University of Illinois at Urbana-Champaign College of Business Department of Business Administration BADM 449: STRATEGIC MANAGEMENT / BUSINESS POLICY (FALL 2015) Section J: Tuesday – Thursday 11:00 A.M. – 12:20 P.M. BIF 2041 Name: Shinjinee Chattopadhyay Visting Assistant Professor Office: 465 Wohlers Hall Office Hours: Tuesday, 2-3.20 pm (Or by appointment) Office Phone: 217-300-1033 Email: schattop@illinois.edu Website: Maintained on Illinois Compass 2g INTRODUCTION
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Notes, IB test 1 related to the customization vs standardization debate. Traditionally, purely environmental bases (geographic, political, economic, and cultural) were used as bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product-related; (2) promotion-related; (3) price-related; and (4) distribution-related Compare
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Global Management Session 1: Globalization and You as a Global Manager The session becan by showing a short video called ‘Did you know’ The video briefly pointed out how globalisation has reshaped the world in terms of social, economic, environmental and technological aspects. One of the key idea that the video clip demonstrated is that the economy in emerging markets will overtake the economy in developed countries by 2020 for the first time in human history. Fundamental concepts
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For years, the amount of outward investment from China had been small compared to investment into China. The main reasons for this are rooted in China’s history and politics. From 1949, when the Communist regime of the People’s Republic of China began, through 1979, there was virtually no outward FDI from China. This was partially due to political obstacles, as the regime was not recognized as the official government of China by many companies until the late 1960s or early 1970s. However, the
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to understand more how households use their products. However, there was little effort to understand China’s market which had as consequence of minimal efforts to localization. As the middle class of China began to emerge, local competitors such as Haier outpaced the Panasonic company. In response, Panasonic started to develop a deep understanding of consumer lifestyles in China’s market. Through its effort in the Chinese market, Panasonic learned to bridge localization and integration as their strategies
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somewhat designed to get image-polishing. And its offsetting is done on a voluntary basis, there is no exact regulation. And people cannot be well-informed to figure out that how many offsets are real and how many are anyway credits. To take it in case, Haier Company is now using “modularization” to try to low carbon. Although this approach can reduce cost and optimize flow to some extent, it still faces many uncertainties to full operation of “low carbon industry chain”. Producing by demand can liquidate
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ETM / IEL Working Paper Disruptive Innovation in Emerging Markets: Strategies Used in India and China Ruan Y., Hang C.C., Subramanian A.M. No. 01/12 Division of Engineering & Technology Management (D-ETM) Institute of Engineering Leadership (IEL) Faculty of Engineering 1 Disruptive Innovation in Emerging Markets: Strategies Used in India and China Ruan Y., Hang C.C., Annapoornima M.S. Abstract The appropriate type of innovation which can meet the needs of the mass
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The impact of Cultural Capital on advertisement Class Professor *** Name Date Overview The French sociologist Pierre Bourdieu first proposed the concept of cultural capital. Since the 1980s, social capital has become a popular concept in many disciplines concerned and analysis of important starting point. Hofstede (1980) published a study in the field of cultural significance of the research results. In 1980s, scholars did a large number of cross-cultural consumer behavior based Hofstede’s
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Opening Profile. Haier Group total income: $965 million Outstanding shares: $2.4 B Total cash estimate: $ 2,705,400 M Management Goal: Haier’s global branding strategy aims at positioning the company as a local brand in different world markets in conjunction with enhanced product competitiveness and strong corporate operations. Three management human resources techniques: Haier’s service system runs throughout the production process from product design, production, manufacturing, to pre-sale
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The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management
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