Ebook International business - A managerial perspective (8th edition): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook International business - A managerial perspective (8th edition): Part 2
Ebook International business - A managerial perspective (8th edition): Part 2
Find more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2TUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:1Characterize the challenges of international strategic management.2Assess the basic strategic alternatives available to firms.3Distinguish and analyze the components of international strategy.4Describe the international strategic management process.5Ident Ebook International business - A managerial perspective (8th edition): Part 2ify and characterize the levels of international strategies.MyManagementLab®o Improve Your Grade!More chan 10 million students improved their resultsEbook International business - A managerial perspective (8th edition): Part 2
using the Pearson MyLabs.Visit mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.Find more at http7/www.downtoadije.comhttpsFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2isney Company has done a surprisingly poor job of capitalizing on the global potential for its various products. In 2012, for instance, 75 percent of Disney's $42.3 billion in revenues came from the United States and Canada, which account for only 5 percent of the world's population. This contrasts Ebook International business - A managerial perspective (8th edition): Part 2markedly with Coca-Cola and McDonald's, which each derive about two-thirds of their revenue from outside the United States.Perhaps Disney's most publiEbook International business - A managerial perspective (8th edition): Part 2
c effort at internationalization has been its theme park operations. Its first theme park, Disneyland, opened in Anaheim, California, in 1955 and was Find more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2iven the enormous popularity of Disney charaơers abroad, the firm saw opportunities to expand theme park operations to foreign markets. Its first international venture, Tokyo Disneyland, opened in 1983. The Japanese have long been Disney fans, and many Japanese tourists visit Disneyland and Disney W Ebook International business - A managerial perspective (8th edition): Part 2orld each year. To limit its risk, though, the firm did not invest directly in the park—a decision Disney managers would eventually come to regret. InEbook International business - A managerial perspective (8th edition): Part 2
stead, a Japanese investment group called the Oriental Land Company financed and entirely owns Tokyo Disneyland. Disney oversaw the park's constructioFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2its 100 millionth visitor after only eight years, a milestone that Disneyland took twice as long to reach. And Tokyo Disneyland remains one of Japan's top tourist attractions.The success of Tokyo Disneyland inspired the firm to seek other foreign market opportunities. After evaluating potential site Ebook International business - A managerial perspective (8th edition): Part 2s throughout Europe, the firm narrowed its choice to one in France just outside Paris. This time, though, Disney decided to participate more fully inEbook International business - A managerial perspective (8th edition): Part 2
both the park's ownership and its profits. Although the French government deơeed that Disney's ownership in the new venture would be limited to no morFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2re. The french government's offer of numerous economic incentives also played a role in Disney's decision. The government sold the land for the park to Disney at bargain-basement prices and agreed to extend the Parisian rail system to the proposed park's front door. But as Euro Disney took shape, st Ebook International business - A managerial perspective (8th edition): Part 2orm douds loomed. Farmers protested the manner in which the french government condemned their land so that it could be sold to Disney. The cultural elEbook International business - A managerial perspective (8th edition): Part 2
ite in Paris lambasted the project as an affront to french cultural traditions Disney found itself defending its conservative employee dress codes regFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2g, forcing Disney to drop its plan to reduce its debt by selling land it owned near the park to local developersDisney did learn some things from its start-up problems in Europe. When the Disney Studios theme park adjacent to Disneyland Paris premiered in 2002, Disney made some small but significant Ebook International business - A managerial perspective (8th edition): Part 2 changes in its operations. The voices of European actors such as Jeremy Irons, Nastassja Kinski, and Isabella Rossellini were featured on Disney StudEbook International business - A managerial perspective (8th edition): Part 2
