...Geopolitical analysis of Gazprom INTRODUCTION Open Joint Stock Company Gazprom is the largest extractor of natural gas and one of the largest companies in the world. Gazprom was created in 1989 when the Ministry of Gas Industry of the Soviet Union transformed itself into a corporation, keeping all its assets intact. The company was later privatized in part, but currently the Russian government holds most of the control in its hands. The major parts of Gazprom’s production fields are located around the Gulf of Ob in the Yamalo-Nenets Autonomous Okrug in Western Siberia, while the Yamal Peninsula is expected to become the company's main gas producing region in the future. Gazprom possesses the largest gas transport system in the world, with 158,200 kilometres of gas trunk lines. Major new pipeline projects include Nord Stream and South Stream. In this report, we are going to analyze the International environmental of Gazprom by using SWOT analysis. We will detail the relationship between Gazprom and other neighboring countries; such as Ukraine. We will figure out what’s the benefit for Gazprom based on the International environmental and what will be harmful the Gazprom if there are some disputes. The main reason we chose Gazprom as our research target is, as we mentioned before, that Gazprom is a company which is currently controlled by Russian government. Most of decisions that Gazprom took are showing the attitude of Russian government. As we know, Russia is the biggest...
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...Marketing 716-103 Macro Environmental Analysis Assignment: 1 To: Prof. Brian Press By: Nadeem Shaikh (300768229) 2/09/2015 Introduction: In this project, we have disclosed the overall plan for the company Herculean which is a new Canadian company which manufactures soft-shell jackets under the brand name of “Herculean”. This company has its different product lines. For instance, Safety jackets, winter jackets and so on and is seeking to expand its arm in the international market. And it has its eye on Russian market. There are various factors, which is taken into consideration by the company while choosing an international market. Since, Russia has 60 percent of middle class and lower wellness people who are also called working class for whom affordable safety jackets are mandatory. On the top of that, the Russian winter is considered as the most severe winters in the world where people needs high quality of winter jackets to stay warm during winters. This company has propensity to manufacture these kinds of high quality and long life sustaining jackets which is more convenient for the Russian market. Country Analysis: 1. Russian Trade & Economic situation: Facts: Because of high prices charged by Russia for the main exports like oil & gas primarily, the country had maintained the stability in macroeconomic by growing the real GDP by 40% followed with cutting down the annual average inflation rate by 6.5%. The public expenditure has also...
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...COUNTRY-MARKET ENVIRONMENTAL ANALYSIS By Name Tatyana Ruchkina (Iup201121) I choose Russian Market as my analysis objective. Because I wonder why they hold so strong economic and can be leading positions in many areas. So I will collect data to find some answers in this paper. 1) Culture Russia is a multinational state. In the Russian Federation than the Russians who make up more than 80 percent of the population live about 180 other Nations. Historically dominated by Russian culture, based on the Russian language, however some role in the development of Russian culture, play and culture relatively large regional peoples of Russia, such as the Tatars, Bashkirs, Kalmyks and others. 2) Demographic The population of Russia is 146 100 000 people. According to the 2002 year, ethnic Russians make up 80% of the total population, while six other ethnicities have a population exceeding 1 million - Tatars (3.8%), Ukrainians (2%), Bashkir (1.1%), Chuvash (1.1%), Chechens (0.9%) and Armenians (0.8%). In total, 160 different ethnic groups and indigenous peoples live within the Russian federation's borders. 3) Social Social factors are also very important to international business. For a international cooperation, they should do some adjustments in the local markets. There are many factors in the social categories, such as social value, attitudes toward success and ethic issues and so on. 4) Economic Russia belongs to the category of agro-industrial countries. . The Russian...
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...outlines medium term (3 – 5 years) strategic recommendations for the business strategy for Field Packaging East Kilbride (FPEK). These recommendations are based upon a comprehensive strategic analysis of FPEK’s current and likely future situation. The recommendations aim to enhance FPEK’s existing competencies. This will add value to the both the company and its customers. Thus enabling FPEK to develop and sustain competitive advantage in the highly competitive branded products market segment of the packaging industry, in which it operates. 2 Environmental Analysis (700 words) 2.1 Transactional Environment Social Despite a projected decline in population of 10 million by 2010 [01.], Russia is seeing a rise of the middle class, which has now reached 4 million adults and children [02.]. This segment has a taste for westernised affluence, so is demanding higher quality, premium, healthy products and increased convenience from the retail sector. There is a strong need for organisations to address this demand by supplying more innovative products of higher quality to the market (such as premium-range yogurts and healthy snacks). Market It is estimated that the grocery market in Russia will reach $186 Billion USD by 2010 which will be good for WBD’s future in the dairy market [02.]. In urban centres especially, there is a shift towards food being sold in supermarkets so that by 2010, 45% of it will be sold there as compared to 28% in 2006 [04.]. These figures...
