was formed to tackle more ways to reduce cost and time...
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...apparel, equipment and accessories. Nike is the biggest seller of athletic footwear and athletic apparel in the world and creates designs for men, women and children. Nike employs both traditional and non-traditional distribution channels in almost 200 countries with primary market regions in the United States, Europe, Asia Pacific, and the Americas. Nike has some 20,000 retailers worldwide including Nike factory stores, Nike stores, Nike Towns, Cole Haan stores and Web sites which sell Nike's sports and leisure products. Nike markets its products under its own brand, as well as Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding, and subsidiaries including Cole Haan, Hurley International and Converse. Nike accounts for 33% of the global market share in the athletic footwear industry. Nike sponsors many high profile athletes and sports teams around the world with the highly recognized trademarks of Just do it (www.nike.co.uk). GLOBALISATION: Globalisation is defined as the micro- phenomenon where there are a free flow of capital efficiency, technology and other factors of production which promote world welfare in its strides. (Nande and Dias, 2007.,p.2) KEY DRIVERS OF GLOBLISATION: there are three main factors which motivate the globalisation of markets and production which are explained as under: Falling barriers to trade and investment: General Agreement on Tariffs and Trade (GATT) designed to promote free trade by reducing both tariffs and non-tariffs barriers to international...
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...production site. This new venture presents cross-cultural challenges Riordan has not before faced. Riordan must solve its problem so it can realize its goal of offering more components around the globe. To do this, a nine-step problem-solving model will be applied starting with identifying of issues and opportunities and ending with the optimal solution, implementation of the solution, and an evaluation of the results. Situation Analysis Issue and Opportunity Identification Riordan Manufacturing has an existing facility in China that has been so successful in the past year, the Chief Executive Officer, Dr. Michael Riordan, has decided to look at the potential of expanding the facility to supply additional components globally. The key players represent a wealth of experience in the chemical and plastics industry, international operations, and working within the China province of Hangzhou. However, the management team has less knowledge of cross-cultural issues that could affect the production and delivery schedules for the new facility (University of Phoenix, 2011). Riordan has not considered the differences in cultural values in hiring land motivating labor originating from India, Pakistan, and Korea. Therefore, there is an opportunity to become educated on varying cultural beliefs and values. Additionally, it will be crucial for Riordan to further understand their diverse workforce by delving into cultural dimensions of larger cultural groups. Doing so will explain what lies beneath...
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...The Influence of Culture on Business in India and the Middle East Columbia Southern University Abstract The paper presents an overview and analysis of impact of culture on doing business in India and the Middle East. The topics addressed include (a) background, (b) cultural characteristics of India and the Middle East and a (c) conclusion. The Influence of Culture on Business in India and the Middle East The paper presents an overview and analysis of impact of culture on doing business in India and the Middle East. The topics addressed include (a) background, (b) cultural characteristics of India and the Middle East and a (c) conclusion. Background In the Classification of Cultures Model, India and the Middle East share many cultural similarities. They live under a clan or tribe concept, where family is the highest priority and establishing relationships is put ahead of task accomplishment. Time must be spent developing a relationship with the decision makers or those who can provide access to the decision maker and they use a nonlinear approach to relationships and problem solving (Schuster & Copeland, 2006). Understanding these cultural aspects will promote successful business activities. Analysis of Indian Culture India is a patient country with a high tolerance for the unexpected and punctuality is not a high priority (Hofstede Centre, n.d.). Companies typically follow the hierarchical system and decisions are made at the top, which is often time consuming...
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...and development of efficient farming strategies, logistics, and products. The company has grown to be one of the world’s largest and most recognized manufacturers of agricultural, construction, and forestry equipment. After a thorough analysis of John Deere’s financial position and marketing strategies, the state of the organization is strong but there is still room for improvement. Key opportunities exist to accelerate future growth through investment in new projects that will create important value for the organization. John Deere must protect the brand’s reputation by addressing potential performance issues in the product line. Global operations are also a critical sector of John Deere’s growth strategy. Opportunities in India, China, and Brazil present the most attractive option for increased production and sale. The main focus of this strategic plan is to continue to aggressively pursue the global strategy while being very transparent and focusing on building strong business relationships. John Deere & Co. must make their presence, mission, and core values well known in foreign markets. This can be achieved by increasing net profit margin, reinforcing brand image, strengthening dealership presence overseas, and increasing cultural awareness within the company. The John Deere brand stands for quality, innovation, integrity, and commitment (“Core Values”, 2013). These attributes represent the iconic green and yellow colors that John Deere & Co. have be associated...