ios' tram rides, rather than those of U.S. actors like Bruce Willis. Disneyland Paris originally offered only French sausages, upsetting German. ItaliFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2 setting of the park's featured stunt show is modeled after St. Tropez. rather than a Hollywood back lot. Small matters, perhaps, but such details are designed to make visitors to the theme park feel more at home.In 2005, Disney's next major international foray came to fruition when Disneyland Hong Ebook International business - A managerial perspective (8th edition): Part 2Kong made its debut, opening-day festivities included a traditional parade comprising mainly Disney characters coupled with a few local touches— firewEbook International business - A managerial perspective (8th edition): Part 2
orks, Chinese lion dancers, and clanging cymbals. The company received a 43 percent equity stake in the $3.6 billion project in exchange for an investFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2 for the remaining 57-percent share. Disney was careful to incorporate feng shui concepts into the design of the Hong Kong park.But as in Europe, Disney had to go back to the drawing boards and revise its approach to running Disneyland Hong Kong because attendance and spending fell below the company Ebook International business - A managerial perspective (8th edition): Part 2's projections. Disney had again failed to understand its market. The Chinese were less familiar with many Disney characters and classic attractions tEbook International business - A managerial perspective (8th edition): Part 2
han the company expected, and many visitors felt the park was too “foreign" for their tastes. To compensate, Disney systematically reduced the presencFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2anged the costuming of mainline favorites such as Mickey and Minnie Mouse, putting the venerable characters into red Chinese New Year garb. And the iconic daily Disney parade has been changed to include such traditional Chinese favorites as dragons and puppets of birds, fish, and flowers. These effo Ebook International business - A managerial perspective (8th edition): Part 2rts have worked; in 2011. Disney began a multiyear expansion of the Hong Kong park. The first addition was Toy Story Land, featuring Buzz Lightyear, WEbook International business - A managerial perspective (8th edition): Part 2
oody, and friends.Disney is nothing if not persistent. In addition to tinkering with Disneyland Hong Kong, the company established a branch office in Find more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2"Disney Corners’ featuring Disney-branded merchandise are available in more than 1,800 department stores in China. Disney operates 15 learning centersFind more at http://ww.downtoadslide.com328 PART 3 • MANAGING INTERNATIONAL 8USINESSSin Beijing and Shanghai, using a curriculum featuring Disney char Ebook International business - A managerial perspective (8th edition): Part 2aơers such as the Little Mermaid and Mickey Mouse to teach English to 7,000 Chinese youngsters ranging in age from 2 to 12. It plans to expand this prEbook International business - A managerial perspective (8th edition): Part 2
ogram to 1S0 facilities serving 1SO.OOO students by 201 s. Of course; this approach to language education familiarizes the new generation of Chinese wFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2otiations, Disney broke ground on a new $4.4 billion theme park in Shanghai in 2011. Disney will own 43 percent of the new venture, with three city-owned businesses controlling the remainder.The company also is targeting India as a lucrative market for its products. In 20Ơ4 it launched Disney Channe Ebook International business - A managerial perspective (8th edition): Part 2l and Toon Disney programming customized for the Indian families Disney developed an Indian takeoff on High School Musical, although cricket replacedEbook International business - A managerial perspective (8th edition): Part 2
basketball in the movie's storyline. In 2012, it acquired ƯTV, India's largest TV and film studio, which also controls six leading Indian broadcast chFind more at http://www.downloadslid0.comPART 3 Managing International BusinessCHAPTER 11International strategic ManagementT.M.O. Travcl/AlamyAFTER ST Ebook International business - A managerial perspective (8th edition): Part 2se, Arab, and Russian markets.Nor is the company ignoring its opportunities elsewhere. Disney's Consumer Product Division has established dedicated sales teams to cater to the worldwide procurement needs of major international retailers such as Carrefour, ASDA (the British subsidiary of Walmart), an Ebook International business - A managerial perspective (8th edition): Part 2d Metro. In 2012, the Disney Channel debuted in Russia and Turkey. It now is broadcast in 35 languages in 167 countries serving 323 million subscriberEbook International business - A managerial perspective (8th edition): Part 2
s. ESPN International has equity interests in 27 international TV networks and has developed customized programming, such as ESPN Classic Sport EuropeGọi ngay
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