How Do I Fix This? Managing a Product-Harm Crisis Abstract Product-harm crisis is an important organizational management topic due to the potential detrimental business impact. Organizations are more vulnerable than ever to the possibility of product related incidents disrupting business at any point in the supply chain. To counteract this implicit threat to an organizations reputation and financial wellbeing‚ if properly deployed‚ continuity management fosters the ability to run in the face of
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GLOBALIZATION (strategic decisions in context of Oreo and Renault) OREO: Kraft Foods‚ a part of Mondelez International‚ is one of the leading manufacturers of FMCG goods in the World- best known for its confectionary lines. Under Kraft Foods‚ Oreo has expanded all over the World- thus necessitating a perspective on marketing in hitherto unexploited markets in developing nations such as China & India. Kraft uses a multidomestic approach to Globalization‚ which they have adopted in view of several
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Nissan / Renault Negotiation If you are Renault‚ what would you present as the “Big Picture” (outlook and conditions proposal) for an alliance to the Nissan Board of Directors? Present it and negotiate it with Nissan. Your presentation shall include the points of: 1. Strategic objectives and scope of alliance 2. Analysis and proposal of potential operational synergies (brands‚ product range‚ geographic coverage‚ technology and expertise‚ production capacity‚ R&D‚ engineering‚ QC‚ manufacturing
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The Global Car Industry Facing Recession and a Credit Crisis Case study Reference no 309-032-1 This case was written by Nick S Potter‚ Birmingham Business School‚ University of Birmingham. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. © 2009‚ Birmingham Business School‚ University of Birmingham. No part of this publication may be copied
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Transformation at Renault Nissan Nissan Motor Company was on the edge of bankruptcy when French automaker Renault purchased a controlling interest and put Carlos Ghosn as the effective head of the Japanese automaker. Nissan’s known problems of high debt and plummeting market share‚ Ghosn identified that Nissan managers had no apparent sense of urgency for change. Ghosn’s challenge was to act quickly‚ minimize the inevitable resistance that arises when an outsider tries to change traditional Japanese
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How managing with a global mindset adequately addresses some challenges raised by managing in a globalising world. ABSTRACT The globalising world has impacted and raised new challenges for organisations and leaders. Thinking about new perspectives and reframe old paradigms are required and fundamental to leaders succeed in the global competitive environment. This essay will explore how managing with a global mindset are becoming an important competence across boundaries and how it can open doors
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important to concentrate on those dimensions which reflect the greatest difference in culture. In our case‚ our group will be examining the 1999 merger between auto manufacturers Nissan and Renault. The merger between Nissan and Renault is significant culturally speaking because Nissan is a Japanese company‚ while Renault is French. Firstly‚ the dimension of “individualism vs. collectivism” will be important to analyse. This is due to the fact that collectivism is high in Japan‚ whereas in France‚ individualism
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Managing Responsibly in a Global Environment The article by Albert A. Bartlett speaks of an entire world that has gone from being frugal‚ conscious‚ and prudent‚ to being greedy‚ and capitalism driven. In his article he talks about the finite resources of our world that we are squandering; using them carelessly and greedily to reach optimum levels of consumption and profit with no fear that one day they will run out. One of the major issues he looks at is population growth‚ and the impact
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Strategies for managing global teams Introduction Globalization‚ advances in information and communication technologies and increased competition have forced organizations to use virtual teams in business and produce more rapidly‚ more effectively and more efficiently. It is the call of the hour to put together different capabilities and services across the globe and through cooperation between suppliers and customers achieve the firm’s objective with high quality. A virtual team is a group
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Managing Global Competitive Dinamics Sethykun Hong Michael Shimp Tatyana Andreyeva Strategy as Action • In 2004 P&G cut prices of Ariel and Tide by 25%-50%. Hindustan Lever(HUL) responded in similar price cut. • In 1934‚ Pepsi cut price and introduced 12-ounce bottle against Coke’s 6-ounce. • Samsung’s Galaxy vs. Apple’s iPhone. • High speed trains and planes in China’s price war • Mac vs. PC campaign. • Amazon vs. Wal-Mart (http://www.youtube.com/watch?v=5FOcE9kpzus) Prisoners’
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