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...Identify and examine the key social-cultural trends, including demographic and lifestyle developments that have taken place within your chosen country over the past decade. Assignment Answer 1 When starting thinking about Russia in terms “what was changed in past 10 years”, the quick answer would be “a lot if not everything”. And in fact this level of change brings the main social difficulty, people are not able to cope with this rapid change that results in losing the old references, but not yet able to create the new ones (Sotkina 2010). But what was the main dramatic change? Russia has opened its borders to the other world in late 80s, but only in 2000s it starts trying to live in the global community as an equal member, not as a newbie. This openness showed the way of life other (mainly developed western countries) have, but if in 1990s people looked at this like an impossible bright toy, in 2000s people start wanting to live that way too. People have changed the values of life, having goods (read here the western goods) as an indicator of the social success and throwing away moral values (Sememenko 2004). Also Russia changed the Spiral Dynamics level. In 1990s it has Red level, that is characterized with the “live today because there can be no tomorrow” (Beck et al. 1999), that was brightly shown by the “new Russians” development that is now gone away. In 2000s Russia has moved mainly to the Orange level, where still the personal interest is prevailing over...
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...International Review of Business Research Papers Vol.3 No.1. March 2007, Pp.183 - 196 Entry Modes For International Markets: Case Study Of Huawei, A Chinese Technology Enterprise Donglin Wu* and Fang Zhao** This case study analyses and discusses the internationalization process of Huawei, a leading telecommunication equipment manufacturer in China. Our research aims to explore the special features of the internationalization of Chinese hi-tech firms through a case study and to identify the factors that affect Chinese hi-tech firms’ international entry mode decision. In this paper, several foreign market entry modes were discussed. Issues of why and how to take into account the factors of industrial characteristics, environmental factors, firm factors, and moderators for internationalization and how to employ different entry modes in different host markets are discussed and illustrated based on this case study. It is found that industrial characteristics and home country’s technological reputation affect to a great extent the internationalization path of the hi-tech firm studied. The research also shows that in terms of hi-tech enterprises’ internationalization, the factors such as international experience and firm size are not as important to traditional manufacturers as to hi-tech enterprises. Field of Research: Management 1. Introduction After two decades’ development, many Chinese technology enterprises stride their first step in internationalization. Among them...
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...MABE: Learning to Be a Multinational Strategic Management 75-498 Section 1 Professor T. Mao By group 10: Daniel Sgro 103442079 Elizabeth Oduwole 104078842 Mohammad Rafi Siddique 103606130 Si Shen 103552129 Table of Contents 1. Problem Identification…………………………………………………..…2 a. Key Issue……..………………………………………………………………...…2 2. Situation Analysis………………………………………………………..…2 b. External Analysis……...…………………………………………………………2 i. PESTEL………….……………………………………………………...….……2 ii. Industry………….………………………………………………………….……3 iii. Porter’s 5 Forces…..……….……………………………………………………3 iv. Diamond Model……………………………………………………………….…4 v. 1-2-3 Model………………………………………………………………………4 vi. CAGE Framework…………………………………………………………....…5 c. Internal Analysis………………...…………………………………….…………5 vii. VRINE……………….………………………………………………..…………5 viii. Value Chain…………..…………………………………………………………6 ix. Financial………………..……………………………………………..…………6 3. Alternatives & Recommendation…………………………………….……7 d. Alternatives………..………………………………………………………..……….……7 e. Recommendation………...…………………………………………...….…….………....7 f. Implementation………………………………………...………………………………...8 g. Contingency Planning……………………………………………………………………8 4. Appendices………………………………………………………….………9 h. Appendix A: VRINE Table…………………………………………………......……….9 i. Appendix B: Decision Matrix…………………………………………....…….…..……9 j. Appendix...
