(BQ) Part 2 ebook International business has contents: Marketing strategy, human resource management strategy, political risk and negotiation strategies, international financial management, corporate strategy and national competitiveness, emerging economies, ethics and the natural environment,...and other contents.
INBU_C11.QXD 11/11/05 12:11 AM Page 310 www.downloadslide.com Chapter 11 MARKETING STRATEGY Objectives of the chapter Every multinational has a marketing strategy designed to help identify opportunities and take advantage of them This plan of action typically involves consideration of four primary areas: the product or service to be sold, the way in which the output will be promoted, the pricing of the good or service, and the distribution strategy to be used in getting the output to the customer The primary purpose of this chapter is to examine the fundamentals of international marketing strategy We will look at five major topics: market assessment, product strategy, promotion strategy, price strategy, and place strategy We will consider such critical marketing areas as product screening, modification of goods and services in order to adapt to local needs, modified product life cycles, advertising, personal selling, and ways in which MNEs tailor-make their distribution systems Contents Introduction 312 International market assessment Product strategies Promotion Pricing Place The specific objectives of this chapter are to: 312 315 320 324 326 Strategic management and marketing strategy 328 ■ ACTIVE LEARNING CASE Volkswagen in the United States 311 ■ INTERNATIONAL BUSINESS STRATEGY IN ACTION Kola Real Group 318 IKEA in international markets 322 ■ REAL CASES Citigroup in China 334 Brazilian soap operas: a world market 335 Examine the process used to conduct an international market assessment of goods and services Study the criteria that affect an MNE’s decision to alter a good or service in order to adapt it to local market tastes Describe some of the ways in which MNEs use advertising and personal selling techniques to promote their products in worldwide markets Review some of the major factors that influence international pricing and distribution strategies 11/11/05 12:11 AM Page 311 www.downloadslide.com MARKETING STRATEGY ACTIVE LEARNING CASE During the 1960s, German-based Volkswagen AG (VW for short) held more market share in the United States than all other auto imports combined In the 1970s, despite growing foreign competition, VW sales reached 300,000 units annually However, the 1980s and early 1990s were not good for the company: annual sales in the US market were down to 150,000 units In less than 10 years, market share had dropped from per cent to 0.5 per cent, and VW had become a minor competitor in the North American part of the triad Part of the problem had been that VW’s American cars were competing head on with US brands that produced the traditional mid-sized car VW could produce great cars in this range, but could not achieve the cost advantage of Japanese competitors In more recent years, however, Volkswagen has made a stunning comeback in America Perhaps its biggest success story is the New Beetle, which was introduced in March 1998 The car is distinct not only because it appeals to the nostalgia of the Old Beetle, but also because of its slick European design The New Beetle was the third largest VW seller, after the Jetta and the Passat In addition to brisk first year sales, the Beetle was selected as the 1999 North American Car of the Year by an independent jury of 48 journalists who cover the auto industry for daily newspapers, magazines, television, radio, and the Internet The award is a comprehensive evaluation of the year’s most outstanding new car based on consumer appeal, quality, and driving characteristics Each jury member is allowed to allot 25 votes to a small selection of finalist cars The New Beetle garnered 292 votes, more than double the second place finisher, the Honda Odyssey, with 142 votes, and well ahead of the third place car, the Chrysler 300M, with 124 votes Indeed, Volkswagen is back in the US market! In 2002, Volkswagen delivered over 420,000 vehicles to the United States market and accounted for approximately 10.1 percent of the passenger car import market Including imports and domestic production, Volkswagen holds about 6.6 percent of the US passenger car market In its home region of Europe, where VW is the market leader, nearly 20 percent of all new cars sold are from the Volkswagen Group This region accounts for 68 percent of VW’s total revenue North America as a whole accounts for only 20 per cent Despite its resurgence in the United States, VW is still facing many problems Approximately 20 per cent of VW’s shares are held by the government of Lower Saxony, which prevents VW from cutting labor costs Source: Corbis/Greg Smith Volkswagen in the United States in Germany As a result, VW is stuck paying $1,700 more to make a car in Germany than if it were manufacturing it in Eastern Europe or Portugal, limiting its ability to compete on price This had not been a major problem when VW’s reputation for quality allowed it to charge a premium, but since Mercedes-Benz and BMW started to compete in VW’s market segment, the company’s edge on quality diminished VW’s problems are not new A decade earlier the company had to reinvent itself to become competitive without reducing its labor costs At the time, its strategy consisted of brand acquisition and manufacturing improvements In about a decade VW purchased the Skoda, SEAT, Audi, Bently, Lamborghini, and Bugatti brands and set out to create synergies in their manufacturing processes In the early 1990s, VW was making 30 different models using 16 floor plants Today, the firm makes 54 models in four floor plants, with significant savings This means that many of its cars, whether sold under the Skoda, Audi, or VW brand, share many parts It is each brand’s reputation and design that now carry the car Inside the hood, a Skoda is very similar to a VW but the company has ensured a different market by letting Czech engineers design the Skoda This brand-based strategy has paid off, increasing VW’s market share around the world Yet, as critics point out, the company’s return on capital is lower than that of its competitors, and its brands might eventually erode each other’s market share VW continues to bargain with its union and with its major shareholder to curb labor costs in Germany or to be allowed to close 311 ▼ INBU_C11.QXD INBU_C11.QXD 11/11/05 12:11 AM Page 312 www.downloadslide.com CHAPTER 11 · MARKETING STRATEGY plants there However, the compromises continue to put it at a disadvantage with competitors In addition, consumers might not take long to realize that a Skoda, which is promoted as part of the VW family, is cheaper but equivalent to a VW Its up-market brands, such as the Lamborghini and Bently, might also suffer from a perception that many of their parts are comparable to that of VW’s other brands In the United States, SUVs are more profitable than passenger vehicles In 2002, VW introduced its Touareg, a very powerful SUV It sells for $57,800 but has not been nearly as successful as expected US and Japanese auto makers dominate the lower segments of the market, and Volvo, Mercedes-Benz and BMW dominate the higher-end SUV market Websites: www.vw.com; www.gm.com; www.ford.com; and www.daimlerchrysler.com Sources: Alan M Rugman, The Regional Multinationals (Cambridge: Cambridge University Press, 2005); Bernard Avishai, “A European Platform for Global Competition,” Harvard Business Review, July/August 1991, pp 103–113; www.vw.com; Christine Tierney and Joann Muller, “Another Trip Down Memory Lane,” Business Week, July 23, 2001; Christine Tierney, Andrea Zammert, Joann Muller and Katie Kerwin, “Volkswagen,” Business Week, July 23, 2001; “Problems with the People’s Car,” The Economist, March 14, 2002; “Higher Wages or More Job Security,” The Economist, September 16, 2004; Michael Frank, “2005 Volkswagen Touareg V-10,” Forbes.com, June 21, 2005 How would VW use market assessment to evaluate sales potential for its cars in the United States? Does VW need to modify its cars for the US market? Why or why not? Would the nature of VW’s products allow the company to use an identical promotional message worldwide, or would the company have to develop a country-by-country promotion strategy? How would currency fluctuations affect VW’s profit in the US market? What type of distribution system would be most effective for VW in the United States? INTRODUCTION International marketing International marketing is the process of identifying the goods and services that customers out- The process of identifying the goods and services that customers outside the home country want and then providing them at the right price and place side the home country want and then providing them at the right price and location.1 In the international marketplace, this process is similar to that carried out at home, but with some important modifications that can adapt marketing efforts to the needs of the specific country or geographic locale.2 For example, some MNEs are able to use the same strategy abroad as they have at home This is particularly true in promotions where messages can carry a universal theme Some writing implement firms advertise their pens and pencils as “the finest writing instruments in the world,” a message that transcends national boundaries and can be used anywhere Many fast-food franchises apply the same ideas because they have found that people everywhere have the same basic reasons for coming there to eat In most cases, however, a company must tailor-make its strategy so that it appeals directly to the local customer These changes fall into five major areas: market assessment, product decisions, promotion strategies, pricing decisions, and place or distribution strategies The latter four areas— product, promotion, price, and place—are often referred to as the four Ps of marketing,3 and they constitute the heart of international marketing efforts International market assessment An evaluation of the goods and services that the multinational can sell in the global marketplace 312 INTERNATIONAL MARKET ASSESSMENT International marketing strategy starts with international market assessment, an evaluation of the goods and services that the MNE can sell in the global marketplace This assessment typically involves a series of analyses aimed at pinpointing specific offerings and geographic targets The first step is called the initial screening INBU_C11.QXD 11/11/05 12:11 AM Page 313 www.downloadslide.com INTERNATIONAL MARKET ASSESSMENT Initial screening: basic need and potential Initial screening is the process of determining the basic need and potential of the MNE’s Initial screening goods and services in foreign markets This screening answers the question: Who might be The process of determining the basic need and poteninterested in buying our output? International auto manufacturers list the EU countries, tial of the multinational’s North America, and Japan as potential buyers Boeing targets the countries that will be re- goods and services in building their air fleets in the next few decades Kellogg’s, General Mills, and Nestlé are foreign markets interested in the United States and the European Union as well as any developing nations that offer potential new markets One way to carry out initial screening is by examining the current import policies of other countries and identifying the goods and services being purchased from abroad A second way is by determining local production A third is to examine the demographic changes taking place in the country that will create new, emerging