observations are draw from the author’s personal experiences. The case is not intended to support a particular approach to management‚ nor is there a correct solution to the case analysis. Key issues include international strategic alliances and joint ventures‚ corporate response to trade liberalization‚ organizational and national culture‚ and cross-cultural management and negotiation. INTRODUCTION/SUMMARY During the NAFTA negotiations‚ many U.S. firms were concerned about the reduction of U
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GLOBAL JOURNAL OF BUSINESS RESEARCH ♦ VOLUME 3 ♦ NUMBER 2 ♦ 2009 AN EMPIRICAL STUDY OF WHOLLY-OWNED SUBSIDIARIES AND JOINT VENTURES FOR ENTRY INTO CHINA MARKETS Yung-Heng Lee‚ Northwestern Polytechnic University‚ USA Yann-Haur Huang‚ Northwestern Polytechnic University‚ USA Mei-Jane Chan‚ Northwestern Polytechnic University‚ USA ABSTRACT The aim of this study is to empirically investigate the effectiveness of The Eclectic Theory in explaining the entry mode choices of Taiwanese Electronic Components
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Joint Ventures‚ Strategic Alliances‚ Collaborations and Merger and Acquisitions Questions | Q1. Why is a Joint Venture (JV) preferable to more general collaboration form of the Strategic Alliance? Q2. What are the relative merits and weaknesses of JVs and SAs? Q3. Why would company seek M&A as a market entry strategy? What are the advantages and disadvantages of M&A? why might a merger fail and what might be the outcome? Q4. What are the relative merits/ disadvantages of JVs‚ SAs‚ and
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POSITIONING The diagram above shows that LG’s positioning depends on three relationships which are: I) The relationship between LG and the customers. II) The relationship between the customers and LG’s competitors and III) The relationship between LG and competitors Both LG and its competitors try to convince customers on why (price‚ quality‚ fit for purpose‚ track record‚ novelty‚ etc) they should buy their respective products and not the other. This persuasions and the customers experience
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………………………………………………………………….…... 3 2. General overview of international joint ventures ……………………………... 4 2.1 Main classification of joint ventures ……………………………………. 5 2.2 Structure of joint venture entity ………………………………………..… 5 3. Advantages and disadvantages of international joint ventures …………….. 6 3.1 Advantages of IJV ……………………………………………………….... 7 3.2 Disadvantages of IJV ……………………………………………………... 8 4. Planning an international joint venture ………………………………………... 8 4.1 Preliminary investigation …………………………………………………
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Nortel Networks Case CheckPoint Nortel enters into guarantees that are defined and meet guidelines as laid out in FIN 45. Nortel typically indemnifies the purchaser of business that is conducted by Nortel in the event that a third party asserts a claim against the purchaser which would become a liability that is retained by Nortel as defined in their agreement. Nortel is has been unable to estimate the potential for maximum liability‚ since these type of indemnifications of guarantees do not have
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3.1. IJV local environment This section discusses in detail the effect of national culture and organization culture on the performance of Sino-foreign joint ventures‚ based on previous studies. 3.1.1. National culture Culture is regarded as a “system of shared values and beliefs” (Saloner‚ Shepard and Podolny 2001) that aims to solve problems that arise due to external adaption and internal adaptation of the organizations (Schein 1985). External adaptation is defining the strategy and main objectives
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reproduced for the purposes of study only‚ and is in no way a condonement of the damage the tobacco is causing. Overview One of the most closely studied Chinese joint ventures is that involving Celanese Corporation of the United States‚ a producer of value-added industrial chemicals‚ and China National Tobacco Corporation (CNTC). The venture produces tow‚ the fluffy synthetic fiber in cigarette filters. In 1982‚ when CNTC decided to increase its production of filter cigarettes‚ it was on the lookout
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HBS 9-501-050 Customer Value Measurement at Nortel Networks ’’ Optical Networks Division Nortel Networks was a global player in telephony‚ data and wireless and wireline Internet solutions. Maureen Conroy and Nathalie Sauve‚ members of the Customer Value Management (CVM) Team at Nortel Networks Optical Networks‚ must recommend one of three customer value measurement methodologies to ON President Greg Mumford. In December of 1997‚ ON took a “right-angle turn” ’’ innovative cultural‚ operational
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Marketing Research and Management in SEA Case Analysis: Nora-Sakari: A Proposed Joint Venture In Malaysia Submission date: 03.03.2004 Nanyang Technological University CONTENTS: ___________________________________________________________________________ Introduction 1 Cultural differences 2 Relationship-Focus vs. Deal Focus 2 Formal vs. Informal 4 Time and Scheduling- Monochromic vs. Polychronic 5 Why Nora should contact Kuusisto in Helsinki. 6 Why shouldn’t Nora contact Kuusisto in
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