Swatch

In: Other Topics

Submitted By Tedu77
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In our work, international cooperation and working together with teams in other countries is becoming more and more common. As a large bank, we pay close attention to international know-how and presence in all important financial centers worldwide.
The importance of culture in a global environment
Culture is identified as an important factor influencing the understanding and interpretation of the appraisal process, its development, implementation, and other appraisal related elements and functions

Nowadays, communications, transportation and other technologies allows almost any businesses to be global. From simply creating a web-site or physically opening a store in a foreign country, understanding local culture is often overlooked, and caused more business failure then any other business aspect.


modern working environment inevitably gather a team of international experts
in many cases gained professional experience is enriched
must comply with the local environment and work culture
as a country with a developing economy in my country is perceived more restrained attitude in the office
procedures require to comply with the hierarchical levels
ignoring the responsible party is a sign of unethical behavior
increasingly being adopted international practices and increasingly seek the feedback / views of employees
Every year study conducted internal staff satisfaction
The Internal Opinion Survey provides an organization with feedback on the overall satisfaction and motivation levels of employees, on several themes defined during the preparatory process. For example: knowledge and engagement in the company strategy; perception of leadership and management; proximity management; HR evaluations and systems; motivational factors, and so on.
This survey can be occasional or recurring. It can be used in the context of high performance or with dysfunctional…...

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... and distributors. The luxury appeal of their brands allowed them to prosper during the rise of the quartz watch because, at least initially, they were not competing for the same markets. The remaining two classes of Swiss watchmakers were much less integrated than the successful luxury firms. In the second group were a large number of small firms that produced watch components—including faces, bracelets, parts, and assembled movements—for assorted Swiss and foreign watchmakers. These firms were the direct descendents of the highly decentralized Swiss th th watch industry of the 18 and 19 centuries. Through the beginning of the 1980s, the production of a watch in Switzerland often involved the parts and services of up to 30 different companies.7 This decentralization drove up total costs and final prices as each manufacturer sought to extract margins 2 Nye, Susan, Barbara Priovolos, Jean-Pierre Jeannet. “The Swatch Project.” IMEDE Case Study, Lausanne; 1985, 6. 3 The United States had largely receded from the watch export market by this time, although firms like Timex and Bulova still maintained some presence within the United States. 4 Bumbacher, Urs. “The Swiss Watch Industry.” HBS Case 792-046; 1992, 18. 5 Nye et al., 6. 6 See HBS Case 385-300: “Hattori-Seiko and the World Watch Industry in 1980.” 7 Ullmann, Arich. “The Swatch.” In Strategy: Process, Content, Context. Bob De Wit, ed., 620. 2 Rebirth of the Swiss Watch Industry, 1980–1992 (A...

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