markets These cursory efforts help an MNE to target potential markets Following the initial screening, the com- Market indicators pany begins to narrow its selection Indicators used for measur- Second screening: financial and economic conditions Secondary screening is used to reduce the list of market prospects by eliminating those that fail to meet financial and economic considerations Financial considerations include inflation rates, interest rates, expected returns on investment, the buying habits of customers, and the availability of credit These factors are important in determining whether markets that passed the initial, general screening are also financially feasible Economic considerations relate to a variety of market demand influences, including market indicators Market indicators are used for measuring the relative market strengths of various geographic areas, and focus on three important areas: market size, market intensity, and market growth Market size is the relative size of each market as a percentage of the total world market For example, industrialized countries account for a sizable part of the market for cellular telephones, and a few nations such as the United States and Japan account for the largest percentage of this total Nevertheless, non-industrialized countries with large populations also have a significant market size In fact, China, the world’s largest country in terms of population, is also the world’s largest mobile phone market in terms of subscribers.4 Market intensity is the “richness” of the market, or the degree of purchasing power in one country compared to others For example, the United States and Canada are extremely rich markets for automobiles, telephones, and computers, so MNEs selling these products tend to highlight these two countries Market growth is the annual increase in sales For example, the market for cell phones and laptop computers in the United States will continue to grow in the years ahead, whereas the market for autos will grow much more slowly However, given the large purchasing power in the US economy, MNEs selling these products will continue to target the United States In recent years, other economies, such as South Korea, have become increasingly rich in terms of purchasing power, so they too are now target markets for high-tech products Infrastructure and economic development can also influence market growth For example, consumers in developing countries who have not yet been able to acquire a fixed line might choose instead to purchase a portable phone Quite often these data are analyzed through the use of quantitative techniques Sometimes these approaches are fairly simple Trend analysis, for example, is the estimation of future demand either by extrapolating the growth over the last three to five years and assuming that this trend will continue or by using some form of average growth rate over the recent past A similar approach is estimation by analogy, through which forecasters predict market demand or growth based on information generated in other countries For example, ing the relative market strengths of various geographic areas Market size An economic screening consideration used in international marketing; it is the relative size of each market as a percentage of the total world market Market intensity The richness of a market or the degree of purchasing power in one country as compared to others Market growth The annual increase in sales in a particular market Trend analysis The estimation of future demand by either extrapolating the growth over the last three to five years and assuming that this trend will continue or by using some form of average growth rate over the recent past Estimation by analogy A method of forecasting market demand or market growth based on information generated in other countries, such as determining the number of refrigerators sold in the United States as a percentage of new housing starts and using this statistic in planning for the manufacture of these products in other world markets 313 INBU_C11.QXD 11/11/05 12:11 AM Page 314 www.downloadslide.com CHAPTER 11 · MARKETING STRATEGY Regression analysis A mathematical approach to forecasting that attempts to test the explanatory power of a set of independent variables Cluster analysis A marketing approach to forecasting customer demand that involves grouping data based on market area, customer, or similar variables if the number of refrigerators sold in the United States is 2.5 times the number of new housing starts, a US MNE that is planning to manufacture these products in the European Union will estimate demand based on the same formula A more sophisticated approach is the use of regression analysis, a mathematical approach to forecasting that attempts to test the explanatory power of a set of independent variables In the case of selling refrigerators in the European Union, for example, these would include economic growth, per capita income, and the number of births, in addition to other variables such as new housing starts Another sophisticated approach is cluster analysis, a marketing approach that involves grouping data on the basis of market area, customer, and so on, based on similar variables, so that a marketing strategy can be formulated for each group For example, US MNEs providing services in such areas as insurance, legal, financial, and management consulting know that their approaches must often vary from country to country Third screening: political and legal forces The third level of screening involves taking a look at political and legal forces A primary consideration is entry barriers in the form of import restrictions or limits on local ownership of business operations Analysis of these barriers often results in identifying loopholes around the various restrictions or data that indicate barriers are far less extensive than initially believed.5 For example, some MNEs have been able to sidestep legal restrictions by forming joint ventures with local firms Production restrictions or limitations on profit remittance that restrict operating flexibility must also be considered Government stability is an important factor in starting a successful operation; however, it is often difficult to predict Despite the eagerness of investors to flock to the Russian market in the early 1990s, auto makers were hesitant to invest in Russia because of its uncertain political and economic environment It was only in 1998 that Fiat made a commitment to the Russian market.6 Another consideration is the protection offered for patents, trademarks, and copyrights In some countries, such as China and Taiwan, pirating has been fairly common, resulting in markets being flooded with counterfeit or look-alike products Fourth screening: sociocultural forces The fourth level of screening typically involves the consideration of sociocultural forces such as language, work habits, customs, religion, and values As noted earlier, culture greatly affects the way people live, and MNEs need to examine how well their operations will fit into each particular culture For example, although Japanese auto manufacturers have set up assembly plants in the United States, those operations are not identical to the ones in Japan because of the work habits and customs of Americans In the United States, the work pace is less frantic and most people are unwilling to work the typical 51⁄2-day week, which is so common in Japan Moreover, US managers are accustomed to going home to their families after work, whereas Japanese managers often go out for dinner and drinks and discuss business until late in the evening MNEs will examine these sociocultural differences in determining where to locate operations Fifth screening: competitive environment The fifth level of screening is typically focused on competitive forces If three or four locations are equally attractive, an MNE will often make a final choice based on the degree of competition that exists in each locale In some cases companies not want to enter markets where there is strong competition However, they will often decide to enter a competitive market because they believe the potential benefits far outweigh the drawbacks 314 INBU_C11.QXD 11/11/05 12:11 AM Page 315 www.downloadslide.com PRODUCT STRATEGIES By going head-to-head with the competition, the company can force itself to become more efficient and effective and thus improve its own competitiveness The MNE can take market share away from competitors and put them on the defensive, forcing them to commit more resources to defending the market under attack and thereby reducing their ability to retaliate effectively Of course, these conditions not always hold true, but they help illustrate why MNEs consider entering markets that are dominated by competitors Final selection Before making a final selection, MNEs usually enhance their information by visiting the sites and talking to trade representatives or local officials Such field trips are very common and can a great deal to supplement currently available information Sometimes these trips take the form of a trade mission; a visit sponsored by commercial officers in a country’s local embassy and designed to bring together executives from MNEs that are interested in examining the benefits of doing business in the particular country Based on the outcome of the screenings and the supplemental data, the MNE chooses which goods and services to offer overseas.7 The marketing strategy employed in this process revolves around what are commonly called the four Ps of marketing: product, promotion, price, and place ✔ Active learning check Review your answer to Active Learning Case question and make any changes you like Then compare your answer with the one below How would VW use market assessment to evaluate sales potential for its cars in the United States? There are several steps VW could take One is to look at the number of cars being imported into the country, as well as the number being built locally; this would provide important information regarding current product supply Another would be to find out the number of auto registrations and how fast it is growing annually; this would be useful in predicting new sales potential A third would be to examine the trend of new car sales over the last couple of years and forecast overall industry sales for the next two to three years A fourth would be to compare the strengths offered by VW cars with those offered by the competition and evaluate how the company can position its offering for maximum market penetration PRODUCT STRATEGIES Product strategies vary depending on the specific good and the customers Some products can be manufactured and sold successfully both in the United States and abroad by using the same strategies Other products must be modified or adapted and sold according to a specially designed strategy.8 Figure 11.1 shows a range of possibilities Products and services located on the left side of the continuum require little modification; those on the right must be modified to fit the market Little or no modification Industrial goods and technical services are good examples of products that need little or no modification A bulldozer, a laptop, and a photocopying machine serve the same purposes and are used the same way in the United States as they are in France or in China.9 315 INBU_C11.QXD 11/11/05 12:11 AM Page 316 www.downloadslide.com CHAPTER 11 · MARKETING STRATEGY Figure 11.1 Selected examples of product modification in the international arena Alterations would be minor and would include such things as adapting the machine to the appropriate electric voltage or changing the language used for its instructions and labels The same is true for many types