Introduction to International Business Review on Harvard Business Review CHINA VS THE WORLD Whose Technology Is It? by Thomas M. Hout and Pankaj Ghemawat‚ December 2010 In this review on the article “CHINA VS THE WORLD – Whose Technology Is It?” by Thomas M. Hout and Pankaj Ghemawat (Harvard Business Review‚ December 2010‚ Pages 95-103)‚ the main purpose is to critical evaluate the authors’ opinions and statements. The above-mentioned article deals with the subject of China being one
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Threat of entry encouraged by recent high growth; deterred by high capital investments for large-scale entry and expected retaliation. Overall‚ the industry is highly competitive‚ with average operating margins tight at 3.9% of sales (Bradley & Ghemawat‚ 2002). Within this industry structure‚ Wal*Mart relies on competitive position to achieve strong performance. Wal*Mart has adopted a combination of needs-based and access-based strategic positioning (Porter‚ 1996). The firm aims to capture a particular
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Bibliography: Abdelal‚ R. and A. Segal 2007‚ ‘Has Globalization Passed Its Peak?’‚ Foreign Affairs‚ Jan-Feb‚ pp.103-114. Ghemawat‚ P. 2007‚ ’Why the world isn ’t flat‚ ’ Foreign Policy (March-April)‚ pp.54-60. Friedman‚ T.L. 2005‚ ’It’s a flat world‚ after all ’‚ The New York Times Magazine‚ April 3‚ pp. 33-37. Florida‚ R. 2005‚ ’The world is spiky‚ ’ Atlantic Monthly (October)
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apparel retailing chains that includes Massimo Dutti‚ Pull and Bear‚ Bershka‚ Stradivarius‚ Oysho‚ and‚ most importantly‚ Zara. Zara has historically been the most profitable of the chains‚ operating 282 stores in 32 countries at the end of 2001 (Ghemawat & Nueno‚ 2006). The other five chains that are operated by Inditex have not matched the growth capabilities or revenue of Zara. Zara’s apparel offers a high level of fashion at a reasonable price‚ effectively appealing to the middle to middle-high
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This is a reflection of the Harvard Business Review of Thomas M. Hout and Pankaj Ghemawat “China vs. the world”‚ HBR December 2010‚ page 94-103. Thomas M. Hout is a professor at the University of Hong Kong’s School of Business since 2002. He teaches Strategy‚ Operations and Information‚ Business Strategies for China and India and fast companies (IMBA program in Shanghai)[1][2]. Pankaj Ghemawat is the Anselmo Rubiralta Professor of Global Strategy at IESE (spanish: Instituto de Estudios Superiores
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International Strategy eBay’s failure in China 1 Table of contents 2 Introduction........................................................................................................................................... 2 3 Theoretical background .................................................................................................................... 3 3.1 The SWOT Analysis.......................................................
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Coping with the four dimensions of distance in the international expansion of Starbucks. Maarten de Graaf‚ s1861263 Tom Breteler‚ s2022117 Group 12 13-10-2010 Introduction to International Business Ms. Wilhelm 1. What are the four dimensions of ‘distance’ in Starbuck’s international expansion? The four dimensions are culture‚ administrative‚ geographic and economic distance. 2. How did Starbucks reduce the ‘distance’ vis à vis host countries? Starbucks used many tactics to reduce
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customer oriented‚ satisfaction of consumer needs (Mazaira‚ González‚ & Avendano‚ 2003) Business Environment Global textile and clothing industry (Lopez & Fan‚ 2009) with 900 billion Euro in 200 worldwide (Ghemawat & Nueno‚ 2006). Main competitors: H&M‚ Gap and Benetton (Ghemawat
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Roberto Goizeta‚ Coca-Cola pursued a strategy that involved focusing resources on Coke’s megabrands‚ an unprecedented amount of standardization‚ and the official dissolution of the boundaries between the U.S. organization and the foreign operations”. (Ghemawat‚ 2011) Coca-Cola has to recognize how much business that they have around the world and adjust any strategy to keep being successful. In the last few years‚ their strategy has changed significantly. They have become more focused on how to produce
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Bibliography: Ansoff‚ I. (1957) Harvard Business Review 1957 D’Andrea‚ G and Arnold‚ D Ferdows‚ K. Lewis‚ M. A. And Machuca‚ J. A. D. (2004) “Rapid Fire Fulfillment” The 21st Century Supply Chain. Harvard Business Review. Ghemawat‚ P. And Nueno‚ J. L. (2006) “Zara: Fast Fashion” Harvard Business Review. Hooley‚ G.‚ Saunders‚ J.‚ & Piercy‚ N. (2004) Marketing Strategy and Competitive Positioning Grant‚ R Johnson‚ G.‚ Whittington‚ R.‚ & Kevan‚ S. (2011) Exploring Strategy
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