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...cross border offshoring management, cultural dimensions and gamification Table of Contents Table of Contents Executive Summary | p.5 | Chapter I – Introduction1.1 Purpose of the Report1.2 Effects of Globalization on Businesses’ 1.3 Company Background1.4 Outline of the Report | pp.6-7 | Chapter II – Cross Border and Offshoring Management 2.1 Introduction2.2 Defining culture2.3 Defining management and cross cultural management 2.4 Offshoring2.5 Key problems in cross cultural teams2.6 Conclusions | pp.8-11 | Chapter III – Analyzing and Explaining Cultural Dimensions3.1 Introduction3.2 Analysis of cultural dimensions and Country Comparisons 3.2.1 Power Distance 3.2.2 Uncertainty Avoidance 3.2.3 Long term orientation 3.2.4 Indulgence 3.2.5 Individualism 3.2.6 Masculinity 3.3 Limitations of Hofstede’s Dimensions | pp.12-17 | Chapter IV – Gamification4.1 Introduction4.2 Defining and Explaining gamification4.3 Gamification’s effects on business4.4 Examples of gamification4.5 Criticism – The dark side of gamification | pp.18-20 | Chapter V – Corporate Social Responsibility5.1 Introduction5.2 Defining and explaining CSR 5.3 The Foxconn and Apple scandal5.4 Recommendations and Actions | pp.21-22 | Chapter VI – Recommendations to Management | pp.23-24 | Chapter VII – Conclusions | pp.25 | References | pp.26-27 | Executive Summary Executive Summary This report provides an analysis and evaluation of the issues an EU...
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............................................................................... 1 Organic growth strategy ............................................................................................................... 1 Mergers and Acquisitions ............................................................................................................. 1 Future Targets................................................................................................................................... 2 Competition ...................................................................................................................................... 2 World’s Most Admired Global Companies ........................................................................................ 2 Analysis of Mahindra’s Current Global Scenario ............................................................................... 3 Financial Position .......................................................................................................................... 3 Brand Equity ................................................................................................................................. 4 Leadership .................................................................................................................................... 4 The Resilience to Rise...
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...Introduction Globalization and Internationalization Globalization, Antiglobalization, and Global Pressures Global and Regional Integration The Shifting Balance of Economic Power in the Global Economy 2 4 6 6 9 12 Global Economic Systems Market Economy Command Economy Mixed Economy 19 19 19 20 Economic Performance and Issues of Major Regions Established Economies Emerging Economies Developing Economies on the Verge 20 20 22 26 The World of International Management—Revisited 30 Summary of Key Points 32 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 33 Internet Exercise: Global Competition in Fast Food 33 In the International Spotlight: India 2 Globalization and International Linkages 34 The Political, Legal, and Technological Environment 36 The World of International Management: Social Media and the Pace of Change 36 Political Environment Ideologies Political Systems 38 39 41 Legal and Regulatory Environment Basic Principles of International Law Examples of Legal and Regulatory Issues Privatization Regulation of Trade and Investment 44 44 45 48 50 Technological Environment and Global Shifts in Production Trends in Technology, Communication, and Innovation 51 51 xvii xviii Table of Contents Biotechnology 53 E-Business 54 Telecommunications 55 Technological Advancements, Outsourcing, and Offshoring ...
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...Implementation and Standardization Strategies Success in today’s business world implies that all aspects of planning be utilized to the fullest. This includes the analysis segmentation and targeting of a potential market to facilitate sales whether retail, local, or global. When these protocol are combined this results in implementation and standardization strategies. Current research also show that, “targeting implementation also implies developing media and message strategies to reach each selected segment”(Johansson, 2009). Team A will construct a document that reviews the implementation strategy for their products which includes the protocol to be used in the global standardization of the merchandise. Factors influencing local and foreign buyer behavior There are many factors that could influence the local and foreign buyer behavior but in this paper, we will focus on four major aspects of influencing. The four key components that we will elaborate on are Cultural, Social, Personal, and Psychological factors. These four key components can be interchanged on the local and foreign buyers market. Understand these particular factors will not only be a good basis for a successful product launch but it can also help bridge the gap within global affairs and communication. Cultural factors involve many situations depending on the country of orgin, or if there is a specific need for the product within that country. According to Perrau, Culture is essential when it comes...
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...Disney Theme Park to India Abstract: This report is aim to analyze profitable adventure of The Walt Disney Company to set up Disneyland theme park in India. As one of main emerging markets in Asia, India might be the next destination for The Walt Disney Company to target on. Therefore, this report uses a series of marketing tools to demonstrate the macro-environment and micro-environment in India, such as PESTEL, SWOT, Porter’s Five Forces Model and Self Referencing Criteria. Based on this analysis, the current situation of India shows an attractive prospect to Disney in terms of economic and technological development, the diversification of culture, and the acceptance of Disney products and services. Introduction: India with its rich and various cultural heritages is now on one of the top industrialized nations in the world. India being the seventh largest country in the world with the coverage area of 32,87,263 sq.km (Indian government, 2010 a). India is divided into 27 states and 7 union territories (Indian government, 2010 b). According to WHO (2011), the total population of India was 1,151,751,000 approximately. The Walt Disney Company was founded in 1923 by Walt Disney and the first Disney theme park was opened in California in the year 1955, ever since Disney theme park has expanded to encompass Disney Cruise Line, eight Disney Vacation Club reports, Adventures by Disney, and four more resort locations. This report will analyze the profitable venture of The Walt...
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