of services For example, international engineering and construction firms find that their product strategies are similar worldwide People interested in having a dam or power plant constructed use the same basic concepts and have similar needs throughout the world In fact, experience is the greatest selling point in convincing clients to hire an MNE in engineering or construction For example, American firms that had experience in putting out oil well fires in the United States and cleaning up the Exxon Valdez oil spill in Alaska found a demand for their services in the aftermath of the 1991 Gulf War Companies with a strong international brand image have also been able to succeed without a differentiation strategy For example, the world-famous Scotch Chivas Regal is sold in many countries and is identical in each one Schweppes (tonic water) and Perrier are internationally known and are also identical worldwide Moderate to high modification A number of factors can compel an MNE to use moderate to high product modification These include economics, culture, local laws, and product life cycle Economics There are many examples of how economic considerations affect the decision to modify a product For example, chewing gum packages often contain 10 to 20 sticks in the United States But in many other countries, weak customer purchasing power necessitates packaging the gum with only five sticks Many consumers must tote their goods home from the store, so smaller packages and containers are preferable to larger, heavier ones Economics is also important when the cost of a product is either too high or too low to make it attractive in another country For example, cash registers are electronic in economically advanced countries; virtually no one uses hand-cranked machines However, in many other countries they are too expensive and sophisticated for most retail stores and small establishments, so MNEs like National Cash Register continue to manufacture the handcranked versions On the other hand, inexpensive calculators are widely used throughout the world, and many stores use handheld calculators to total customer purchases (although in some places calculations may be cross-checked for accuracy with an abacus) Similarly, in economically advanced countries products are likely to have frills or extras, whereas only the basic model is offered in poorer countries For example, bicycles in the United States are used for exercise and recreation and have a number of special features 316 INBU_C11.QXD 11/11/05 12:11 AM Page 317 www.downloadslide.com PRODUCT STRATEGIES that make bicycle riding particularly enjoyable, whereas in many other countries they are a primary source of transportation US bikes are built for comfort and ease of handling; elsewhere they are built for economy and ease of maintenance As a result, manufacturers need to modify the product to fit customer needs Culture A product must sometimes be adapted to different ways of doing things Consider washing machines The French prefer washers that load from the top, the British like front-loading units, the Germans prefer high-speed machines that take out most of the moisture in the spin-dry process, and the Italians like slower spin speeds because they prefer to hang-dry laundry in the sun So manufacturers who sell washing machines in the European Union must produce a variety of different units Food is an item that often must be modified or sold differently In fast-food franchises like McDonald’s, portions of the menu are similar throughout the world while other items are designed to cater specifically to local tastes Coffee in South American units tends to be a much stronger blend than that sold in North America In certain parts of Europe and Asia, the food is more highly seasoned in keeping with local tastes For products that are not modified, the marketing focus is different because of the way the item is used Schweppes, for example, is typically served as a mixer in the United States and Britain, where drinks like gin and tonic are popular In France, however, it is drunk without alcohol Clearly, marketing approaches differ in these two situations The marketing message is also important when selling hard liquors The products remain the same, but many places have social customs that frown on excessive consumption In these cases, MNEs such as Seagram of Canada have tailored their advertising messages along the lines of moderate drinking and the use of mixers to reduce the alcoholic content per serving Culture also influences purchasing decisions on the basis of style or aesthetics Cosmetics and other beauty aids are good examples Perfumes that sell well in Europe often have difficulty gaining market share in the United States because they not appeal to American women Similarly, many products that sell well in the United States, such as shampoos and deodorants, have limited market appeal elsewhere People may not use these products, or they may find it hard to differentiate a product from local offerings For example, Gillette has found it is difficult to develop a distinctive edge in selling toiletries because many people feel these products are all basically the same Convenience and comfort are other culturally driven factors that help explain the need for product modification Early Japanese autos in the United States were designed to attack other foreign imports, specifically the VW Beetle Researchers found that the two biggest complaints with the Beetle were the small amount of room in the back seat and the heater, which took too long to warm up the car Aware that Americans wanted an economical car with these additional features, Japanese imports offered greater leg room for back seat passengers and a heater that was superior to the VW offering Within a few years these imports had began to erode VW’s market share Foreign manufacturers also identified a group that wanted several convenience and comfort features The result has been the emergence of luxury Japanese and German cars that now compete extremely well with US models in the upper end of the market Other culturally based reasons for product modifications include color and language In the United States, the color black is worn for mourning, whereas in other countries white is for mourning and thus is not used for consumer goods Similarly, most American shampoos are light-colored, whereas in some Oriental countries consumers prefer dark-colored shampoo Language can be an important point of modification because a product may need to carry instructions about contents or use In locations where two or more languages are spoken, such as Canada and Switzerland, this information is provided in all appropriate 317 INBU_C11.QXD 11/11/05 12:11 AM Page 318 www.downloadslide.com CHAPTER 11 · MARKETING STRATEGY languages Language is also important in conveying the right image for the product Quite often it is difficult to replicate the message because the saying or slogan has no meaning in another language Local laws Local laws can require product modification in order to meet environmental and safety requirements For example, US emission-control laws have required Japanese and European car importers to make significant model changes before their autos can be sold in the United States Food and pharmaceutical regulations require packaging and labeling that are often quite different from those in the home country In Saudi Arabia, the label of any product containing animal fat or meat must clearly state the kind of animal used and the fact that no swine products are included Brand-name protection can also require product modification Ford found that in Mexico it had to rename its Ford Falcon because this brand name was registered to another firm The same thing happened to Ford in the case of the Mustang in Germany Product life cycle Another reason for modifying a product is to cope with its limited product life cycle (PLC) Although Ford was extremely profitable in Europe during the 1980s, those earnings had disappeared by the early 1990s because Ford did not develop new, competitive products.10 Contrast this to Coca-Cola of Japan, which introduces an average of one new soft drink per month and has the competition scurrying to keep up Yet Kola Real has been particularly effective in offsetting the technology and marketing of Coca-Cola to bring its own products to market in Mexico The box International Business Strategy in Action: Kola Real Group describes the company’s latest approach INTERNATIONAL BUSINESS STRATEGY IN ACTION Kola Real Group You may have heard of the cola wars in the 1980s and early 1990s, but you probably have not heard of the current Mexico cola war Mexico is the world’s second largest market for non-alcoholic drinks and an important market for the world’s largest cola brands Coca-Cola derives 11 per cent of its world sales from this market, and in 2000 it held about 70 per cent of the market for carbonated drinks Pepsi had 15 per cent of the market, with the remaining 15 per cent dispersed among smaller competitors Mexico was, by all accounts, a saturated market But since 2002, when upstart Kola Real entered the market, the competitive environment has gotten tougher for the big players Today, Coca-Cola is constantly monitoring the marketing schemes of Kola Real to prevent further erosion of its market share Kola Real was founded in 1988 by the Añaños family in the capital city of the province of Ayacucho, Peru At the time, the founders were rural immigrants running from the violence 318 brought about by the emergence of the Shining Path guerrillas in the countryside Once in the city, they realized that the demand for carbonated drinks was not being met by either Coca-Cola or Pepsi, which routinely discontinued deliveries because their trucks were often robbed by the guerrillas or common criminals So Jorge Añaños, an agricultural engineer, developed a formula for a new drink The family borrowed $30,000 and started producing it In the early 1990s the rest of the family joined the firm to market the drink and opened a series of plants in the provinces It was only in 1997 that the firm entered Lima, the largest market in Peru Today, the firm has a 20 per cent market share in its domestic market Kola Real’s first international excursion was to Venezuela in 1999 At the time, plastic containers accounted for only per cent of the carbonated market Kola Real saw an opportunity in this because the cost of plastic bottles is lower than for glass Today, the firm has 17 per cent of the Venezuelan INBU_C11.QXD 11/11/05 12:11 AM Page 319 www.downloadslide.com PRODUCT STRATEGIES market In 2001, it entered the Ecuador market because of its proximity to the northern part of Peru; today it holds 12 per cent of that market Kola Real was lured to the Mexican market because of its size and its high per capita consumption of carbonated beverages It established its first plant in 2002, choosing Puebla because it is well linked to the rest of the country, the cost of land is reasonable, there is an excellent source of water, and it is not too far from Mexico City Only two years later, the firm had captured per cent of the market A new plant is expected to open in the northern part of Mexico by 2005 and is expected to contribute to the company’s goal of reaching a 10 per cent market share by 2009 Cielo, its bottled water, is presently the market leader A number of factors have contributed to Kola Real’s success One is that it has chosen the poorest part of the population as its market segment When the firm started operations in Ayacucho, the city was filled with poor rural immigrants Both the guerrillas and the Peruvian military had all but destroyed the province’s economy And this was the province