Consolidated Engineering Co. Goes to China: Case Consolidated Engineering Co. Goes to China1 Travis Maples and Penelope B. Prime (Published in Readings and Cases in International Management: A Cross-Cultural Perspective‚ by David C. Thomas: Sage‚ 2003) “Do I have to satisfy every set of eyes in China?” After more than a year since the contract had been signed‚ this was how Vice President of Operations and Project Manager‚ Travis Maples‚ felt about the deal that maybe wasn’t. He had worked
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carry out diversification such as developing new lines and products‚ joint ventures and acquiring firms in unrelated lines of business‚ to improve on their corporate efficiency and benefits of the shareholder. For example‚ if a firm’s business focuses on seasonal products such as selling heating equipment‚ sales will do well during the autumn and winter months. However‚ to ensure the firm’s survival and maintain its business during the summer‚ it will need to carry out diversification such as establishing
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state supported the former of cartels as one element of industrial policy. Following this idea‚ in order to achieve economic growth‚ Japan also actively supported the re-formation of industrial groups from parts of the Zaibatsu‚ as well as the diversification into several news areas of the economy‚ such as inter firm-structure. To have a well-defined cohesion in our plan‚ we going to explain‚ firstly and briefly‚ the precedence of industrial financial change and the beginning of Japan’s keiretsu‚ secondly
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Renault / Nissan The Making of a Global Alliance [pic] [pic] Abstract On March 27‚ 1999‚ Nissan and Renault signed a comprehensive global alliance. The alliance brought together two companies vastly different in terms of skills‚ history‚ and culture. The case study describes the process of alliance formation from Renault’s and from Nissan’s point of view. Starting from June‚ 1998‚ when contacts between the two companies
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with… * Diversification: * What are the five “good” reasons for diversifying? * What is related and unrelated diversification? * What theories or ideas are related and unrelated diversifications based on? * There is an inverted “U” relationship between firm diversification and firm performance. In other words‚ at some point increased diversification is thought to impede performance. Why is this? * What does “fit” mean regarding related diversification *
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Matrix was first presented by H. Igor Ansoff in the Harvard Business Review of 19571. A tool used since then for analyzing growth‚ the matrix presents main strategic choices (ie. Market penetration‚ Market Development‚ Product Development‚ and Diversification) which managers can use to determine the direction their company wants to take moving forward. Ansoff Growth Strategy
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in aerospace group EADS‚ high-technology and parent company of the Vodafone McLaren Mercedes racing team McLaren Group (which currently is in the process of becoming a fully independent stand-alone corporate entity[2])‚ and Japanese truck maker Mitsubishi Fuso Truck and Bus Corporation produces cars and trucks under the brands of Mercedes-Benz‚ Maybach‚ Smart‚ Freightliner and many others. In 1998 Daimler-Benz AG "merged" with the American automobile manufacturer Chrysler Corporation‚ and formed
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Ethics and CSR Chapter 9 Ethics Connock and Johns (1995) define ethics as the following 3 elements; • Fairness • Deciding what is right and wrong • Practices and rules which underpin responsible conduct between groups and individuals Billington (2003) lists five distinctive features of ethics; • Nobody can avoid ethical decisions‚ we make ethical decisions every day of our lives • Ethical decisions matter‚ they affect the lives of others • Although ethics
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specific DRAMs even though Intel was new. This is also one reason that Intel was successful at the beginning. Japanese larger firms entered in to DRAM business as the demand for DRAMs were huge. And the multibillion dollar Japanese companies like Mitsubishi and Hitachi were able produce more effectively than Intel‚ which directly impact the cost and these companies were well ahead of Intel in quality also. The close relationship with equipment manufactures helped Japanese DRAM producers to improve
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(ALI); vice chairman of Manila Water Co.; and co-vice chairman and trustee of Ayala Foundation‚ Inc. He is also a member of various international and local business and socio-civic organizations including the J.P. Morgan International Council‚ Mitsubishi Corporation International Advisory Committee‚ Toshiba International Advisory Group‚ Harvard University Asia Center Advisory Committee‚ Board of Trustees of the Asian Institute of Management‚ National Council member of the World Wildlife Fund (US)
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