MARK 343 1. WHAT IS STANDARDISATION VS CUSTOMISATION? - should aim for a standardised or country tailored strategy - standardisation: offering a uniform product regionally or worldwide - this type of policy capitalises on the commonalties in customer’s needs across countries. - Goals= minimize costs - 5 forces for standardised approach; o Common customer needs o Global customers o Economies of scale o Time to market o Regional market agreements - Customisation: a country- tailored
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STANDARDIZATION AND LOCALIZATION IN THE HUMAN RESOURCE MANAGEMENT OF SINO- FOREIGN JOINT VENTURES: AN INDUCTIVE MODEL AND RESEARCH AGENDA Shaohui Chen‚ PhD Candidate & Marie Wilson‚ Associate Professor Department of Management and Employment Relations The University of Auckland Private Bag 92019 Commerce C Building‚ 18 Symonds Street‚ Auckland‚ New Zealand 64 9-3737599ext.7667 or 4808(Tel.) 64 9-3737477(Fax) s.chen@auckland.ac.nz(e-mail) m.wilson@auckland.ac.nz(e-mail) Identification
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affluent societies‚ one observes a growing fragmentation of markets‚ buyers requesting more and more products adapted to their specific needs. How can we reconcile this fact with the objectives of global marketing that emphasises a strategy of standardisation of products and brands across the entire world? Executive Summary: Companies developing a global marketing strategy must consider its impact and influence on the company. Crucial for development of global marketing strategy is clear segmentation
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substitute products. Cooperative Forces: working together with suppliers and firms‚ Macro Environment: P.E.S.T.E.L. Critical Industry Value Drivers: impact on value; low cost/differentiation‚ R&D. Firm Specific Factors: Positions of a Firm: Customer Value: Making customers prefer one product over another: differentiation‚ low cost‚ market segments (source of revenue)‚ relative positioning‚ price reservation price: maximum a customer is willing to pay for perceived benefits. Activities of a Firm:
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Are European hotel restaurants problematic or instrumental in creating value? In Western Europe the majority of the hoteliers and other stakeholders involved with them agree that hotel restaurants are a liability because of the very low profit margins and the difficulty of making a return on investment. This is without even mentioning all the operational problems inherent to this type of activity. It is true that in Europe hotel restaurants are subject to the same constraints as other restaurants
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be adhered to for all learners and that work produced out with supervised conditions is authenticated and judged to be the work of the learner. This process is supported by clarity in marking guidance and marking schemes combined with centre standardisation and ongoing assessor professional learning relating to the understanding of national standards. Practicality: Assessment procedures should be practicable and manageable to deliver in terms of time and resources. Fairness: Assessment procedures
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| |Week 2 14 September | |Differentiation –individual action plans as identified in assessment | |Unit 3 – PERSONAL STUDY |INTRODUCTION TO UNIT 3 PERSONAL STUDY: |sheet ECM
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the way special educational provision is available today and therefore introduced separated provision which is the essence of what we know today as ’special’ and ’mainstream’ provision. In 1889 the Egerton Commission made recommendations that differentiation should be made
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a consulting independent contractor. But even these arrangements border on permanent establishments liable to taxes and other employment regulations. Donald C. Dowling Jr. International HR Journal‚ Fall 2008‚ pp. 3-7. #0155136 Exploring standardisation and knowledge networking
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Starbucks Coffee: Standardization and Adaptation Strategy Introduction Starbucks’ Business Concept and History When academics Jerry Baldwin‚ Zev Siegel‚ and Gordon Bowker established Starbucks Coffee Company in 1971‚ their vision of Starbucks was that of a local business specialising in “selling fresh roasted whole beans in ...specialty stores.” (Darguste et al.‚ 2006 p.655). Fearing commoditization of the brand‚ the founders were opposed to the idea of broadening the appeal of Starbucks
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