that had given birth to the insurgents There was a heightened displeasure with social injustice Kola Real responded by providing a much cheaper product under the banner “The drink at the just price.” By doing this, it not only appealed to its customers but assured them that its slogan did not use the words cheap or inexpensive, which would have undermined the quality of the product This slogan and the accompanying low price were then exported across the nation and into the three other Latin American markets, where they were welcomed by the same lowerincome population segments Another reason is that the firm’s expenses are very austere, allowing it to offer the lowest prices in the market and still enjoy a substantial profit Whenever possible, the firm has maintained its own distribution system Administrative costs are kept to a minimum Although its plants use top-of-theline technology for production, the administrative offices are very modestly furnished Finally, the firm relies on word of mouth to market its products Analysts argue that large competitors are often unable or unwilling to respond to the poorest segments of society in Latin America, relying instead on large-scale distribution to establishments servicing the middle and upper classes Before KR entered the Mexican market, the same bottle of Coca-Cola that cost $1.00 in the United States cost $1.40 in Mexico—despite the lower per capita income Although Kola Real may be found at Carrefour stores across Mexico, the firm relies heavily on its sales force to push the product in small establishments, which account for 80 per cent of the Mexican market and serve the chosen market segment KR argues that by providing more personalized and fitted service to these points of sale it has increased the size of the market, not stolen a big chunk of the large players’ market Coca-Cola is not sitting idly by When Kola Real introduced the 2.6 liter “Big Cola” at a price of $0.75 to market to poor large families, Coca-Cola followed suit and introduced its own 2.5 liter bottle However, it sells it for almost twice as much at $1.30 To counter KR’s growing expansion, Coca-Cola began to offer discounts and incentives to many of their clients This led to a warning from the Mexican bureau that regulates competition Meanwhile, Kola Real recently introduced the 3.1 liter Mega Big Cola in Mexico In the future, it is likely to introduce a larger variety of carbonated drinks There have always been no-frills carbonated drinks in Latin America They have been able to succeed despite being inefficient because of the large difference between production costs and the price charged by the market leaders Kola Real’s international success was possible because it manufactured and marketed its products efficiently Websites: www.cocacola-femsa.com.mx; www.coca-cola.com; www.pepsico.com; and www.carrefour.com.mx Sources: Mario Vargas Llosa, “Los Añaños,” Caretas, November 20, 2003; David Suarez, “Grupo Real se expande éxito en cuatro paises,” businessperu.com.pe, February 2004; “Cola Down Mexico Way,” The Economist, October 9, 2003 One of the most effective strategies has been to shorten the PLC by offering new goods and services before the demand for the old ones has dropped significantly Figure 11.2 provides a graphic illustration Note that there are two types of PLCs: (1) the standard PLC, which covers an extended time continuum, often four to five years, and (2) a short life cycle that lasts a much shorter time Many companies are discovering that by shortening the PLC and offering new product adaptations they are able to capture and retain a large market share This is typically done by offering a new product, then modifying it and bringing out a new version before the competition can effectively combat the first offering For example, Intel first offered a Pentium processor This was followed by the introduction of the Pentium II, Pentium III, and Pentium IV processor, all of which were faster than their predecessors As processors get faster, they consume more energy and 319 INBU_Z01.QXD 11/11/05 12:25 AM Page 650 www.downloadslide.com INDEX Middle East, emerging economies, 574–5 mission, basic, 47 mixed economies, 103, 108 MNEs see multinational enterprises Monaco, tax haven, 414 monetary exchange controls, 169 foreign currency options, 221 monetary exchange rates definition of, 165, 194 determination of, 200–2 fixed rates, 169, 213 forward rate, 197 quotations (Continental or American basis), 220 quotations (indirect or direct quotes), 220–1 spot rate, 197 Moody’s Investors Services, 379 motorcycle industry, 21–2, 231 Multilateral Agreement on Investments, 112, 113 multinational enterprises (MNEs), 36–66 capital budgeting, 424–7 capital markets and, 206–7 centralization vs decentralization of decision making, 268 characteristics of, 39–41, 57 competitiveness, 16–19, 25 cost factors, 72–3, 75 definition of, 5, 38, 57 Dunning’s eclectic theory, 93–5 economic environment, 615–17 financial markets and, 216 financial strategy, 243 financing, international, in, 428–29 Flagship firms, 612 goal setting, 238–9 grossing over $100 billion, 5–6 international expansion, 46 location of, 16 money markets and, 206 network linkages, 612–14 performance measures, 244–5 political environment, 614–15 reasons for firms becoming, 43–5, 57 regional strategies, 15–16, 79–87 sales of top 100 economies, 55–7 strategic alliances, 16, 118–19, 241–2 strategic management, 608–9 strategic philosophy of, 45–6 technology, impact of, 13 vertical integration, 235 virtual integration, 235 multinationals in Canada, 65 in developing countries, 66 650 in Europe, 64 in Japan, 65, 517–20 triad-based, foreign assets of largest, 71 in U.S., 63 worldwide by company, 46 worldwide by country, 39 NAFTA see North American Free Trade Agreement National Center for Manufacturing Sciences (USA), 107 nationalization, 105 negotiation strategies, 384–93 acceptance zones, 392–3 bargaining tactics, 393 corruption and transparency, 388–90 cultural differences and, 390, 392 developing effective, 397 participant behaviors, 92, 390 neo mercantilism, 16 Netherlands flower industry, 17 work councils, 356 neutral, 136 newly-industrialized countries (NICs), 583 New York Stock Exchange (NYSE), 203, 436 Nicaragua, democracy, 101 non-governmental organizations (NGOs) corporate social responsibility and, 607 definition of, 111 political power and, 112 non-tariff barriers see under tariff barriers non-triad countries see emerging economies North America see Canada; Mexico; USA North American Free Trade Agreement (NAFTA), 45, 172, 562 Chapter 11 provisions, 113 definition of, 10, 552 economic blocs, 75–6 free trade areas and, 109, 541–2 free trade zones, 178 intra-regional exports, lumber industry rulings, 104–5 members of, 7, 616 trade and investment frameworks, 618–20 trade barriers and, 542 trade complaints, 181–2 US-Canada trade and, 546 Norway, organizational epigram, 271 NTBs see under tariff barriers OECD see Organization for Economic Cooperation and Development oil industry, 436–7 in Argentina, 436–7 mergers and acquisitions, 26–7, 436–7 in Russia, 398–9 state-owned enterprises, 27 Ontario Beer Can Tax, 123 OPEC see Organization of Petroleum Exporting Countries Organization for Economic Cooperation and Development, 112, 504 definition of, 12 multilateral agreement on investment (MAI), 551 research and development (R&D), 512 tax havens and, 414, 415 Organization of Petroleum Exporting Countries, 168–9, 462 members of, 168, 616 organization structures choosing, 272 export department, 255 global area structure, 259–60, 264 global functional structure, 260–1, 264 global product structure, 256, 258–9 imperialist, 144, 145 independent/federalist, 144, 145 international division, 256, 258, 267 marketing department, 255 matrix structure, 261–3, 267 mixed structure, 265 overseas subsidiaries, 255, 256 transnational network, 264–5 organization styles, 141–2 organization types ethnocentric firms, 145, 228–9 geocentric firms, 145, 228, 229 polycentric firms, 145, 228, 229 regiocentric firms, 228, 229 organizational epigrams, 271 organizational processes communicating, 269–70 controlling, 270–2 decision making, 267–9 organized labor see labor relations organizing strategy, 252–77 outdoor equipment industry, 247–8 INBU_Z01.QXD 11/11/05 12:25 AM Page 651 www.downloadslide.com INDEX outsourcing to China, 180–1 to India, 365–6, 601–3 see also global sourcing overseas operations, 431 particularism, 136 patient monitoring equipment industry, 445 performance measures costs, 244 management performance, 245 methods of measurement, 243–4 MNE/host-country relations, 245 new product growth, 244 return on investment (ROI), 244, 383, 397 sales growth, 244 personal computers see computer industry Peru, soft drink industry, 318–19 PEST (political, economic, social or sociocultural and technological) analysis, 373–5, 396 petroleum industry, 559–60 pharmaceutical industry, 128–9, 147, 257, 300, 564–5, 628 photo and printer industry, 54, 170, 240, 371–2, 455–6 place strategy, 326–7, 333 Plaza Accord, 520 Poland, market-driven economy, 101 political ideology, 102 political risk, 375–9 agents of, 378 assessment, 379–84 combination strategies, 394–6 definition of, 375, 396–7 deregulation and, 376–7, 397 effects of, 378 integrative techniques, 394 macro, 377–8, 397 micro, 378, 397 protective and defensive techniques, 394 rating services, 379–80 sources of, 378, 379, 397 see also country risk analysis Political Risk Services (ICRG), 379 political systems, 102–3 political union, 110 polycentric firms, 145, 228, 229 Porter’s “diamond” framework of national competitiveness, 17–19, 366, 443–7, 463, 601 Porter’s value chain analysis, 235–8 portfolio investment, 70 ports, problems with, 400–1, 517 PricewaterhouseCoopers (PwC) corruption perceptions index (CPI), 389 opacity index, 380 pricing of goods and services, 324–6 antidumping (AD) laws, 174–5, 181–2, 324, 493–5 consumer tastes, 324 currency fluctuations, 325 dumping and, 170, 174–5, 324 effective pricing, 332 European Union and, 489 factors affecting, 333 government controls, 324 market diversity, 324–5 price escalation factors, 325–6 quality of product and, 325 tax laws and consumer debt, 325 printing press industry, 445 privatization, 105–6 of oil industry, 436 reasons for, 121–2 product managers, 262 product modification, 332 culturally driven, 317–18 Demand-Flow Technology (DFT), 293 economics of, 316–17 little or no, 315–16 local laws and, 318 moderate to high, 316–18 product life cycle (PLC) and, 318–20 product promotion see promotion of goods and services production process best practices, 279, 303 process mapping, 279, 292–3, 295 “Six Sigma” process (zero defects), 13, 279–80, 295 training programs, 279 production strategy, 278–309 alliances and acquisitions, 301–3 concurrent engineering, 286 continuous improvement (kaizen), 289, 290–1, 300–1 Demand-Flow Technology (DFT), 293 generation of goods and services, 287–95 global production systems, 298–9 global sourcing, 287–8 innovation and, 281–4 inventory control, 293 just-in-time (JIT) inventory, 293 localization of, 120–1, 283 logistics, 295–8 manufacturing of goods, 288–93 modular integrated robotized system (MIRB), 286 product modification, 315–20 product/service balance, 294 product/services development, 281–4 research and development (R&D), 281–4 service orientation and, 293–5 speed-to-market, 285–6 strategic management and, 299–303 supply chain and, 289 systems, 291–3 technology and product design, 300 time-to-market accelerators, 286 production systems definition of, 291 layout, 291–2 location, 291, 291–3 material handling, 292–3 profits, localization of, 120 promotion strategy, 332–3 advertising, 321, 323 definition of promotion, 