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You may say Im a dreamer, but Im not the only one I hope some day youll join us, and the world will


You may say I'm a dreamer, but I'm not the only one; I hope some day you'll join ... we learn about the differences between Guyana, Suriname and French Guiana today? ... – PowerPoint PPT presentation

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Title: You may say Im a dreamer, but Im not the only one I hope some day youll join us, and the world will

You may say Im a dreamer, but Im not the only
one I hope some day youll join us, and the
world will live as one. John Lennon (1940 19
80) British musician and songwriter
When I am at Milan, I do as they do in Milan
but when I go to Rome, I do as Rome does.
St Augustine (354 430) Roman theologian/philos
  • Power-Distance, or the degree of inequity among
    people that a countrys population sees as
  • Countries such as such as the USA, Germany and
    the Netherlands scored low on power-distance,
    while Russia and China scored high.
  • 2. Individualism versus collectivism, or the
    degree to which people prefer to act as
    individuals rather than as members of groups.
  • Countries or regions such as Hong Kong,
    Indonesia and West Africa scored Low on
    individualism while the USA and the Netherlands
    scored high.

Hofstedes five cultural dimensions (1)
3. Masculinity v. femininity, or the degree to
which values often labelled masculine (e.g.,
assertiveness, competitiveness, performance
orientation) prevail over those often labelled
feminine (e.g., relationships, solidarity,
service). Scandinavian countries, the Netherla
nds and Russia scored low on masculinity, Japan
and Germany scored high. 4. Uncertainty avoid
ance, or the degree to which people preferred
structured rather than unstructured situations.
Countries such as Hong Kong, Indonesia, and the
USA scored low, while Japan, Russia and France
scored high. 5. Long-term versus short-term
orientation. Countries such as Japan and China
scored high on long-term orientation, whereas
the USA and Britain scored low.
Hofstedes five cultural dimensions (2)
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1. Why is Kodak considering expanding into
China? 2. In what ways might Kodak be a tiger i
n relation to local Chinese competition and why,
as the Chinese proverb suggests, although you
may be a superior force, in unfamiliar territory,
you may be weaker than local forces.
3. What strategy should Kodak pursue? 4. In n
egotiating with the Chinese, what insights can be
gained from models in this chapter?
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1. Why was I surprised by Biggles during the
flight to Seoul? Why would Korean Airlines be
hiring British pilots? 2. Why might culture be
part of the explanation for the poor safety
record of Korean Airlines? 3. What other factor
s may also play a part? 4. What solution could
you suggest for this difficulty?
1. Why might the world be Californianising?
2. What forces exist for localization? 3. H
ow might the bank in the case address the need
for global efficiencies on the one hand and the
pressure for local customization on the other?
4. Why did Philips and WalMart misinterpret the
ir foreign consumers?
IKEA Glass or vase?
1. Why might the three European countries have
acted differently in Guyana? 2. Why did the dif
ferent approaches lead to different types of
outcome? 3. Why did the English adjust their ap
proach towards that of the Dutch?
4. What lessons can we learn about the differenc
es between Guyana, Suriname and French Guiana
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1. Why did Vodaphone launch its hostile bid for
Mannesman? 2. Why was there German outcry at t
he prospect of Vodaphone acquiring Mannesman?
3. Why did Mannesman lose the contest? 4. Was
this a good outcome for all stakeholders?
1. What were the benefits to Coke of going
global? 2. How was this global approach mirrore
d in Cokes structure? 3. Why has Coke now dec
ided to go local? 4. What effect might this new
local strategy have on Cokes organization?...
5. Why is McDonalds persisted with a global appr
oach? 6. What risks does McDonalds face with th
is strategy? 7. Where would you position Coke a
nd McDonalds on the Global Integration/Local
Responsiveness grid?
1. HSBC has grown primarily through acquisitions.
What are the virtues of this approach?
2. Why was James Bond not the best choice of per
sonality for HSBC? 3. Why does Michael Palin r
esonate so strongly with HSBC executives?
4. HSBC claims distinctiveness in persistence a
nd commitment to markets. How is this possible
and why might it confer advantage?
5. How can HSBC compete effectively by championi
ng local diversity and yet proclaiming itself as
a global bank?
John Bond
James Bond
Michael Palin
1. Why is Rover trying to enter into a strategic
alliance with SAIC? 2. What are the attractions
for SAIC to enter into this alliance with
Rover? 3. Why has Honda chosen to manufacture a
nd distribute for itself in China rather than
using some form of strategic alliance?
4. What insights can international business theo
ries give us in comparing the expansions of Rover
and Honda into China? 5. What are the implicati
ons for the two international strategies in the
UK car market?
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