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...II CURRENT MARKETING SITUATION.............................................................................5 Market Overview.............................................................................................................5 Market demographics and needs...........................................................................5 Market trends and target market grow………………………………………….6 SWOT Analysis................................................................................................................8 Strengths................................................................................................................8 Weaknesses............................................................................................................9 Opportunities..........................................................................................................9 Threats....................................................................................................................10 Competetive and Industry Analysis...............................................................................12 Product Overview............................................................................................................14 Keys to success and critical issues..................................................................................15 III ENVIRONMENTAL...
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...Halmstad University School of Business and Engineering Business Culture II VeniltonReinert Marketing And Communication Plan FALU RED PAINT Friday, 14. Dec. 2012 Wan Ting Huang Tatjana Weber Jonathan Tran Quentin Peulot Cyril Albert Matthieu Fernandez 1 Table des matières 1. Introduction (north country/ wood houses) ........................................................................ 3 1.1 Pestel analysis of Russia : ............................................................................................................ 5 1.2 Pestel analysis of Canada: ......................................................................................................... 12 2 Micro environment ............................................................................................................ 19 2.1 Brand ........................................................................................................................................ 19 2.2 Product ..................................................................................................................................... 20 2.3 Price ......................................................................................................................................... 21 2.4 Promotion .................
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...PORTER’S 5 FORCES & THE RUSSIAN COMMERCIAL BANKING SECTOR AND WEALTH MANAGEMENT INDUSTRY Today’s Russian Federation is characterized by low competitiveness in the context of firm strategy and rivalry, a supportive infrastructure for industries, a mixed bag when factor or input conditions are assessed (human resources, capital resources physical infrastructure, etc.…), and a polarized consumer base, where some hold most of the wealth, while the rest are quite average or below the poverty line. It is an overachieving country, with high income compared to low competitive index. In Porter’s Diamond-E Framework, Russia is in the Efficiency-Driven Stage; it is an investment-driven economy. This is not congruent with the general analysis of the banking industry worldwide, when looking at it through Porter’s Five Forces Model. Applying the model to this sector yields high barriers of entry, a moderate power of suppliers in terms of their ability to lure away human capital, increased power of buyers in terms of switching costs, many substitutes, and a high competitive rivalry. To better assess the entry of The Royal Bank of Canada (RBC) into the Russian market, one must also consider Canada-Russian relations. Being the two largest Artic countries, Canada and Russia share many common opportunities and challenges. The countries have a long history of cooperation on issues such as science, energy and environmental protection, and in 2012, promising areas of cooperation...
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...Problems of the Russian agriculture Difficulties in the development of domestic agriculture have been and remain a consequence of underestimating the state's role in the formation of a national agricultural policy, the lack of the necessary logistical and financial support for the industry. This led to a skewed when domestic food in relation to the subsidized import was uncompetitive. It has become more expensive imported and widely displaced from the Russian market. Production of high-quality and productive agricultural machinery is also not well developed in Russia. Farmers choose the best and buy the imported tractors and seeders. Russia has also developed the production of high quality and productive agricultural machinery; farmers choose the best and buy the imported tractors and seeders. Is it possible to change the situation? It is already changed. Prospects for the development of agriculture in Russia A powerful impetus for renewing the country's economy, its improvement and promotion of economic development have become the priority national projects, including "Development of agriculture (agriculture)", which in a short time had to solve the most pressing problems of the village. In recognition of this country's agro-industrial complex national priority should be seen as a turning point for farmers to labor, agriculture, as a confirmation that it is one of the main sectors of the economy, ensuring the stability of the lives of citizens and the country's food security...