320 nature of the product and, 321 personal selling, 323 proxemics, 270 psychic distance, 134 Public Institutions Index, 380 purchasing power parity (PPP), 200–1, 221 quotas, 168, 173 RACE see Research on Advanced Communications in Europe regiocentric firms, 228, 229 regional managers, 261–2 regional strategy automobile industry, 80–5 multinational enterprises, 15–16, 79–87 triads and, 15–16 religion see culture, religion and repatriation, 345–6 research and development (R&D), 281–4, 492, 512, 513, 595 Research on Advanced Communications in Europe, 107 resource managers, 262 retail industry, 21, 27–8, 79, 289, 332, 488, 498, 502–3, 525–6 return on investment (ROI), 244, 383, 397 ringi (decision making), 268 risk analysis see country risk analysis; foreign exchange, risk; political risk robotics industry, 445 651 INBU_Z01.QXD 11/11/05 12:25 AM Page 652 www.downloadslide.com INDEX Russia EU membership, 118 foreign investment in, 100–1, 121, 239 joint ventures, 239 mixed economy, 108 political risk in, 398–9 privatization, 106 Scandinavia MNEs, decision making process, 268 shop floor participation, 357 secular totalitarianism, 102–3 Sematech (USA), 107 semiconductor industry, 233, 298–9, 561 shoe industry, 18, 181, 288 Singapore, Porter diamond model of competitiveness, 445 Single European Act (SEA), 115, 473 Single European market (SEM), 474 “Six Sigma” process, 13, 279–80, 295 small and medium-size enterprises, 13–14, 25 small- and medium-size enterprises (SMEs) definition of, 13 research study of, 152 socialization process, 129 soft drink industry, 4–5, 290, 318–9, 563–4 Softwood Lumber Agreement (USA-Canada), 104 South Africa, multinationals in, 582 Southern African Development Community (SADC), 616 South Korea automobile industry, 82, 599–601 chaebols, 572, 599–601 Porter diamond model of competitiveness, 445 Spain, automobile industry, 292 special drawing rights (SDRs), 214, 215 Standard and Poor’s Ratings Group, 379 strategic alliances acquisitions and, 118–19, 301–3 definition of, 16, 118 European Union and, 487, 489 financial management and, 432 international joint ventures (IJVs), 241–2 strategy implementation and, 241 strategic business units (SBUs), 234 strategic clusters, 450–2 strategic control and evaluation, 243–5, 246, 430 see also performance measures 652 strategic management definition of, 23 economic integration and, 118–21 international finance and, 430–3 marketing strategy and, 328–32 multinational enterprises and, 46–9 organizing strategy and, 266–7 performance measures, 244–5 political risk and, 393–6 production strategy and, 299–303 strategic fit and, 611 strategic management process, 46–9, 57 strategic planning competitive advantage matrix and, 50–2 definition of, 227, 245 internal and external analyses, 47–9 mission statement, 47 process, 245–6 strategy formulation, 230–9 buyers and, 231 competitive intelligence, 231 cost strategy, 236 definition of, 230 differentiation strategy, 236 external environmental assessment, 231–4 focus strategy, 236 goal setting, 238–9 information assessment, 231 information gathering, 231 internal environmental assessment, 234–8 new entrants, 22 personnel competencies, 234–5 physical resources, 234–5 rivalry, 232 substitute goods and services, 232 suppliers and, 232 value chain analysis, 235–8, 289 strategy implementation, 239–43 definition of, 239, 246 financing, 243 functional strategies, 242 location, 239–40 manufacturing, 242–3 marketing, 242 ownership, 240–1 partnerships, 241 Sweden codetermination, 356 competitiveness, 18 furniture industry, 322–3 insurance industry, 435–6 mobile phone industry, 449 Porter diamond model of competitiveness, 445 Switzerland Porter diamond model of competitiveness, 445 tax haven, 414, 415 Taiwan computer industry, 280, 569–70 Microprocessor Training Center, 569 tariffs, 178 ad valorem duty, 169 as barriers to globalization, 44–5, 83 compound duty, 169 countervailing duty (CVD) laws, 181–2, 460–2, 493–5 customs union and, 109 customs valuation, 174 definition of, 169 dumping of goods and, 170, 174–5 export, 169 import, 169 specific duty, 169 transit, 169 see also trade barriers taxation consumer debt and, 325 human resource management and, 351 pricing of goods and services and, 325 tax havens, 412–14 technology development communication technology, 13 Demand-Flow Technology (DFT), 293 production process programs, 13 research consortia, 107 telecommunications industry, 13, 105–6, 118–19, 226–7, 241, 267, 449, 450, 471–2, 580, 595 Thailand, automobile industry, 82 theocratic totalitarianism, 102 time, cultural attitudes towards, 137 tire industry, 284–5 totalitarianism, 102 toy market industry, 89–90 trade barriers, 167–75, 178 agricultural policy, 175 antidumping (AD) laws, 174–5, 181–2, 460–2, 493–5 “buy national” restrictions, 173 cartels and, 168 countervailing duty (CVD) laws, 181–2, 460–2, 493–5 customs valuation, 174 embargo, 168 environmental regulations and, 123 exchange controls, 169 financial limits, 169 INBU_Z01.QXD 11/11/05 12:25 AM Page 653 www.downloadslide.com INDEX foreign investment controls, 169 non-tariff, 169, 172–5, 178–9 price-based, 168 price fixing, 168–9 quantity limits, 168 quotas, 168, 173 reasons for, 167–8 technical barriers, 174 see also tariffs trade, international, 157–90 adjustment assistance, 172 complaints, 181–2 countertrade, 175–6, 179 by countries/regions, 33–4 creation, 108–9 definition of, 6, 160 developing countries, 33 diversion, 109 European Union free trade, 474–5 foreign trade zones, 298 free trade zones, 177–8, 179 industrial countries, 33 investment frameworks/agreements, 618–20 port problems, 400–1 regulation, 12–13, 25 in services, 176–7 technical barriers, 174 trade flows, 184 see also trade theory, international; tariffs; trade barriers trade theory, international, 160–5, 178 absolute advantage theory, 161–2, 583 comparative advantage theory, 162–3, 583 factor endowment theory (HOS model), 163–4, 583–4 Flying Geese model, 584–6 Hecksher-Ohlin theory, 164, 583 Leontief paradox, 164 mercantilism, 160 neo mercantilism, 160 product life cycle and, 164–5 training and development cultural assimilators, 359–61 cultural awareness training, 155 managerial, 346–7 most popular programs, 347 standardized training programs, 347 tailor-made training programs, 347 transnationals network, 264–5 top 50 from developing economies, 576–8 Transparency International (TI), 389 triad economies, 67–95 definition of, 10, 69 economic profile, 473 market access to, 586–7 mergers and acquisitions, 86–7 non-triad economies and, 570–2 regional strategies, 15–16 trade with China, 158–60 TRIMS see Agreement on TradeRelated Investment Measures TRIPS see Agreement on Trade-Related Aspects of Intellectual Property Rights Turkey, EU membership negotiations, 10, 476 twin factories, 75 UK automobile industry, 292 British Monopolies and Mergers Commission, cruise ship industry, 348 Export Credits Guarantee Department (ECGD), 427 Porter diamond model of competitiveness, 445 privatization, 106 retail industry, 28, 289 telecommunications industry, 226–7 UNCED Kyoto Summit (1997), 111, 112, 608 Rio Summit (1992), 111 United States-Canada Free Trade Agreement, 75, 182, 448, 464, 541, 552, 618 universalism, 136 USA automobile industry, 80–5, 447–8 balance of payments, 188–90 competition (double diamond model), 447–52 competitiveness, 460–1 computer industry, 458–9 computer software industry, 274–5 economic data, 543 exports and imports, fast-food industry, 18 foreign direct investment in Canada and Mexico, 452 by USA, 9, 452 in USA, 8–9, 452 USA diamond, linkage to, 452–3 foreign exchange markets, 195–9 Foreign Sales Corporation Act, 172 free trade with Canada, 75, 104, 182, 447–52 maquiladora industry, 75, 178 multinational enterprises, 63 negotiation behaviors, 393 organizational epigram, 271 outsourcing and job losses, 180–1, 365 patient monitoring equipment industry, 445 Porter diamond model of competitiveness, 445 research consortia, 107 retail industry, 5, 27–8, 72, 79–80, 269, 332 shop floor participation, 357 tire industry, 284–5 trade data, 540 trade policy, 172 Trading-with-the-Enemy Act, 172 triad power, as a, 6, 10 Wall Street crash (2001), 203 see also North American Free Trade Agreement Venezuela, free trade areas and, 541 vertical integration, 235 virtual integration, 235 Weighted Country Risk Assessment Model, 381, 397 work councils, 356 working conditions, in Canada, 548–9 workplace environment see culture; cultural differences World Bank, 100, 216 country risk analysis online, 380 Doing Business, 380 Multilateral Investment Guaranty Agency (MIGA), 380 World Business Environment Survey, 389 World Economic Forum (WEF), 380, 389 World Trade Organization Agreement on Trade-Related Investment Measures (TRIM), 603 antidumping laws, 174, 181, 324 anti-global mobilizers and, 111, 625 definition of, 12 Government Procurement Agreement, 173 import quota prohibitions, 173 Japan ports dispute, 400 lumber industry rulings, 104–5 membership for China, 334, 587 trade dispute resolution, 12–13, 414, 456, 622 WTO see World Trade Organization 653 INBU_Z01.QXD 11/11/05 12:25 AM Page 654 www.downloadslide.com INDEX COMPANY INDEX 3M company, 610 24/7 Customer, 602 ABB (Asea Brown Boverie), 442, 454, 463, 550, 609 AB L M Ericsson, 106 Accenture, 229–30 Accor hotels, 497 Acer, 280, 597 Acer Taiwan, 569–70, 584, 596 Adidas-Salomon, 47 Aeon Group, 526 Aeroméxico, 106 Aflac, 73 Agfa, 371 AIDA, 348 Air Canada, 544–5 Air Liquide, 618 Airbus consortium, 68–9, 77, 80, 86, 87, 595, 617 Airtouch Communications, 226 Alcan Aluminum, 549 Alkon, 274 Allianz, Altos, 569 Amazon.com, 14 American Airlines (AA), 405–6, 429 American Express (AMEX), 421–3 American Skandia, 436 AMX, 602 Andersen Consulting Group, 229–30 Anglo American Corporation, 212, 387 AngloGold, 212, 582 Anheuser-Busch, 392, 464, 465, 616–17 Apple Computer, 60, 280, 458, 617 Arc Tyrex, 247 Arco, 560 Arthur Andersen, 229–30 Asahi, 465, 516, 590 ASDA, 28 AstraZeneca, 300, 564 AT&T, 106, 118, 449, 524 A T Cross, 290–1, 321 Atlantic Richfield, 431 Aventis, 257, 300, 564 Avis, 287 AXA, AXA Non-Life Insurance, 503 B&Q, 289, 488 BA/AA alliance, 405–6, 409, 421 Baikal Finance Group, 399 Bang & Olufsen, 332 Bankhaus Herstatt, 192 654 Barclays Bank, 192–3, 200, 202, 205, 210, 602 BASF, 18, 257, 431 Bass Brewers, 465, 590 Bayer, 18 BCE, 549 Becks, 465 Beecham and Grand Metropolitan, Bell Atlantic, 226 Bell Telephone, 589 BEN, 267 Benckiser, 431 Benetton, 44, 248–9 BenQ, 570 B F Goodrich, 285 Bird, 595 BMW, 52–3, 285, 311–12, 431, 596 BOC Group, 617 The Body Shop, 289, 607, 621–2 Boeing, 68–9, 287, 541, 595, 607 Bombardier, 124, 450, 451, 544–5, 549 BP (British Petroleum), 5, 12, 26, 71, 607, 625 BP Amoco, 86 Brico Depot chains, 488 Bridgestone-Firestone, 285 British Airways (BA), 406–7, 429, 602 British Telecommunications, 106, 118, 449, 602 Burger King, 287 BV, 581 C.A., 596 Cadbury Schweppes, Canon, 54, 240, 280, 518, 535–6 Cantel, 558 Carlsberg, 465, 590 Carlyle Group, 524 Carnival Cruise Line, 348 Carrefour, 21, 27, 319, 498, 502, 525–6 Castorama, 488 Caterpillar, 557 CED Informationstechnik, 355 CelTel International, 580 Cemex SA, 74–5 Central Selling Organization (CSO), 387 Ceres, 564 Chevron, 560 ChevronTexaco, 6, 26 China-Hong Kong Photo Products Holdings, 371 China Telecom, 334 Chinon, 524 Chrysler, 617 Ciba-Geigy, 15 Cifra Inc., 332, 558 Cisco Systems, 86, 285, 602 Citibank, 334–5 Citicorp, 334 Citigroup, 334–5, 432 Citroen, 81 Clarins, 328–30, 330–1 CNN, 287 Coca-Cola, 4–5, 10, 17, 19, 22, 72, 290, 318–19, 340–1, 342, 346, 349, 359, 490, 563 Comet, 488 Command Alkon, 274–5 Command Data, 274 Compaq, 301, 449, 457, 569 Computer Associates International, 365, 602 Computer-Tabulating-Recording Company (C-T-R) see IBM Continental, 405 