As the worlds largest hotel group, Accor has been late entering Asia. In 1987 it finally pushes ahead with an aggressive expansion strategy using its brands Novotel, Mercure and Ibis. However, lack of capital and arguments between HQ in France and the legally independent regional center in Sydney in 1996 raise questions as to whether the rapid development can continue.
As the worlds largest hotel group, Accor has been late entering Asia. In 1987 it finally pushes ahead with an aggressive expansion strategy using its brands Novotel, Mercure and Ibis. However, lack of capital and arguments between HQ in France and the legally independent regional center in Sydney in 1996 raise questions as to whether the rapid development can continue.
The case describes the development of a concept for and the launch of a professional soccer league in Japan. Clubs have to be selected, players brought up to international standards, revenue ensured to make soccer compete successfully against baseball and Japan the nation for hosting the World Cup in 2002.
The case describes the development of a concept for and the launch of a professional soccer league in Japan. Clubs have to be selected, players brought up to international standards, revenue ensured to make soccer compete successfully against baseball and Japan the nation for hosting the World Cup in 2002.
Daewoo Group companies run a distant third or fourth in their respective industries in Korea, but they are rapidly expanding their presence, mainly through acquisitions, in foreign markets. In this context, Daewoo Electronics makes a bid in 1996 for the heavily indebted French electronics manufacturer Thomson Multimedia, which is being privatised.
Daewoo Group companies run a distant third or fourth in their respective industries in Korea, but they are rapidly expanding their presence, mainly through acquisitions, in foreign markets. In this context, Daewoo Electronics makes a bid in 1996 for the heavily indebted French electronics manufacturer Thomson Multimedia, which is being privatised.
When Japans bubble-economy of the 80s turns towards stagnation in the 90s, Cartier is faced with a need to reposition its range of luxury products through changes in distribution, pricing, advertising and product portfolio. However, its move further up-market may cut Cartier off from the generation of younger spenders.
When Japans bubble-economy of the 80s turns towards stagnation in the 90s, Cartier is faced with a need to reposition its range of luxury products through changes in distribution, pricing, advertising and product portfolio. However, its move further up-market may cut Cartier off from the generation of younger spenders.
The ACCOR group was started in 1967 in France with the introduction of the Novotel concept. Over the following 30 plus years it developed a group of hotels: Sofitel, Novotel, IBIS and Formule 1 and extended the groups business in the USA and Asia. With a range of brands marketed at different price levels the group has enjoyed wide market coverage.
The ACCOR group was started in 1967 in France with the introduction of the Novotel concept. Over the following 30 plus years it developed a group of hotels: Sofitel, Novotel, IBIS and Formule 1 and extended the groups business in the USA and Asia. With a range of brands marketed at different price levels the group has enjoyed wide market coverage.
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
In 1991, SKF enters the Vietnamese market by setting up a representative office, which is not allowed by the government to import or distribute directly. Arrangements are made with various outside partners. The key to success lies in providing services, a difficult undertaking under restrictions, which one-day will change.
In 1991, SKF enters the Vietnamese market by setting up a representative office, which is not allowed by the government to import or distribute directly. Arrangements are made with various outside partners. The key to success lies in providing services, a difficult undertaking under restrictions, which one-day will change.
The case describes the efforts of Henkel to focus the attention of its various business units on fast growing Asia. It shows the process of strategy development and implementation with the help of a regional headquarters. Business picks up rapidly, but the speed of expansion may be insufficient compared to market growth and competition.
The case describes the efforts of Henkel to focus the attention of its various business units on fast growing Asia. It shows the process of strategy development and implementation with the help of a regional headquarters. Business picks up rapidly, but the speed of expansion may be insufficient compared to market growth and competition.
Describes the problems of a leading Japanese detergents company entering Europe. In 1992 it had operations in 10 countries, though not in its core business. Coordination across Europe remained difficult and Japanese and European managers encountered communication problems. The reaction of Kao's headquarters in Tokyo was to reorganise.
Describes the problems of a leading Japanese detergents company entering Europe. In 1992 it had operations in 10 countries, though not in its core business. Coordination across Europe remained difficult and Japanese and European managers encountered communication problems. The reaction of Kao's headquarters in Tokyo was to reorganise.
Acer has grown into a one billion dollar company in 1991, but faces a worldwide crisis in the PC industry. European operations have been profitable, but repositioning and price cutting of competitors expose Acer's weaknesses in distribution, in its organisation across Europe and its links with the parent company in Taiwan.
Acer has grown into a one billion dollar company in 1991, but faces a worldwide crisis in the PC industry. European operations have been profitable, but repositioning and price cutting of competitors expose Acer's weaknesses in distribution, in its organisation across Europe and its links with the parent company in Taiwan.
Regional Organisation, Global Strategies , International Marketing, Asian Business, International Management, China
