Available online at www.sciencedirect.com Procedia Social and Behavioral Sciences 24 (2011) 1201–1217 7th International Strategic Management Conference International branding strategies of developing countries: The case of Arçelik Tanses Gülsoya‚*‚ Özlem ÖzkanlÕb‚ Richard Lyncha‚b‚a a Beykent University‚ Istanbul 34396‚ Turkey b Ankara University‚ Ankara‚ Turkey a‚b Middlesex University‚ London‚ UK Abstract The international branding process of firms from developing countries
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Strategic Management Processes Strategic management is a combination of three main processes which are as follows: Strategy formulation Performing a situation analysis‚ self-evaluation and competitor analysis: both internal and external; both micro-environmental and macro-environmental. Concurrent with this assessment‚ objectives are set. These objectives should be parallel to a timeline; some are in the short-term and others on the long-term. This involves crafting vision statements (long term
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8 Industry Evolution and Strategic Change No company ever stops changing . . . Each new generation must meet changes—in the automotive market‚ in the general administration of the enterprise‚ and in the involvement of the corporation in a changing world. The work of creating goes on. —ALFRED P. SLOAN JR.‚ PRESIDENT OF GENERAL MOTORS 1923–37‚ CHAIRMAN 1937–56 It is not the strongest of the species that survive‚ nor the most intelligent‚ but the one that is most responsive to change. —CHARLES
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International management summary Section 3: Strategic management and corporate governance Economic contributions to strategic management What is Strategic Management about: * The systematic study of strategy in a business context * Strategy is about obtaining sustainable profitability (while respecting standards of decency) * How is sustainable profitability achieved? * Doing things well (operational efficiency) but the same way as the others erodes profits > * Strategy
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Executive Summary This project focuses on finding ways of making P&P a more competitive company. To do this I interviewed P&P’s management in order (i) to understand the company and its decision making process‚ and (ii) to get data that are important for my analysis. Furthermore‚ I conducted a field research in an attempt to understand consumer habits‚ tastes and price sensitivity when it comes to ice cream. Moreover‚ I went through relevant literature about marketing strategy and case
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geLong Range Planning 33 (2000) 779-804 www.elsevier.com/locate/lrp Managing Change at Novotel: Back to the Future Roland Calori‚ Charles Baden-Fuller and Brian Hunt Novotel is one of the world’s major hotel chains‚ occupying a leading place in Europe and with locations globally. We interpret Novotel’s change management programme in the 1990s in three parts. First‚ we summarise the actions that managers took in terms of strategy and organisation. Second‚ we consider the sequence and timing
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Jonathan Barney‚ “ THE NEW WORLD DISORDER‚” HARVARD BUSINESS REVIEW ON LEADERSHIP IN A CHANGED WORLD‚ P.64-65 14. Max H. Bazerman and Dolly Chugh‚ “ DECISION WITHOUT BLINDER‚” HARVARD BUSINESS REVIEW ON MAKING SMARTER DECISION‚ P.90 15. Constantines C. Markides‚ “ TO DIVERSIFY OR NOT TO DIVERSIFY‚” HARVARD BUSINESS REVIEW ON STRATEGIES FOR GROWTH‚ P.85 16. David J. Collis and Cynthia A. Montgomery‚ “ CREATING CORPORATE ADVANTAGE‚” HARVARD BUSINESS REVIEW‚ P.29 17. C.K.Prahalad and Kenneth Lieberthal‚ “
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identification‚ and turnover among newcomers. Personnel Psychology‚ 48‚ pp.309-33. Mangion‚ G.M.‚ 2011. Mergers & Acquisitions – Only A Few Are Blessed. [Online] Available at: http://www.corporatelivewire.com/top-story.html?id=96 [Accessed 8 April 2012]. Markides‚ C.C.‚ 1997. To Diversify or Not to Diversify. Harvard Business Review ‚ pp.1-7. Marks‚ M.L. & Mirvis‚ P.H.‚ 2001. Making mergers and acquisitions work: Strategic and psychological preparation. Academy of Management Executive‚ 15‚ pp.80–92. Marks
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value better than can their competitors. —Robert Hayes‚ Gary Pisano‚ and David Upton Only firms who are able to continually build new strategic assets faster and cheaper than their competitors will earn superior returns over the long term. —C. C. Markides and P. J. Williamson Thompson−Gamble−Strickland: Strategy: Winning in the Marketplace: Core Concepts‚ Analytical Tools‚ Cases‚ Second Edition II. Core Concepts and Analytical Tools 3. Analyzing a Company’s Resources and Competitive Position
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2011-06-25 School of Economics and Management Lund University Department of Business Administration The Use of Management Control Systems in the Hospitality Industry Supervisor: Per-Magnus Andersson Authors: Richard G. Sicari Fredrik J. Söderlund i Abstract Title: Seminar Date: Course: Authors: Advisor: Key Words: The Use of Management Control Systems in the Hospitality Industry 2011-06-01 BUSP02: Master Thesis in Accounting and Management Control Richard G. Sicari and Fredrik J. Söderlund
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