Convergys India Services, 602 Costco, 502, 525 Coty, 431 Counterpoint Computers, 569 C Two Network Co., 503 Daewoo, 328–30, 600 Dai-Ichi Kangyo Bank, 512, 513 Dai-Ichi Mutual, 73 Daimler-Benz, 431 DaimlerChrysler, 5, 80, 85, 147, 288, 349, 524, 560, 589 Daiwa, 521 Daksh eServices, 602 Dana Corporation, 288 Danone, 146–7 Data Critical, 228 Datang Telecom, 595 DeBeers Group Diamond Trading Company (DTC), 387 Deere & Company, 87 Dell Computer, 17, 227, 391, 458, 569, 602 Delphi, 541 Delta-Air France alliance, 405 Delta Airlines, 405, 429 Den Fujita, 90 Dentsu, 518 Deutsche Telekom, 267, 449 DHL, 171 Disneyland Paris, 38, 457–8 Disneyland Tokyo, INBU_Z01.QXD 11/11/05 12:25 AM Page 655 www.downloadslide.com INDEX Dow Chemical, 257, 589 DRAM semiconductor, 569, 600 Dupont, 257, 558 DuPont Canada, 451 Dyson, 503 East African Flowers (EAF), 581 Eastman Kodak, 170, 455 see also Kodak Eli Lilly, 300 Embraer, 45, 124 Equant NV, 471 Ericsson, 299, 449 Ethyl, 113 Euro Disney see Disneyland Paris EXL Services, 602 Exxon Mobil, 5, 26, 580, 608 Ezonics, 455 FedEx, 171, 334 Fiat Group, 44, 81 FIP SA, 442 Firestone, 284–5 Flextronics, 285, 299, 305–6 Ford-Mazda alliance, 82, 532 Ford Motor, 5, 46, 80, 81, 82, 86, 87, 100, 238, 257, 269, 284–5, 288, 292, 407, 459, 481–2, 528, 541, 557, 558, 560, 613, 617 Fosters, 590 France Telecom, 86, 449, 471–2, 476, 479 Franklin National Bank (USA), 193 Freeserve, 471–2 Fruin, 518 Fubon Group, 432 Fuji, 13, 371–2, 456, 502, 590 Fuji Bank, 513 Fuji Film Company, 170 Fujitsu, 512, 527 Fuji Xerox, 240 Futaba Denshi, 530 Fuyo/Fuji, 512, 513 Fuyo keiretsu group, 513, 514 Gap Inc., 299 GE Capital, 228, 524, 602 GE Capital Aviation Services, 280 GE Capital Services, 596 GE Industrial Systems, 228 GE Medical, 228 General Bearing, 589 General Electric (GE), 6, 129, 228, 263, 279–80, 286, 295, 303, 407, 541, 557, 558, 607 General Electric Medical Systems Group (GEMS), 347, 349 General Mills, 321 General Motors (GM), 5, 24, 40–1, 45, 80, 82, 83, 129, 227, 238, 287, 288–9, 328–30, 331, 432, 459, 480, 482, 560, 589, 590, 595, 607 General Motors (GM) Opel subsidiary, 81, 82 Gepi (Germany), 431 Gillette, 589 GlaxoSmithKline (GSK), 564–5 Global One alliance, 471 Globo Group, 335–7 Goldman Sachs, 521 Goldstar, 617 Goodyear, 285 Greenpeace, 621, 624 Grupo Modelo, 617 Guinness, 119, 465 Haier, 334 Hanaro Telecom, 575 Harley-Davidson, 87, 231 Healthscribe India, 602 Heineken, 119, 464, 465 Heller Financial, 228 Hertz, 287 Hewlett Packard (HP), 280, 283, 287, 449, 455, 561, 589 Hilton Corporation, 287 Hitachi, 241, 512, 515 Hoechst, 25 Honda, 80, 81, 82, 280, 285, 459, 518 Honeywell, 280 HP see Hewlett Packard HSBC (Hong Kong and Shanghai Banking Corporation), 33, 218–19, 334 Huawei Technologies, 595 Huge Dragon, 595 Hutchison Whampoa, 575 Hyundai, 82, 599–601 Hyundai Automotive, 600 Iberna, 431 IBM, 16–17, 72, 87, 236, 237, 240, 241, 254, 301, 331–2, 355, 431, 465–6, 557, 561, 569, 595, 596, 607, 608, 609 IBM Canada, 451, 550 ICI, 257 IKEA, 322–3 Imperial Oil, 550 Inco, 550 Industrial Commercial Bank of China (ICBC), 335 InfoSys-Microsoft, 602 InfoSys Technologies, 365–6, 584, 596, 601 Inka Cola, 617 Intel, 16, 298–9, 319–20, 449, 569, 596, 602 Interbrew, 465 Intermec, 293 International Business Machines see IBM Isuzu, 432 Ito-Yokado, 526 Japan Leasing Corporation, 524 Japan Telecom, 119, 524 Jardine Matheson Holdings, 575 Johnson & Johnson, 541 Jugos del Valle, 564 Jumex, 563–4 Kajima, 518 Kangaroo Computer, 569 Kawasaki, 21–2 Kellogg’s, 321 Kingdee, 595 Kingfisher Group, 289, 488 Kirin, 465, 516–17 Kita Kushu Coca-Cola Bottling, 432 Kito Corporation, 524 KLM-Northwest alliance, 40 Kodak, 13, 240, 301, 455–6, 502, 524, 590 Kodak China, 371–3, 375, 384, 396, 571 Kodak (Wuxi), 371–2 Kola Real Group, 318–19 Konka, 595 Kyoden, 530 Labatt, 465 La Cruz del Campo, 119 Lafarge, 74–5 Legend, 334 Lenovo, 595 Lentronics, 228 Levi Strauss, 53–4 LG Electronics, 575 LG Group, 431 LG International, 599, 600 Li and Fung, 299 Linde AG, 617 Lloyds TSB, 602 L M Ericsson, 449 Loan Star Opportunity, 521 Lockheed, 589 Logica, 596 Lucent Technologies, 119, 431 LVMH, 273–4, 387 Magna International, 549 Makita, 236 655 INBU_Z01.QXD 11/11/05 12:25 AM Page 656 www.downloadslide.com INDEX Mannesmann, 226 Marlboro, 490 Marriott, 287 Marubeni, 46 Mast Industries, 299 Matsushita, 70, 88–9, 263, 512, 515 Matsushita Electric Industrial, 241, 515 Mattel, 289, 541 Mazda, 82, 528, 613 McCaw, 558 McDonald’s, 18, 100, 133, 287, 608 McDonald’s France, 133 McDonald’s Japan, 90 McDonnell Douglas, 68 MCI, 236 MCI World, 471 McKinsey & Company, 229–30 Mediobanca, 44 Mercedes, 254, 311–12 Merck, 628 Metro, 47 Mexicana, 106 MG-Rover, 596–7 Michelin, 284–5 Micron, 596 Microsoft, 119, 432, 455, 458–9, 595, 596, 602, 607 Miller, 465 Missoni, 44 Mitsubishi, 24, 512, 515, 517, 518, 521, 527 Mitsubishi Electric, 328–30 Mitsubishi Kinyokai (Friday Club), 515 Mitsui, 512 Mobil, 431 Molson, 465 Monsanto, 129 Montedison, 44 Motorola, 13, 129, 301, 471, 558, 561, 589, 595, 596 Mountain Equipment Co-op (MEC), 247–8 MTN Group (South Africa), 580, 582 Multitech, 569 Murata, 530 National Australia Bank, 192 National Presto, 180 NEC, 263, 512, 515, 561, 596 Nemak, 561 Nestlé, 15, 48, 71, 146, 446 Neusoft, 595 News Corp, 418 Nidec, 530 Nike, 306–7, 321 Nintendo, 320 Nippon Mitsubishi Oil, 26 Nippon Steel, 518 656 Nippon Sunhome Company, 253 Nissan, 523, 527, 528, 532–5 Nokia, 449, 471, 595 Nortel Networks, 228, 450, 451 North Face, 247 Northwest Airlines, 405 Novartis, 18 NTT, 241 Okuda, Hiroshi, 530 Olivetti, 44 Omnitel, 226 One World alliance, 405–6 One2One, 267 Onex Corporation, 549 Oracle, 595, 596, 602 Orange (France Telecom), 580 Orange (UK), 471 Orascom (Egypt), 580 Oserian Development Company, 580, 581–2 Oxfam, 112, 414 Oxford Instruments Co., Ltd., 593–4 P&O Princess Cruises, 348, 349 Pabst Brewing, 589 Pace Foods, 558–9 Palm, 280 Panasonic, 617 Parmalat, 146–7 Patagonia, 247 Peninslar and Orient (P&O) Steam Navigation Company, 348 Pepsi Cola (PepsiCo), 72, 100, 490, 563 Pernod, Petroleos Mexicanos (Pemex), 559–60 Peugeot, 81, 237, 589 Pfizer, 129, 300 Pharmacia, 128–9, 147 Philipp Holzmann, 355–6 Philips, 45, 88–9 Philips Electronics NV, 119, 263 Phillips, 561 Phillips (petroleum company), 560 Phillips China, 431 Pirelli, 44 Pizza Hut, 18 Premier Auto Group (PAG), 481–2 Procter & Gamble (P&G), 253–4, 256, 265, 267, 272, 557, 589, 607 Prudential Insurance, 436, 602 Prudential (UK), 571 PSA Peugeot-Citroën, 237, 241 Radio Mobil, 267 Renault, 80, 81, 238, 285, 523, 532–5 Renault-Nissan alliance, 81, 82, 147, 523, 528, 532–5 Repsol, 436–7 Reuters, 602 Rhone-Poulenc, 257 Ricoh, 240 RJR Nabisco, 589 Roche, 18 Rohm, 530 ROLM, 236, 431 Royal Caribbean, 348 Royal Dutch/Shell Group, 5, 26, 71, 328–30, 607 Ryder, 287 S&N (Scottish & Newcastle), 465 SAB (South African Breweries), 465 Sakura Bank, 513 Salomon, 247 Sam Coca-Cola Bottling, 432 Samsung, 561, 584, 595, 599–601 Samsung Electronics, 575, 600, 601, 602 Sanyo, 596 Sappi, 582 Sasol, 582 Satyam, 365–6 Scientific-Atlanta, 558 Screwfix, 488 Seetours (Germany), 348 Sega, 458 Seiyu, 525–6 SFR, 226 Shanghai Automotive Industry Corporation (SAIC), 597 Shanghai Pudong Development Bank, 335 Shantou Era Photo Materials, 372 Sharp, 518, 596 Shell Oil, 331 Shimano, 530 Sibneft, 399 Siemens, 45, 46, 431 Sierra Designs, 247 SK, 599, 600 Skandia, 435–6 Solectron, 52, 70, 541 Sony, 59–60, 119, 263, 282, 320, 432, 455, 518, 527, 530, 617 Spiegel, 617 Sprint, 449, 471 Squibb, 589 SSA Global, 602 Standard Chartered, 602 Stanley Works, 290–1 Star Alliance, 544 Starbucks, 58–9, 112 Stella Artois, 465 INBU_Z01.QXD 11/11/05 12:25 AM Page 657 www.downloadslide.com INDEX Sumitomo, 512 Sumitomo Bank, 513 Sumitomo Chemical, 518 Sun Microsystems, 595 Superdrug, 488 Suzuki, 21–2 Suzuki-Maruti, 81, 82 Tata Consultancy Services (TCS), 365–6, 584, 596, 601 TCL, 595 Telecom Italia, 44 Telecom S A., 580 Teleflower Auction (TFA), 581 Telekom, 471 Telluride International Energy, 431 Tesco, 53–4, 72, 498, 503, 582 Tetra Pak, 100 Texas Instruments (TI), 449, 569, 596, 602 Thomson Corporation, 71, 550 T-Mobile International, 267 Top Group, 595 Toshiba, 518, 527, 561 Total, 6, 26 Toyota, 5, 81, 82, 84–5, 241, 293, 299, 512, 515, 518, 541, 607 Toyota Motors, 290 Toys “R” Us, 89–90, 502, 617 Travelers Group, 334 TRW Inc., 289 TV Globo, 335–7 UFSoft, 595 Underwriters Laboratories Inc., 347 Unilever, 46, 47 Uniroyal, 285 United Airlines, 405, 429 Upjohn, 128–9, 147 UPS, 171, 334 USAir, 405 VenFin, 580 Verizon Wireless, 226, 242 Versace, 44 Virgin Atlantic, 406 Vivendi Universal, 71, 86 Vivitar, 455 Vodafone, 71, 226–7, 234, 238, 242, 245, 471, 479, 580 Vodafone Airtouch (VA), 226 Voice Stream, 267 Volkswagen (VW), 20–1, 80, 81, 237, 288, 311–12, 315, 320, 326, 328, 355, 459, 533, 541, 561, 589 Vologda Textile Enterprise, 106 Volvo, 80, 481–2 Wacker-Chemie, 35 Wal-Mart, 5, 27–8, 72, 79–80, 269, 332, 498, 502, 525–6, 595 Walt Disney Company, 37–8, 41, 43, 46, 49, 457–8 WD-40 Co., 290–1 Werk für Fernsehelektronik, 431 Westinghouse, 442 Wipro Spectramind, 602 Wipro Technologies, 365–6, 584, 596, 601 Woolworth’s, 488 Xerox, 240, 589 Xiamen Fuda Photographic Materials, 372 YPF (Yacimientos Petrolíferos Fiscales), 436–7 Yukos, 101, 398–9 Zamech, 442, 454 Zara, 54–5 Zhongxing Telecom, 595 NAME INDEX Aaker, David A., 308 Abe, M., 537 Abegglen, J C., 537 Abramovich, Roman, 399 Abramsom, Neil R., 368 Adams, Chris, 182 Adler, Nancy J., 367, 368, 402 Adler, Paul S., 308, 538 Agarwal, Sanjeev, 91 Akamatsu, Kaname, 584, 603 Akers, John F., 468 Albright, Madeleine, 400 Alden, Edward, 182, 401 Alessandri, Todd M., 402 Ambev, 465 Anand, Jaideep, 605 Añaños, Jorge, 318 Andersen, Otto, 91 Anderson, Andrew, 460, 468 Anderson, Andrew D M., 181, 182, 183 Anderson, J., 604 Anderson, Otto, 629 Anderson, Philip, 275 Anderson, Robert, 603 Andersson, Ulf, 276, 338 Andrews, Edmund L., 29, 499 Angwin, D., 155 Anoop, M., 538 Antilla, Susan, 368 Aoki, M., 537, 538 Appelbaum, R P., 155 Arkell, Debby, 29 Armstrong, Larry, 368 Ashkanasy, N M., 155 Atamer, Tugrul, 249 Atkinson, Art, 128 Atkinson, Keith, 368 Aulakh, Preet S., 249 Averyt, William F., 566 Bainbridge, Michelle, 499 Baker, Stephen, 565 Baldauf, Artur, 182 Baldwin, John R., 457, 565 Ball, D A., 154 Banai, Moshe, 368 Bank, David, 125, 437 Banks, John C., 61 Barclay, Lou Anne, 402, 604 Barfield, Claude, 182 Barkeman, Harry G., 250 Barker, Vincent L III, 276 Barnes, John W., 338 Barr, P S., 155 Barsoux, J-L., 156 Bartholomew, Susan, 367, 368 Bartlett, Christopher A., 155, 275, 276, 309, 456, 467, 468, 630 Basu, D R., 538 Batres, Robertos E., 566 Bauerschmidt, Alan, 92, 183 Bayliss, Brian T., 500 Beamish, Paul W., 29, 61, 276, 402, 468, 500, 538, 566 Beatty, Carol A., 308 Beaumont, Philip, 368 Beck, Ernest, 308 Becker, Fred G., 29 Beechler, Schon, 369, 538 Beldona, Sam, 276 Bell, John H J., 250 Benetton family, 248 Bennett, Jocelyn, 309 Beracs, Jozsef, 338 657 INBU_Z01.QXD 11/11/05 12:25 AM Page 658 www.downloadslide.com INDEX Berg, David M., 221 Berry, Michael, 309 Berthon, Pierre, 338 Bezos, Jeff, 14 Bhagwati, Jagdish, 29, 629 Bhappu, Anita D., 308 Biediger, Jerry, 604 Bird, A., 538 Birkinshaw, Julian, 61, 276, 468, 566 Birley, Sue, 249, 338 Black, J Stewart, 276, 368 Blackwell, Charles W., 276 Bleeke, Joel, 499 Blue, Jeffrey L., 367 Blumenstein, Rebecca, 275, 307 Bokhari, F., 402 Bolon, Douglas S., 308 Boltuck, Richard, 499 Bombardier, Joseph Armand, 124, 544 Bonaccorsi, Andrea, 338 Boncompagni, Tatiana S., 499 Borden, Mark, 337 Borstoff, Patrcia C., 367 Boston, William, 275 Botelho, Mauricio, 124 Botschen, Guenther, 567 Boush, D M, 155 Bové, José, 133 Bowe, Michael, 437 Boyacigiller, Nakiye, 368 Boyd, Gavin, 92, 183, 468 Bradsher, Keith, 182, 249, 437, 629 Brain, Cecilia, 91, 308 Brandt, Ellen, 