Yet although many Western luxury brands have iconic status among Asian consumers, the intertwining relationship between these two factors requires further clarification because the influence of local context is often lacking from considerations of such products. The study entailed 31 in-depth interviews with Taiwanese respondents during a 6-month data-gathering period in premium shopping centres in Taipei and Kaohsiung. An interpretive approach to their discourse was adopted for transcript analysis. The findings differentiated two sources of Burberry’s brand meaning. One is based on the company’s history, designs and marketing campaigns, whereas the other draws on Britain’s cultural attractiveness.
AVON PRODUCTS BRIBERY SCANDAL IN CHINA Presented to Dr. Mark Panos Towson University Prepared by Kia Allen & Marie Claire Llareus Towson University Students English 317.20 May 8, 2012 TABLE OF CONTENTS TRANSMITTAL LETTER……………………………………………………………………….ii ABSTRACT……………………………………………………………………………………...iii EXECUTIVE SUMMARY……………………………………………………………………….v INTRODUCTION………………………………………………………………………………...1 BACKGROUND………………………………………………………………………………….1 CASE STUDY…………………………………………………………………………………….2 Ethical Issue……………………………………………………………………………….2 Avon vs. the U.S. Securities and Exchange Commission…………………………………3 Monetary Effects…………………………………………………………………………..4 RELEVANT LAW………………………………………………………………………………..5 The Foreign Corrupt Practices Act………………………………………………………..5 Liability……………………………………………………………………………………5 The OECD Anti-Bribery Convention……………………………………………………..6 PROPOSAL……………………………………………………………………………………….6 The FCPA Definition of “Foreign Official”………………………………………………6 OECD Enlargement and Enhanced Engagement in the Fight against Foreign Bribery…..8 Global Awareness of Foreign Bribery…………………………………………………….8 FEASIBILITY STUDY…………………………………………………………………………...9 CONCLUSION & RECOMMENDATIONS……………………………………………………..9 REFERENCES…………………………………………………………………………………..11 LOGICAL FALLACIES…………………………………………………………………………iv Statements………………………………………………………………………………....v Logical Fallacy Chart…………………………………………………………………......vi APPENDIX……………………………………………………………………………………...vii Appendix A……………………………………………………………………………...viii Appendix B……………………………………………………………………………….ix COURT DOCUMENTS…………………………………………………………………………..x Class Action Complaint…………………………………………………………………..xi Amended Complaint for Violations of the Federal Securities Law……………………..xii Allen & Llareus Solutions 317 West Aspen Road kallen10@students.towson.edu Towson, MD 21252
Case Study: Google in China MGT/448 Background Google China was founded in 2005 by Kai-Fu Lee, a former Microsoft executive. Google is the number three search engine in China. To avoid governmental censorship and ad hoc shutdown of Google's search engine, the company moved its main office from Beijing to Hong Kong. Hong Kong functions under a different set of state and federal laws that allow it to "use the name "Hong Kong China" and maintain and develop relations and conclude and implement agreements with foreign states and regions and relevant international organizations in the appropriate fields, including the economic, trade, financial and monetary, shipping, communications, tourism, cultural and sports fields" (Article 151, Hong Kong Basic Law). This calculated move by Google allowed them to legally circumvent China's censorship and shut down of their search engine by re-directing all search queries from google.cn to google.com.hk.
Kraft Foods Finds a Chinese Face for Oreo --Oreo localization in China 学院：外国语学院 班级：24150102班 学号：2012041501065 姓名：徐佳媛 Until the mid-1990s, Oreo largely focused on the US market - as reflected in one of its popular advertising slogans from the 1980s, "America's Best Loved Cookie". But the dominant position in the US limited growth opportunities and encouraged Kraft to turn to international markets. Oreo launched in China in 1996 as a clone of the American version.The China launch was based on the implicit assumption that what made it successful in its home market would be a winning formula in any other market. However,doing the same thing repeatedly and expecting different results did not happen in China, after almost a decade, Oreo cookies were not a hit as anticipated because of insufficient understanding of local preferences. By 2005, it controlled a mere 3% of the Chinese cookie market and the team even considered pulling Oreo out of the Chinese market altogether for the long-term losses.
Case Analysis- Wal-Mart Introduction The implementation of Wal-Mart’s strategy in China has failed to achieve the desired sales results. Despite being the leading retailer in the world, Wal-Mart’s model of success that provides a key competitive advantage in the U.S. does not equally translate to diverse international communities. Likewise, Wal-Mart struggled in Germany and eventually withdrew by selling its stores to rival Metro. Despite the challenges currently being faced in China, Wal-Mart has experienced international success in Mexico, Canada and Britain. What long-term strategy should Wal-Mart adopt in China?
might cause strangulation). A vast majority of the problems came from product design resulting in safety hazards. The data on the post-August 2007 recalls confirmed this observation: while 17.4 million (88%) recalled toys were associated with loose magnets due to defective design, 2.2 million (12%) were related to manufacturing defects which contained excessive lead. Within Mattel’s recall problems, only a small percentage (10-15%) could be attributed to outsourcing issues. Of the problems related to lead paint, it turned out that the two contracted manufacturers, which were commissioned to make non-core Mattel products, had used paint from sub-contractors.
Mattel faced problem in the Middle East about religious and social grounds. Parents and religious leaders think Barbie is odd with their culture value and Arab girl’s reality is different from Barbie. In Brazil, Barbie has competition from local rival which has lower price and more realistic. However, Mattel found that they did not need a total overhaul their product to be successful, For example, Mattel launched Barbie with a painted head spot and dressed in Sari with universal Barbie in India. Moreover, Mattel fought competitors in Japan by joining forces with Bandai, Japan’s largest toy company.
Mattel is the first global consumer products company that established a framework within which all of the company’s manufacturing must be conducted and who applied such system to its facilities and core contractors all over the world. Production: In 2002 Mattel closed the last American factory and outsourced the production to China, which was the beginning of a chain of events that led to a scandal involving the lead contamination. About 65% of Mattel’s toys were made in China. Approximately half of them were manufactured in Mattel’s own plants. The contracts required vendors to undergo a review of their production facilities and to agree to be audited under Mattel’s Global Manufacturing Principles.
IKEA in China Executive Summary The report aims to analyse the strategies IKEA employs in its foray into emerging markets, specifically in China. The report will first give a brief background on IKEA, with reference to its business model and specific competencies then proceed with examples of its operations in selected emerging country markets. It will then delve into the main content highlighting China’s importance to IKEA both as a market and a source of its goods, followed by an evaluation of a number of adaptive strategies IKEA employed to suit its markedly different Chinese target market. Finally, we identify some challenges IKEA is still facing in China in light of uncontrollable external factors. 1.
Electrowide wishes to sell their equipment to Motosuzhou hoping that it will be able to be more successfully distributed throughout the world and across automotive industries, especially to those in China. However, the first few weeks of negotiation was spent on small talk and sightseeing, not business relations. The US team made up of Tom Sherman, Barb Morgan, and Mark Porter, were more interested in sight seeing and late night partying than getting down to business. At one point, Tom even began to skip the meetings all together. Barb took notes during the meetings and made several observations regarding the Chinese teams mannerisms, which may have been false.