distance and the internationalization process: The case of mobile operators Nicolai Pogrebnyakov a‚⁎‚ Carleen F. Maitland b a b Department of International Business and Management‚ Copenhagen Business School‚ Frederiksberg 2000‚ Denmark College of Information Sciences and Technology‚ The Pennsylvania State University‚ University Park‚ PA 16802‚ United States a r t i c l e i n f o a b s t r a c t This paper applies the institutional lens to the internationalization process model. It
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Sankarapally Road‚ Hyderabad 501 504‚ Andhra Pradesh‚ India or email: info@icmrindia.org www.icmrindia.org BSTR/363 Carrefour’s Misadventure in Russia “In the space of just four months‚ Russia has gone from a “strategic priority” to an afterthought at Carrefour‚ the giant French retailer.”1 - New York Times‚ in October 2009. “Carrefour’s pending exit underlines the fact that Russia remains a highly challenging market despite its fundamental draw. Although MGR (Mass Grocery Retail) sales are forecast to
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ESTABLISHED A SUCCESSFUL BUSINESS MODEL IN INDIA? The internationalization process of a company from the global point of view results in the creation of multinationals. The internationalization is based on the execution of a comprehensive and rigorous analysis of strategic character. McDonald’s success in India since 1996 settled in the application of an efficient process of internationalization. One of the main objectives of this strategy is to have competitive advantages taking into consideration
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Carrefour is an international hypermarket chain that originated in the French territory in the year 1957. Right from the time of its foundation‚ the company has been on an expansion spree and today has its reach throughout the world. The company has € 108 billion in yearly turnover and a profit of 385 million Euros annually. It holds the distinction of employing 495‚000 employees across the globe. and operates 1‚530 hypermarkets‚ supermarkets in over 33 countries worldwide. In addition to that
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major perspectives of globalization and internationalization within the framework of higher education in Ukraine. Being objectively affected by the process of globalization‚ Ukrainian academic institutions gain the impetus to design the international educational environment‚ responsive to the needs of time‚ and therefore persistently move towards the understanding of the concept of internationalization and its adequate practical application. Internationalization of higher education: towards its comprehensive
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(2003). Extending the theory of the multinational enterprise: Internalization and strategic management perspectives. Journal of International Business Studies‚ 34(2): 125-137. Rugman‚ A.M. & Verbeke‚ A. (2004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies‚ 35(1):3-18. Rugman‚ A.M. & Verbeke‚ A. (2007). Liabilities of regional foreignness and the use of firm-level versus country-level data: a response to Dunning et al. (2007)
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Internationalization of Higher Education in Latin America and the Caribbean is one of the emerging and important issues in national policy agendas in the last two decades. Given the recent developments in Argentina‚ Brazil‚ Chile‚ Colombia‚ and Mexico it is possible to talk about a regional approach in the subcontinent‚ with common features shared by countries but at the same time with subtle differences among countries. In short‚ the Latin America and the Caribbean strategy for internationalizing
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| The strategy of Carrefour | | | Summary I- Introduction 3 I- Historic 4 II- Characteristics of supermarket distribution 5 a) Porter’s five 5 b) PESTEL 7 c) SWOT 9 III- Strategies in France 10 IV- International strategy of Carrefour 11 V- The new markets and the future 12 VI- Suggested strategies 13 VII- Conclusion 14 VIII- Bibliography 15 I- Introduction Carrefour was the first supermarket created in France and also in the world
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Elisa Tilley International Business Strategy March 14‚ 2013 VIMPELCOM VimpelCom provides voice and data services through a range of wireless‚ fixed‚ and broadband technologies under the "Beeline"‚ "Kyivstar"‚ "djuice"‚ “Wind”‚ "Infostrada" “Mobilink”‚ “Leo”‚ “banglalink”‚ “Telecel”‚ and “Djezzy” brands. The company is listed as an ADS on the New York Stock Exchange under the symbol "VIP". The company operates in Russia‚ Ukraine‚ Kazakhstan‚ Uzbekistan‚ Tajikistan‚ Armenia‚ Georgia‚ Kyrgyzstan
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brands. 2. SWOT analysis 2.1 Strengths: • Strong and well known brand name that has a good reputable image. • Market oriented corporation that targets entire family with different products. • The effective use of brand extension strategy • Has first mover advantage as a pioneer company in the entertainment industry since 1923. • Provide high quality entertainment to different consumers • Strong positioning and high brand equity. 2.2 Weaknesses: • Increasing cost of capital as
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