Millions) Vendors 13’ Shipment Volumes 13’ Market Share 12’ Shipment Volumes 12’ Market Share Year-over-Year Change Samsung 446.7 24.5% 409.4 23.6% 9.1% Nokia 251.0 13.8% 335.6 19.3% -25.2% Apple 153.4 8.4% 135.9 7.8% 12.9% LG 70.0 3.8% 56.6 3.3% 23.6% Huawei 55.5 3.0% 47.5 2.7% 16.7% Others 845.2 46.4% 753.1 43.3% 12.2% Total 1‚821.8 100.0% 1738.1 100.0% 4.8% Source: (IDC Worldwide Mobile Phone Tracker‚ 2014) Source: (R‚
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China spreads its wings Chinese companies go global Introduction Lenovo‚ Haier‚ TCL‚ Huawei‚ China National Offshore Oil Corporation (CNOOC)‚ Nanjing Automotive and‚ now‚ China National Petroleum Corporation (CNPC). Not long ago‚ these names would have elicited blank looks from most global business executives outside China. Now‚ however‚ these companies are part of a trend that is sending shockwaves through the business world. China has 16 companies in the Fortune Global 500 list
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Samsung’s Background. Samsung Group is a South Korean multinational conglomerate company headquartered in Samsung Town‚ Seoul. It comprises numerous subsidiaries and affiliated businesses‚ most of them united under the Samsung brand‚ and is the largest South Korean chaebol. Notable Samsung industrial subsidiaries include Samsung Electronics (the world’s largest information technology company measured by 2011 revenues)‚ Samsung Heavy Industries (the world’s second-largest shipbuilder measured by
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Area of Interest: Apple’s flagship phone iPhone 5S concern‚ there was released last week with Samsung Galaxy Note 3 comparison has become the talk of the town‚ indeed equal shares. Note 3 of Qualcomm S800 processor is equipped with the most advanced ; while 5S adopts new A7 and M7 dynamic co-processor chip‚ running twice as fast than the previous generation‚ be no slouch. 5S maintain eight million pixel camera‚ and use better photographic accessories‚ plus iOS 7 improvements‚ shooting to the next
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operating its business. They outsource most of their operations to different companies; with the exceptions of marketing‚ sales and finance. Their network based operations‚ for instance‚ are maintained mainly by Ericsson‚ Nokia Siemens Network and Huawei‚ their business support by IBM‚ and their transmission towers by its subsidiary company called Bharti Infratel Ltd. In India. This allows Airtel to provide very low rates for calling‚ which is especially important in a market in which the majority
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APPLE IN CHINA GAIN THE POWER BACK Table of Contents EXECUTIVE SUMMARY 3 A. ANALYSIS 4 I. Strategic Issue 4 II. Analyze the Apple situation 4 1. Student slave Labor: Chinese students forced to ’intern ’ at iPhone factory. 4 2. Warranty Scandal: Worse Warranty policy to China compare to other countries 5 3. Underdeveloped infrastructure: only 8 retail stores 5 4. Competition facts 6 5. Other facts: The relationship between China and USA 7 6. Conclusion about Apple strategic
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Due to the increasingly fierce competition in the contemporary business climate‚ the importance of employee motivation in the company cannot be overlooked. Maslow’s hierarchy of needs as one of the best-known motivational theories has been applied extensively in the management of US companies‚ and some firms from other countries; such as‚ China‚ are also utilizing Maslow’s theory in order to assist in the employee motivation. However‚ because of the invalid ordering of human needs‚ cultural diversity
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service context: taking care of business by taking care of employees and customers”‚ Personnel Psychology‚ Cockerell‚ L. (2008)‚ Creating Magic‚ Crown Publishing Group‚ New York‚ NY. Cooke‚ F.L. (2014)‚ “Global expansion and human resource management of Huawei Technologies Ltd”‚ in Gooderham‚ P.‚ Grogaard‚ B DeVoorde‚ K.V.‚ Paauwe‚ J. and Veldhoven‚ M.V. (2012)‚ “Employee well-being and the HRM-organizational performance relationship: a review of quantitative studies”‚ Disney (2012)‚ “Disney company overview”
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China’s Development Model: An Alternative Strategy for Technological Catch-Up Working paper Xielin LIU Visiting Professor Institute of Innovation Research Hitotsubashi University liuxielin@hotmail.com March 22， 2005 Abstract The context in which Chinese firms and‚ as a nation‚ China is attempting to catch-up is fundamentally different that that facing earlier latercomers such as Japan and Korea. This paper contrasts these contexts and describes an alternative model of catch-up that can be
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China mobile 1. There are strong ties between executives and the government. Enterprise senior executives enter the government for policies and resources‚ while governmental officials enter enterprises to materialize their economic profits earned while in the position. These people have little incentives to develop their companies’ brands despite having access to vast resources and political pull‚ since their career is tied to the state‚ not the vagaries of the marketplace (we are the champions
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