Entrepreneurship Case study QI-TECH: A Chinese Technology Company for Sale Name: Choi Ying Kai SID: 06523393 Date edited: 11-11-2007 Case background: QI-TECH‚ a Chinese manufacturer of precision Coordinate Measurement Machines‚ is a joint venture established by Indiver BV‚ a Dutch aircraft engine manufacturer and a Chinese state-owned enterprise QQMF. Looking for a strategic exit‚ Indiver BV‚ which holds 50% of QI-TECH‚ must negotiate a sale with its Chinese partner and a potential buyer‚
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Exam 3 Scenarios Sample Exam 3 Scenario 1 The Friendly Market is a large supermarket located in a city in the Southwest. "Friendly’s‚" as it is popularly known‚ has more sales per square foot than any of its competitors because it lives up to its name. The personnel go out of their way to be friendly and helpful. If someone asks for a particular brand-name item and the store does not carry it‚ the product will be ordered. If enough customers want a particular product‚ it is added to the regular line
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Acquisitions versus Greenfield investments: International strategy and management of entry modes Anne-Wil Harzing Two possibilities when expending to foreign markets: 1) Non-equity or equity entry mode 2) When chosen‚ decide between acquisition and Greenfield This paper investigates how a firms’ strategy will influence the entry mode decision of the firm (MNC) and investigates whether acquisitions and Greenfield subsidiaries are being managed in the same or in a different way. Two types
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CHAPTER 6 Entering Global Markets “The multinational corporation knows a lot about a great many countries and congenially adapts to supposed differences..... By contrast‚ the global corporation knows everything about one great thing. It knows about the absolute need to be competitive on a worldwide basis as well as nationally and seeks constantly to drive down prices by standardising what it sells and how it operates. It treats the world as composed of a few standardised markets rather than
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Christopher Naumoski: 3285783 Dr. Errol Muir Alistair Mackay has recently been appointed as Director of Personnel Development for Trianon‚ which is an Anglo-French company that specialises in avionics. Trianon has just entered a joint-venture agreement with a government backed Hungarian firm. Alistair’s job is to recommend someone for the role of Quality Compliance manager. Given what you know about the firm from the case‚ outline a general recruitment and selection process for Trianon
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FINANCE A venture capitalist is a person who invests in a business venture‚ providing capital for start-up or expansion. Venture capitalists are looking for a higher rate of return than would be given by more traditional investments. Simply put‚ venture capital is other people’s money. It is financing for new‚ usually high-risk start-up businesses just like the new product that you want to bring to market. There are a lot of well-known firms whose names you would recognize that were financed
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shareholders and directors funds - Family and friends - Business angels - Clearing banks (overdrafts‚ short or medium term loans) - Factoring and invoice discounting - Hire purchase and leasing - Merchant banks (medium to longer term loans) - Venture capital A key consideration in choosing the source of new business finance is to strike a balance between equity and debt to ensure the funding structure suits the business. The main differences between borrowed money (debt) and equity are that
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* Serial entrepreneur * Lifestyle entrepreneur * Treps Paraphrasing: Entrepreneur is a person who is willing to put his career and financial security on line with risk in name of new idea and spending time as well as money in new venture. Entrepreneurs have managerial skills‚ team building skills‚ problem solving skills‚ skills related to creativity and change management skills for managing change in business norms resulting from implementing new ideas. Extroversion and risk taking
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PROGRAMME: BABS4 PERIOD: Feb.2013-May 2013 LECTURER: David Mwaura Due Date: 18th of April 2013 Table of Contents Questions Q. 1 – Starbucks’ foreign direct Investment 2-4 q. 2 – Strategic role of hrm 4-7 q. 3 – Local joint venture preferred over pure licensing 7-9 q. 4 – Starbucks enters with wholly owned subsidairy 9-11 references 12 Starbucks’ Foreign Direct Investment 1. Initially Starbucks expanded internationally by licensing its format to foreign operators
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__________ 1. Most rapid growth ventures also follow conventional organisational patterns and structures. True False 2. Entrepreneurial leaders generally strive to be at the centre of attention in their ventures. True False 3. Entrepreneurial leaders are quick to give credit and recognise good performance‚ and they always accept more than their share of the blame when things don’t work out. True False 4. Workers joining an entrepreneurial venture can expect to receive more guidance
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