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...1 CASE ANALYSIS: MABE: LEARNING TO BE A MULTINATIONAL STRATEGIC MANAGEMENT 04-75-498-02 Dr. Gerry Kerr July 7, 2016 Shawn Phaneouf 103801474 Kevin Victor 103798446 John Yahaya-Joe 103830915 Boyu Lu 103677756 Lichen Liang 103483267 2 Introduction Within just 60 years, Mabe had conquered the Latin American electrical appliance market and was continuing to press on towards global success. Through leveraging their foundational strategic partnership with General Electric (48% ownership) and developing others in new markets, Mabe was able to quickly spread it’s influence in international markets however, it now faced the challenge of pushing beyond Latin and North American markets. Boasting a sizeable and highly profitable appliance industry, Russia represents an attractive opportunity for Mabe however, with opportunities come a number of potential issues. This paper will address the core issue of whether Mabe should remain in the Russian market. The symptomatic issues that arise from this concern the suitability of Mabe’s joint venture partner Fagor, it’s future pricing strategy, whether to start producing locally and if other geographic markets should be entered. Various strategic and financial tools will be utilized to capture the relationship between the aforementioned issues and Mabe’s positioning as a whole, allowing the presentation of recommendations and thorough implementation plans. PESTEL Analysis Many factors define and impact the environment of an organization, which...
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...Abstract: This paper works out a conceptual framework for studying the performance of franchising networks. Franchising networks, which originally developed in the context of Western economies, are currently operating in transition economies as well. Some franchising networks fail and some succeed. The paper views performance of networks as a complex process of adaptation to the environment. Characteristics of networks, which appear due to the environment, influence the drivers of performance, i.e. the factors that are responsible for the networks’ success or failure. The paper is theoretical and makes use of different sources of evidence: empirical and theoretical studies on franchising and inter-organisational networks. The conceptual framework is finally tested on a small case study of two franchising networks operating in Russia. JEL-code: Franchising Networks, Performance, Flexibility, Information Exchange, Innovation and Learning Outline I. Introduction 3 II. Definition of franchising networks 4 III. Institutional environment of a transition economy 5 IV. Performance of franchising networks 7 A. Flexibility 7 B. Information exchange 10 C. Innovation and learning 12 IV. Conceptual Framework 15 A. Sociological and Economic Traditions of Network Research 15 B. Economic Theories for the Study of Networks 16 C. Sociological Theories for the Study of Networks 17 D. Conceptual Framework for the study of Performance of Franchising Networks 20 ...
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...ISSN 1392-2785 ENGINEERING ECONOMICS. 2009. No 1 (61) COMMERCE OF ENGINEERING DECISIONS Organizational Culture Types as Predictors of Corporate Social Responsibility* Ülle Übius, Ruth Alas Estonian Business School, Estonia, Tallinn 10114, Lauteri 3 The purpose of this paper is to investigate connections between corporate social responsibility and organizational culture types. The survey was conducted in Estonian, Chinese, Japanese, Russian, Czech, Finnish, German and Slovakian electric-electronic machine, retail store and machine-building enterprises. The main aim of the study is to find connections between corporate social responsibility and different organizational culture types. According to Cameron and Quinn (1998), culture defines the core values, assumptions, interpretations and approaches that characterise an organization. Competing Values Framework is extremely useful in helping to organize and interpret a wide variety of organizational phenomena. The four dominant culture types – hierarchy, market, clan and adhocracy emerge from the framework. According to Strautmanis (2007), social responsibility is part of organizational culture and a value in the organizational culture environment. Development of social responsibility is a change in values orientation, whose task is shaping the attitudes, transformation of the personal position so that it matches individual and public interests. Different organizations have framed different definitions about corporate social responsibility...
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...Petroleum-Gas University of Ploiesti BULLETIN Vol. LXII No. 4/2010 103-110 Economic Sciences Series LUKOIL’s Market Strategy in Central and Eastern Europe Mihaela Oprea Ciopi Petroleum-Gas University of Ploieşti, Bd. Bucureşti 39, Ploieşti, Romania e-mail: mciopi@yahoo.com Abstract The economic environment has undergone significant development over the past 20 years marked, in particular, by the globalization of the economy and increased competitiveness. The large oil corporations significantly influence national economies and the global economy in general, as a result of their huge financial power and their profit-oriented corporate management, by identifying the most appropriate strategies and the most effective methods of business management . Currently, oil market in Central and Eastern Europe is controlled by three major players: the Austrian OMV, Hungarian MOL company and the Russian company LUKOIL, whose investment strategies and policies contributed to a decisive extent to the development and consolidation of oil industry in the countries in this area, thus in Romania too. In this context, the paper aims to analyze the strategy of developing and consolidating LUKOIL’s position on this market. Key words: strategic alliance, a global energy player, offensive strategy, territorial expansion JEL Classification: M10 Introduction The greatest oil corporations significantly influence national economies and the global economy in general...
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