367 Branscomb, Lewis M., 468 Bremner, Brian, 125 Brett, Jeanne M., 156, 402 Brewer, Thomas L., 182, 402, 537, 605, 629, 630 Brewster, C J., 155 Brewster, D., 401 Bridgewater, S., 401 Bronn, Peggy Simcic, 249 Brouthers, Lance Eliot, 308 Brown, John Seely, 468 Bryant, Adam, 368 Buckley, Peter J., 61, 91, 183, 604 Budhwar, Pawan S., 368 Burgenmeier, B., 500, 537, 629 Burt, Tim, 249, 275 Busenitz, Lowell W., 91, 125 Butters, Jamie, 467 Buzzell, Robert D., 500 Bylinsky, Gene, 307, 308 Byung-Chul Lee, 600 658 Calingaert, Michael, 125 Callahan, Madelyn R., 367 Calof, Jonathan L., 29 Calonius, Erick, 308 Calori, Roland, 249 Campbell, Alexandria, 500 Camuffo, Arnaldo, 250, 368 Cantwell, John, 308, 537 Capon, Noel, 250, 338 Carendi, Jan, 435 Carey, Andrew, 61 Carillo, Jorge, 603 Carlisle, Tamsin, 565 Carney, Susan, 566 Carr, Nicholas G., 221 Carte, Bill, 61 Casson, Mark C., 61 Caves, Richard E., 29 Cavusgil, S Tamer, 183, 338 Chaddick, Brad, 126 Chakrabarti, A., 402 Chandler, Alfred D., Jr., 275 Chan-Olmsted, Sylvia, 125 Chao, Paul, 183 Chatterjee, Sayan, 402 Chen, C C., 154 Chen Hua, 604 Chen, Kathy, 603 Chen, Roger, 604 Cheng, Joseph L C., 308 Cheong, Y R., 604 Chernotsky, Harry I., 61 Chevrier, S., 155 Chi, Tailan, 402 Chia Tien Cheang, 603 Child, John, 250, 604 Chipello, Christopher J., 565 Cho, Dong-Sung, 468 Cho, Fujio, 530 Cho, Kang Rae, 61, 183 Choate, Pat, 468 Choi, Audrey, 250 Chung Ju Yung, 600 Clark, Don, 125, 307, 437 Clark, Terry, 437 Clarkson, Max B E., 629 Clasen, Thomas F., 499 Clegg, Jeremy, 604 Clegg, S., 537 Clissold, Tim, 604 Cohen, Robert, 182 Cole, Robert E., 308 Coleman, Brian, 437 Collins, Jamie, 604 Collins, R., 308 Collinson, Simon C., 155, 307, 308, 402, 537, 538 Conklin, D W., 603 Contractor, Farok J., 91, 603 Cordell, Victor V., 338 Corrigan, Mark H., 128 Cortazzi, H., 537 Cosset, Jean-Claude, 402 Costa, Giovanni, 368 Coutinho de Arruda, Maria Cecilia, 249 Cox, Tony, 338 Craig, C Samuel, 250, 337, 338 Craig, Ron, 566 Crandall, Lin P., 368 Cravens, David W., 250, 338 Crookell, Harold, 467, 566 Cullen, John B., 368 Curzon, Gerard, 629 Cusumano, Michael A., 53, 308, 537 Czinkota, Michael R., 338, 468, 500 Dacin, M Tina, 250 Daniels, John D., 29 Daniels, Joseph P., 630 Dart, Kenneth, 399 Das, T K., 251, 337 Davis, Herbert J., 276 Davis, Peter S., 250 Dawkins, W., 537 D’Cruz, Joseph R., 467, 469, 566, 567, 629, 630 De Cieri, Helen, 368 De Mattos, Claudio, 604 De Meyer, Arnoud, 604 Dean, James W., 437 Decker, Hans W., 468 Delios, A., 402, 538 Deogun, Nikhil, 437 DePalma, Anthony, 182, 467 Deripaska, Oleg, 399 Desai, Ashay B., 250 Deschamps, Jean-Claude, 500 Deschamps, Jean-Philippe, 250, 308 Desmond, Edward W., 61 Deutsch, Claude H., 629 Deutsch, Klaus Gunter, 183 Devinney, Timothy M., 61 Dichtl, Erwin, 183 Dickson, Peter R., 468 Di-Natale, Dominic, 499 Dodds, J Colin, 183, 566 Doh, Jonathan P., 604 Doktor, Robert, 276 Dombey, Daniel, 61 Dominguez, Luis V., 338 INBU_Z01.QXD 11/11/05 12:25 AM Page 659 www.downloadslide.com INDEX Domke-Damonte, Darla, 250 Domoto, H., 538 Donaldson, L., 537 Dore, R., 537, 538 Douglas, Susan P., 250, 309, 337, 338, 500 Dow, S., 538 Dowling, Malcolm, 603 Dowling, Michael, 30, 62, 92, 126, 181, 182, 183, 251, 276, 289, 308, 309, 338, 437, 460, 466, 467, 468, 469, 499, 500 Dowling, Peter J., 368 Downey, H Kirk, 250, 338 Doyle, Frank P., 629 Doz, Yves L., 275, 368 Drucker, P F., 537 DuBois, Frank L., 309 Dunn, Mark, 249, 338 Dunne, Nancy, 29 Dunning, John H., 29, 61, 91, 125, 183, 467, 468, 537, 630 Durkheim, Emile, 141 Dyer, J H., 538 Earnshaw, L., 155 Eberhadt, Markus, 604 Ebrahimpour, Maling, 368 Echikson, William, 61 Eckholm, Erik, 125 Eden, Lorraine, 29, 125, 438, 566, 604 Egan, C E., 401 Egelhoff, William G., 250, 276, 438, 630 Ehlen, David M., 367 Eiteman, David K., 125, 438 Ellis, Kimberly M., 275 Ellis, Paul, 29 Ellison, Sarah, 29 Ely, R J., 155 Emmerij, Louis, 183, 630 Engardio, Pete, 308 Engel, Dean W., 368 Ernst, David, 499 Erramlli, M Krshna, 338 Evenett, Simon J., 605 Ewing, Jack, 499 Fahy, John, 338 Faison, Seth, 437 Faltmayer, Edmund, 182 Farnsworth, Clyde H., 182 Fatemi, K., 603 Fealy, L., 155 Feinberg, Susan E., 402, 566, 603 Feldman, Daniel C., 368 Felstiner, W., 155 Ferguson, Charles H., 275 Fiedler, Fred E., 368 Field, Hubert S., 367 Finnerty, Joseph E., 566 Fisher, George, 371–2, 384 Fisher, Irving, 201 Fitzpatrick, M., 402 Flaherty, M Therese, 309 Fleck, James, 467 Fonfara, Krysztof, 338 Forsgren, Mats, 276 Francis, John D., 250 Franko, L G., 537 Fransman, M., 537 Frayne, Colette A., 369 Freedman, Michael, 61 Frenkel, Stephen, 369 Freytag, Andreas, 630 Friday, E., 155 Friday, S S., 155 Friedland, Jonathan, 337, 566 Fruin, W M., 538 Fuhrman, Peter, 337 Fukui, Y., 537 Fulmer, Robert M., 367 Fulton, E Kaye, 565 Gaba, V., 402 Galagan, Patricia A., 367 Gamble, James, 253 Gannon, M J., 155 Garten, Jeffrey E., 250 Garvin, David A., 309 Gayle, Dennis J., 125 Gentile, M C., 155 Gentry, James W., 369 Geringer, J Michael, 125, 276, 369 Gessner, V., 155 Gestrin, Michael, 126, 183, 499, 566, 567 Ghauri, Pervez, 155, 604 Ghosen, Carlos, 532, 533 Ghoshal, Sumantra, 155, 275, 276, 284, 307, 309, 456, 468, 629, 630 Ghosn, Carlos, 147, 530 Gibbons, Patrick T., 499 Giddens, A., 630 Gilder, George, 468 Giles, William F., 367 Gillispie, Kate, 566 Gilmartin, Ray, 628 Ginsberg, Ari, 125 Giovanni, Dosi, 603 Globerman, Steven, 566 Glynn, M-A., 155 Goedhart, M H., 604 Goerzen, Anthony, 276 Goldenstein, Jean-Claude, 499 Goldstein, Alan, 125 Gomes-Casseres, Benjamin, 126, 275 Goodman, John B., 126 Goodrich, Jonathan N., 125 Gorbachev, Mikhail, 100 Gorman, Liam, 438 Gorman, Philip, 251 Gorman, Timothy, 629 Gournay, Patrick, 621 Govindarajan, Vijay, 91, 250, 605 Graham, Cox, 338 Graham, Edward M., 113, 125, 126 Graham, John L., 403, 604 Gramm, Phil, 280 Gratchev, Mikhail V., 155 Gray, J., 630 Gray, Kenneth R., 604 Green, Heather, 629 Green, Robert T., 183, 337, 338 Greenhouse, Steven, 182 Gregersen, Hal B., 276, 368 Gresser, Ed, 182 Griffith, David A., 566 Grindley, Peter, 567 Grosse, Robert, 402, 438, 605 Guido, Gianluigi, 499 Guisinger, Stephen E., 91, 221 Guntz, Hugh P., 630 Gupta, Anil K., 29, 91, 250, 402, 603, 605 Gustavsson, Peter, 249 Guth, Robert A., 249 Haar, Jerry A., 91 Haden, P., 604 Haigh, Robert W., 183, 369 Hale, David, 468 Hall, E T., 154 Hamel, Gary, 250, 629 Hampden-Turner, Charles, 154, 155 Han, C Min, 183 Hansell, Saul, 307 Hansen, M T., 307, 309 Harbrecht, Douglas, 182 Hargadon, Andrew, 276 Harnischfeger, Uta, 249 Harper, Lucinda, 308 Harrigan, Kathryn Rudie, 91 Harris, H., 155 Harris, Stanley G., 367 Harvey, Michael, 367, 369 Hatch, N., 538 Hawrysh, Brian Mark, 402 Hax, Arnoldo C., 29, 249 Hayes, Robert H., 567 Haynes, Ulric, Jr., 367 659 INBU_Z01.QXD 11/11/05 12:25 AM Page 660 www.downloadslide.com INDEX Hays, Laurie, 368 Hecht, Laurence, 566 Heckscher, Eli, 583 Heller, Jean E., 367 Heller, Richard, 61 Henderson, F., 91 Henisz, W., 402 Hennart, Jean-Franỗois, 61, 183 Henzler, Herbert A., 499 Hernandez, Gabriel, 467 Hickins, Michael, 499 Hill, A., 401 Hill, C W L., 307, 309 Hillman, Amy, 402 Hilmer, Frederick G., 309 Himelstein, Linda, 629 Hitt, Michael A., 249, 250, 629 Hoang, Peter B., 338 Hobday, Michael, 603 Hodgetts, Richard M., 29, 36, 249, 275, 276, 309, 337, 367, 368, 402, 566, 629 Hof, Robert D., 629 Hoffman, R C., 249 Hoffmann, Werner H., 250 Hofstede, Geert, 134, 154 Holden, N J., 155, 402 Holstein, William J., 275, 565 Holyoke, Larry, 307 Hom, Peter W., 183 Honda, Soichiro, 530 Hong Liu, 604 Hood, Neil, 61, 468, 566 Hoon-Halbauer, Sing Keow, 250 Horrigan, Brenda D., 402 Hoshi, T., 537 Hoskisson, Robert E., 250, 537 Hoti, S., 402 Houlder, V., 401 House, R J., 155 Howell, Llewellyn D., 126 Howse, Robert, 126 Hu, F., 604 Hu, Michael Y., 566 Huczynski, Andrzej, 221 Hufbauer, Gary Clyde, 566 Hugh-Jones, Rob, 629 Hulbert, James M., 338 Hung, G L., 566 Huo, Y Paul, 250 Hwang, Peter, 61, 249 Hyun, Yong J., 369 Ibison, David, 29 Ibuka, Masaru, 530 Idei, Nobuyuki, 530 Illarionov, Andrei, 399 Inkpen, Andrew C., 276, 402, 630 660 Ireland, R Duane, 629 Isobe, Takehiko, 605 Itaki, Mashiko, 276 Jacobs, Lester W., 250 Jaggi, Rpohit, 29 Jalland, R Michael, 630 Jameson, M., 538 Jamieson, Jacky, 605 Jamison, Mark, 125 Janisch, H N., 566 Jarillo, J Carlos, 276, 468, 630 Javidan, M., 155 Jepma, C J., 603 Jiang Zemin, 102 Johanson, Jan, 338 Jones, Alex S., 368 Jones, Bodil, 368 Jones, D T., 537 Jones, Gary K., 276 Jones, Robert E., 250 Jospin, Lionel, 113 Jrapko, Alicia, 629 Juarez, Ben, 467 Julian, Scott D., 309 Jun, Sunkyu, 369 Kahn, Joseph, 29 Kale, Sudhir H., 338 Kalotay, Kálmán, 603 Kamath, Shyman J., 566 Kaminski, Matthew, 125 Kamm, Thomas, 499 Kamprad, Ingvar, 322 Kanas, Angelos, 221 Kanter, Rosabeth Moss, 250, 629 Kapner, Suzanne, 61 Karavis, Lambros, 276 Kasoff, Mark J., 567 Kassicieh, Suleiman, 469 Kaufman, Leslie, 249 Kaynak, Erdener, 338, 566 Kayworth, Timothy, 369 Keim, Gerald, 402 Keizai, Toyo, 537 Keller, John J., 125 Keller, Robert T., 309 Kennedy, C R., Jr., 401 Kequan Li, 604 Kerwin, Katie, 307 Keys, J Bernard, 367 Khanna, Ashok, 221 Khodorkovsky, Mikhail, 399 Khurana, Anil, 309 Kidd, John B., 500 Kim, H., 537 Kim, Hicheon, 250 Kim, Ken I., 338 Kim, L., 603 Kim, W Chan, 61, 249, 250, 630 Kim, Wi Saeng, 61, 91 Kimura, Yui, 61 King, Thomas R., 437 Kirkpatrick, David, 629 Kirton, John J., 289, 566, 567, 630 Kleiman, Gary, 221 Kline, John M., 30, 468 Knowlton, Christopher, 337 Kobayashi, K., 538 Kobrin, Stephen J., 126, 402 Koeglmayr, Hans-Georg, 183 Kogut, Bruce, 276, 630 Kohli, Ajay K., 183, 337 Kohli, F C., 602 Koka, Balaji R., 183 Kompare, D., 155 Kono, T., 537 Kostova, T., 155 Kotabe, Masaaki, 91, 249, 250, 309, 338, 437, 538 Kotler, Philip, 468 Kotova, Tatiana, 276 Koza, Mitchell, 249 Kraar, Louis, 308 Kramer, Hugh E., 338 Krauss, Clifford, 125 Kravchenko, Olga, 125 Kristensen, P H., 156 Kumar, Sameer, 605 Kunii, Irene, 468 Kuttner, Robert, 468 Laage-Hellman, J., 537 Lacity, Mary C., 402 Lado, Augustine A., 369 Lall, Sanjaya, 603 Lam, Kevin, 155 Lam, Mark N., 604 Lamont, Bruce T., 275 Landers, Peter, 61 Landesman, Earl, 308, 499 Landler, Mark, 61, 629 Landry, John T., 338 Lane, Christopher, 276 Lane, Henry W., 368 Lane, P J., 156 Latta, Geofferey W., 368 Lauritano, Paul, 250, 338 Lavin, Douglas, 182 Lawton, Thomas C., 500 Lecraw, Donald J., 30 Lee, Suk Hun, 402 Lei, David, 249, 309 Leidner, Alfred, 500 Lenartowicz, Tomasz, 155 Lenway, Stefanie, 29 INBU_Z01.QXD 11/11/05 12:25 AM Page 661 www.downloadslide.com INDEX Leong, Siew Meng, 468 Leontief, Wassily, 164 Levin, Doron P., 182 Levitas, Edward, 250 Levy, David L., 309 Lewin, Arie, 249 Lewis, David, 62 Li, Ji, 155 Li, Jiatao, 91, 251 Lie, John, 276 Lieberman, Ira W., 126 Lieberthal, G., 605 Lieberthal, Kenneth, 249, 307, 605 Lienert, Dan, 29 Light, D A., 155 Liker, Jeffrey K., 276, 309, 538 Lim, Jeen-Su, 338 Lincoln, E J., 538 Lincoln, J R., 155 Linden, Dana Weschler, 182 Ling-yee, Li, 221 Linsu, Kim, 603 Liouville, Jacques, 338 Litan, Robert, 499 Liu, Hong, 250 Lodge, George C., 468 Loewe, Pierre M., 30 Lorange, Peter, 249 Lovas, B., 307, 309 Loveman, Gary W., 126 Lowson, Robert, 500 Lublin, Joann S., 275 Luehrman, Timothy A., 221 Lund, Reinhard, 368 Luo, Yadong, 91, 126, 605 Luthans, Fred, 249, 275, 276, 337, 367, 368, 402 Luxmore, Stephen, 126 Lyn, Esmeralda O., 61, 91 Lynn, Leonard H., 276 MacDonald, Kevin R., 126 Maclaren, Virginia, 566 Maddox, R C., 155 Madhavan, Ravindranath, 183 Madura, Jeff, 62 Magretta, Joan, 308, 337 Mahmoud, Essam, 403 Makhija, Mona Verma, 403 Makino, Shige, 403, 500, 605 Makridakis, Spyros G., 499 Maljers, Floris A., 276 Malkin, Elisabeth, 566 Malnight, T W., 307, 309 Markusen, James R., 183 Marquardt, Michael J., 368 Marsh, Peter, 250 Marshall, Matt, 250 Marshall, R S., 155 Martin, J., 155 Martin, X., 538 Martinez, Jon I., 276, 468, 630 Martinez, Zaida L., 566 Mason, Todd, 565 Mathews, Anna Wilde, 91 Mathews, J A., 605 Matsushita, Konosuke, 530 Matulich, Erika, 308 Mauborgne, Renée A., 250, 630 Maxwell, Denise S., 367 Mayhew, Malcolm, 61 Maynard, Jean-Pierre, 467, 565 Mayrhofer, Ulrike, 500 McAleer, M., 402 McCormick, Stephen, 438 McCulloch, W H., 154 McGinn, Daniel, 337 McGrath, Michael E., 308 McGregor, Richard, 182 McGuire, J., 538 McIlveen, John, 467 McKay, Betsy, 275 McKinley, William, 250 McKinney, Joseph A., 337 McKinsey, James O., 230 McLaren, Julie, 606 McLellan, Kerry, 566 McSweeny, B., 155 McWilliams, Gary, 629 Mead, R., 155 Melcher, Richard A., 308, 337 Melin, Leif, 249, 338 Mendenhall, Mark E., 367, 368 Merchant, Hemant, 250 Merchant, K., 603 Meredith, Robyn, 61 Merriden, Trevor, 499 Merrills, Roy, 468 Metzger, Robert O., 125 Meyer, Klaus E., 605 Miller, Alan N., 500 Miller, Edwin L., 367 Miller, Janice S., 183 Miller, Janis L., 250 Miller, Karen Lowry, 368 Miller, Kent D., 221, 402, 403, 630 Miller, Scott, 61 Milliman, John, 369 Millington, Andrew I., 500, 604 Millman, Joel, 337, 467 Mills, D Quinn, 276 Milwe, Edwin L., 369 Minder, Raphael, 61 Ming-Hong Lai, George, 91 Mintzberg, Henry, 251, 276 Miroshnik, V., 538 Mitari, Fujito, 536 Mitchell, Terence, 368 Mitchell, Willi, 309, 605 Mitchener, Brad, 275 Moffat, Susan, 91, 368 Moffett, Michael, 438 Mohri, F Bill, 467 Mole, J., 155 Molz, E., 125 Montgomery, David B., 605 Moon, Hwy-Chang, 468 Moore, John, 126 Moore, Karl, 62, 467 Morgan, G., 156 Morici, Peter, 566 Morris, R W., 91 Morrison, Allen J., 251, 276, 469, 630 Morrison, Scott, 90 Morrissey, Elizabeth R., 221 Mortimore, Michael, 91 Mothe, Caroline, 125 Mucchielli, Jean-Louis, 183, 500, 537, 629 Mudambi, Ram, 403, 604 Mueller, Stefan, 183 Muller, Joah, 307 Mulligan, Thomas M., 30 Murdoch, Rupert, 418 Murray, Janet Y., 309 Murray, Matt, 249 Murthi, Narayana, 602 Nacum, Lilach, 338 Nagai, Hirohisa, 368 Naidu, G M., 338 Naik, Gautam, 125, 250 Nakane, C., 155, 537 Nakata, Cheryl, 156 Napier, Nancy, 369 Narayandas, Das, 221 Narula, Rajneesh, 468 Nasser, Jacques, 481 Nath, Raghu, 275 Nathan, Maria, 369 Naughton, Keith, 337, 468 Navarra, Pietro, 403 Nayak, P Ranganath, 250, 308 Neale, Charles W., 183, 566 Negishi, Mayumi, 125 Nehrt, Chad, 630 Nehrt, Lee C., 30 Newman, K., 155 Nichols, Nancy A., 567 Nitsch, Detlev, 500 Nobeoka, K., 537, 538 Nohria, Nitin, 284, 307, 309, 629 Nolan, P., 605 661 INBU_Z01.QXD 11/11/05 12:25 AM Page 662 www.downloadslide.com INDEX Nomani, Asra Q., 182 Nonaka, I., 538 Norburn, David, 249, 338 Normann, Richard, 251 Nova, 451 O’Connell, D., 401 Oddou, Gary R., 367 O’Donnell, Sharon, 369 Ogilvie, Heather, 499 Ohlin, Bertil, 583 Ohmae, Kenichi, 630 Okoroafo, Sam C., 338 Okumura, Tetsushi, 402 Oliff, Michael D., 309, 630 Olsson, Carl, 403 Omura, Glenn S., 250 Ono, Y., 154 Oosterveld, Jan P., 276 Openheimer, Nicky, 387 O’Reilly, Brian, 367 Ortega, Bob, 565 Ostrovsky, A., 401 Ostry, Sylvia, 91, 125, 126, 183, 468, 499 Ouchi, William G., 276, 537 Oxelheim, Lars, 438 Pak, Kelvin, 250 Palmeri, Christopher, 308 Pan, Yigang, 275, 402 Papanastassiou, Marina, 500, 537 Park Chung Hee, 600 Parkhe, Arvind, 92, 251, 276 Patel, Pari, 309 Pavitt, Keith, 309 Payne, Adrian, 249 Payne, Joseph E., Jr., 565 Peace, R D., 537 Pearce, Robert, 500 Pecotich, Anthony, 29 Pelkmans, Jacques, 500 Peng, Mike W., 403 Pennington, Hilary, 468 Perlmutter, H V., 155 Perry, Anne C., 183 Peterson, Richard B., 369, 629 Peterson, Thane, 565 Phatak, Arvind, 276 Phelps, Mark I., 368 Philips, John, 90 Pinder, Jeanne B., 629 Pitt, Leyland F., 338 Pitta, Julie, 249 Pointer, David A., 403 Pointer, Martha M., 403 Pollack, Andrew, 182, 307, 402, 468 Pollock, Timothy, 251, 629 662 Porter, Michael E., 17–19, 29, 61, 62, 92, 249, 251, 308, 466, 468, 510, 512, 529–30, 537 Prahalad, C K., 249, 250, 275, 276, 307, 368 Preble, J E., 249 Premji, Axim, 601 Prescott, John E., 183, 499 Pringle, David, 90 Procter, William, 253 Prokesch, Steven, 308 Protzman, Ferdinand, 125, 307, 368 Putin, Vladimir, 399 Pyke, David, 309 Qian, Gongming, 155 Quelch, John A., 500 Quelin, Berthe, 125 Quinn, James Brian, 309 Quintanilla, Carl, 125 R Gomez-Mejia, Luis, 183 Radosevich, Raymond, 469 Raduchel, William J., 468 Ragozzino, Roberto, 403 Rajan, Mahesh N., 403 Rajaratnam, Dan, 437 Raju, Ramalinga, 601 Ramadorai, S., 601 Ramamurti, Ravi, 126 Ramaswami, Sridhar N., 91 Ramirez, Rafael, 251 Ramstetter, Eric D., 183 Randoy, Trond, 438 Rao, C P., 338 Rapoport, Carla, 337 Ratiu, Indrei, 367 Rau, P A., 249 Raymond, Vernon, 603 Redding, Gordon, 605 Reddy, Prasada, 309 Rehder, Robert R., 309, 500 Reibstein, Larry, 125, 308 Reich, Robert B., 249 Reichel, A., 249 Reisel, William D., 368 Reitman, Valerie, 437 Reuer, Jeffrey J., 221, 403 Revzin, Philip, 125 Rhee, Dong Kee, 250, 500 Rhinesmith, Stephen H., 367 Rhoen, A., 603 Ricardo, David, 583 Rice, Gillian, 403 Richman, Louis S., 308 Ricklefs, Roger, 565 Ricks, David A., 403, 566 Robin, Donald P., 183 Robock, Stefan H., 183, 250 Roddick, Anita, 620 Rodriguez, Peter, 604 Roehl, Tom, 276 Rogers, Adam, 337 Rogovsky, Nikolai, 369 Rolfe, Robert J., 403 Rondinelli, Dennis, 251, 309 Roos, D., 537 Roos, Johann, 249 Rosenzweig, Philip M., 276, 630 Roth, Kendall, 155, 251, 276, 369, 469 Roy, Jean, 402 Ruggiero, Renato, 183 Rugman, Alan M., 29, 30, 61, 62, 91, 92, 125, 126, 181, 182, 183, 251, 276, 289, 308, 309, 338, 437, 460, 466, 467, 468, 469, 499, 500, 537, 566, 567, 605, 629, 630 Ruhli, Edwin, 469 Runtagh, Hellene S., 308 Ryans, Adrian B., 338 Ryans, John K., Jr., 566 Sabi, Manijeh, 62 Safarian, A E., 126, 466 St John, Caron H., 250 Sakakibara, M., 537 Sako, M., 537, 538 Salpukas, Agis, 367 Sampler, Jeff, 629 Sampson, Gary P., 183 Samuelson, Paul, 583 Sanderson, Stuart, 604 Sanderson, Susan Walsh, 567 Sanger, David E., 276, 629 Santillan-Salgado, Roberto J., 249 Sanyal, Rajib N., 277, 369 Saunders, Peter, 621 Savers, Gabrielle, 629 Sawyer, W Charles, 183 Schermerhorn, John R., Jr., 402 Schlender, Brenton R., 468, 537 Schmenner, R., 308 Schneider, S C., 156 Scholl, Wolfgang, 368 Schonberger, Richard J., 308 Schott, Jeffrey J., 566 Schuchman, Lisa, 337, 437 Schuler, Randall S., 369 Schweiger, David M., 251 Scott, Bruce R., 469 Sen, Amartya, 126 Sequeira, Carlos G., 338 Serapio, Manuel G., Jr., 309 Sergeant, Andrew, 369 Seringhaus, F H Rolf, 338, 567 Shaffer, Margaret A., 369 INBU_Z01.QXD 11/11/05 12:25 AM Page 663 www.downloadslide.com INDEX Shan, Weijian, 630 Shaoming, Zou, 338 Shapiro, Alan C., 438 Shapiro, D L., 156 Shapiro, Daniel M., 566 Shapiro, Robert J., 468 Shari, Michael, 308 Sharkey, Thomas W., 338 Shaver, J Myles, 338 Shenkar, Oded, 156, 250, 369, 403 Shi, Xinping, 403 Shih, Stan, 569 Shipley, David D., 183, 566 Shrimsley, Robert, 182 Siddall, Peter, 275 Sikora, Ed, 183 Simison, Robert L., 275 Simmonds, Kenneth, 250 Simmonds, Paul G., 275 Simon, Benard, 275 Singh, Jitendra V., 276, 630 Sirmon, D G., 156 Sivakumar, K., 156 Slater, Robert W., 249 Slocum, John W., Jr., 249, 309 Smith, Adam, 583, 603, 611 Smith, Craig S., 125 Smith, Geri, 566 Smitka, Michael, 469 Snoj, Boris, 338 Sobek, Durward K II, 309 Solocha, Andrew, 567 Soloway, Julie A., 289, 567, 630 Soskin, Mark D., 567 Spall, Alan, 221 Spar, Debora L., 126, 629 Sparrow, Paul R., 368 Spencer, William J., 567 Speyer, Bernhard, 183 Spindle, B., 154 Stalk, G., Jr., 537 Stark, Andrew, 369 Starobin, Paul, 125 Stasavage, D., 403 Steinmetz, Greg, 125, 368 Stern, Gabriella, 468 Stevenson, Richard W., 182, 402 Stewart, Alice C., 403 Stewart, J Gordon, 308 Stewart, Thomas A., 308 Stiglitz, J E., 630 Stonehill, Arthur, 438 Stout, Hilary, 603 Strange, Susan, 221 Struck, Doug, 467 Sugiura, Hideo, 21, 125, 251 Suh-kyung Yoon, 308 Sullivan, Daniel, 92, 183, 277 Sullivan, Jeremiah J., 369, 629 Sundaram, Anant, 438 Swamidass, Paul M., 309 Sweetman, Mathew, 605 Taggart, James H., 500 Tahir, R., 403 Tait, Nikki, 275 Takagi, Haruo, 368 Takahashi, Dean, 629 Takeuchi, H., 537, 538 Tallman, Stephen B., 251 Tamburri, Rosanna, 565 Tan, Chin Tiong, 468 Tan, Hui, 604 Tanikawa, Miki, 249 Tavares, Jorge, 275 Taylor, Alex III, 307, 308, 437, 468 Taylor, Sully, 369 Teegen, Hildy J., 249, 566, 604 Tellijohn, Andrew, 337 Templeman, John, 337, 437 Terazono, E., 537 Terpstra, Vern, 183 Thakur, Manab, 251, 337 Theil, Rita, 50, 500 Thomas, D A., 155 Thomas, David C., 368 Thomas, Howard, 251, 629 Thomas, L G III, 538 Thompson, Judith Kenner, 500 Thompson, Sandra, 499 Thornton, Emily, 307 Tierney, Christine, 29 Tilley, J Roderick, 566 Tomlinson, Richard, 29, 91 Tonelson, Alan, 468 Torbiorn, Ingemar, 367 Toy, Stewart, 308 Toyne, Brian, 309 Trebilcock, Michael J., 126, 499 Treece, James B., 337, 629 Trevino, Len J., 566 Trevor-Roberts, E., 155 Triandis, Harry C., 156, 368 Trompenaars, Fons, 135–7, 140, 148, 154, 155 Tse, David K., 604 Tung, Rosalie L., 367, 369 Turner, John N., 467 Uhlenbruck, Klaus, 604 Ulgado, Francis M., 567 Ungson, G R., 402 Ushijima, T., 537 Vahine, Jan-Erik, 338 Van Ommeren, J., 155 van Spijker, Willem, 250 Vanderbroeck, Paul, 369 Vandermerwe, Sandra, 309, 630 Vastag, Gyula, 309 Verbeke, Alain, 30, 62, 92, 126, 183, 276, 309, 338, 466, 467, 468, 469, 499, 500, 567, 629, 630 Verhage, Bronislaw J., 338 Vermeulen, Freek, 250 Vernon-Wortzel, Heidi, 92 Vesey, Joseph T., 307, 308 Vlasic, Bill, 499 Vogel, E F., 537 Voigt, K., 154 Von Glinow, Mary Ann, 156, 369 Walker, Andrew, 29 Walker, Lucy, 182 Walker, Marcus, 91 Walker, Michael, 566 Wallace, Wanda, 438 Walsh, J P., 155 Walters, Peter G., 338 Walton, Sam, 27 Wan, W P., 537 Ward, Allen C., 309 Warner, Fara, 437 Wartzman, Rick, 566 Waverman, Leonard, 469 Weber, Max, 130, 141, 154 Wederspahn, G., 155 Weinberg, Neil, 437 Weintraub, Sydney, 567 Welch, David, 308 Welch, Jack, 530 Welfens, Paul J J., 500 Werner, Steve, 308 Westcott, William F II, 630 Westney, Eleanor D., 277, 537 Wheatley, Jonathan, 566 Whisenand, James D., 126 White, Gregory L., 368 White, Joseph B., 337, 437 Whitley, R D., 155, 156, 537, 538 Whitney Gibson, Jane, 276 Whyte, Ann Marie, 62 Wickens, Barbara, 565 Wilkinson, Barry, 604 Willard, Kristen L., 567 Willcocks, Leslie P., 402 Willey, Keith, 275 Williamson, John N., 367 Williamson, Oliver E., 92 Williamson, Peter J., 604, 605 Wilson, D C., 538 Wind, Yoram, 309 663 INBU_Z01.QXD 11/11/05 12:25 AM Page 664 www.downloadslide.com INDEX Wines, Michael, 125 Wolf, Martin, 61, 537 Womack, J P., 537 Wong, Fanny, 467, 565 Wood, Nancy, 565 Woolfson, Karen, 90 Worthy, Ford S., 308 Wortzel, Lawrence H., 92 Wright, Chris, 603 Wright, Richard W., 630 Wulf, Schaper-Rinkel, 250 Wyk, Jay Van, 605 Xiao, G., 604 Xiaolian, Li, 275 664 Yan, Rick, 338 Yan, Yanni, 250 Yavas, Ugur, 338 Yeung, Bernard, 338 Yip, George S., 30, 92, 251, 309, 630 Yiu, D., 403 Yizheng, Shi, 605 York, Robert C., 499 Yoshida, Mamoru, 62 Yoshimura, Noboru, 275 Yoshino, Michael Y., 30 Young, S Mark, 309 Young, Scott T., 250 Young, Stephen, 182, 629 Yusuf, Shahid, 605 Zabriskie, John, 128–9 Zaheer, Srilata, 276, 277 Zahra, Shaker A., 277, 629, 630 Zaichkowsky, Judith Lynne, 402 Zambrano, Lorenzo, 74 Zander, Udo, 276 Zeira, Yoram, 369 Zeng, Ming, 604, 605 Zheng Zhao, 605 Zhu, Mingxia, 338 Zhu Rongji, 371–2 Ziegler, Bart, 337 ... each middleman MNE price $10 $13 $ 12. 00 $15.60 $14.40 $18. 72 $17 .28 $22 .46 $20 .74 $26 .96 $24 .88 $ 32. 35 Ultimate effect of a $3 increase in MNE price: $ 32. 35 Ϫ $24 .88 = $7.47 or 30 per cent example... Global Six,” Business Week, January 25 , 1999, pp 68–70, 72 22 “The Art of Overtaking,” Economist, September 6, 20 01 23 Peter Fuhrman, “A Tale of Two Strategies,” Forbes, August 6, 1990, p 42; and “New... Business Week (international edition), February 26 , 20 01; “Foreign Bank Integration Accelerates in China,” The Banker, May 3, 20 04; “Citibank Business in Beijin,” China Daily, March 26 , 20 04; “Another