Download Group 1 Presentation

Zoheb Shaik, Brian Hamilton, & Julian Gutierrez
Image source : http://www.worldatlas.com/webimage/flags/countrys/zzzflags/salarge.gif
Saudi Arabia
 Nation struggling with tradition and modernity
 Modernized country
 Encouraging tourism
 Mutaween – The religious police
 Severe punishments
 67% of the workforce are foreigners
 More then half the population is under 20
 Private sector accounts for 45% of the growth
History
 Saudi became a nation in 1932
 Ibn Saud crowns himself as the king of Saudi Arabia
 One of the poorest nation then
 Oil discovered in 1938
 Remained isolated until 1970s
 Known to have the second largest oil reserves
Geography
Map source: http://geology.com/world/saudi-arabia-map.gif
Geography
 Land mass is about 24% of United States
 Desert landscape with three major deserts
 Shallow sea several million years ago
 A grassy savanna about 18,000 ago
 Dry river valleys called Wadis
 Temperatures range between 90°F to 120°F
 Frequent sandstorms
Desert Bedouins
 Desert dwellers
 Live in extended family groups
 Nomadic life
 Raise and sell camels
 Camps consists of 2-10 tents
 Move during seasons
 Camel raiding – a traditional pursuit
Characteristics of a Desert
Bedouins
 They are generous
 Entertain guests with poems and storytelling
 Loyalty towards extended family
 Strengthening ties by consanguineous marriage
 Lavish lifestyle
 Casual friends are treated well
 Believe in Fate
 “Being” is more important than “doing”
Lifestyle of Desert Bedouins
 Bedouins Lifestyle
Forces of Progress
 Camels have become more expensive to own
 Bedouins are taking permanent jobs
 Using conveniences
 Lands taken over due to modernization
 The government wants them settled
Jewelry as Wealth
 Made of silver
 Women get them are dowry
 Purchased from artisans or silversmiths
 Jewelry jaded with stones
 Progress threatening their popularity
 Gold is now more preferred
 Westerners are keeping it alive
Bedouin Jewelry
Image source: http://img2.photographersdirect.com/img/95/wm/pd422708.jpg
Image source: http://www.bedouinsilver.com/wp-content/uploads/2009/09/kabyle-222x300.jpg
Language
 Speak Arabic
 Take pride in their language
 Encourages repetition and exaggeration
 Poets are held in high esteem
 Grace and fluency of words count more
Privacy in public
 No sense of privacy in public place
 Not bothered by noise in a public place
 Don’t invade enemy territories
 Loneliness is the closest thing to privacy
 See each other often
 Score low on gender equality
Family and Honor
 Highly importance on honor
 Do forbidden things outside the country
 Marriages partners are chosen by elders
 Take place before the age of 20
 Large dowries are collected
Female ownership
 Jewelry is melted upon a woman’s death
 Many don’t see as repressed but as protected
 Most feel satisfied with the current system
 Wear the long black abaya and veil
 A fifth of Saudi workforce is women
Life in Saudi
 Life In Saudi 1
 Life in Saudi 2
The Japanese Garden
Japan’s History in 8 Minutes!!
 Japan's History
Vital Statistics
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Government: Parliamentary with constitutional monarchy
Prime Minister: Yoshihiko Noda (elected Aug 2011)
Capital: Tokyo
Population: 127,078,679 (July 2009 est.)
Population Growth Rate: -0.191% (2009 est.), World Rank: 219th
GDP: 4.34 Trillion (2008)
Electric Power Generation: Conventional thermal (coal, oil, natural gas) 60%, Nuclear 29%,
Hydroelectric 9%, Renewables 2%
Industries: Consumer electronics, motor vehicles, machine tools, steel, and nonferrous metals
Exports: Motor vehicles, semiconductors, and office machinery
Agriculture: Rice, sugar beets, vegetables, fruit, pork, fish
Currency: Yen
Life Expectancy: Average: 82, Male: 78.8, Female: 85.6
GDP per Capita: $33,800
Literacy Rate: 99%
Unemployment Rate: 4%
Oil imports: 5.425 million bbl/day
Internet Users: 87.5 million
Environmental Issues: Deforestation, Overfishing, Pollution
Corporate Culture
 The Japanese term "hourensou" refers to important attributes
that are said to characterize collaboration and information flow
within effective Japanese corporate culture. "Genchi genbutsu"
refers to "getting your hands dirty", to identify or solve
immediate problems and leaders are not exempt from this.
Aspects of these principles are often mistaken by western
managers for the type of micromanagement that is constant and
unprincipled and interferes with processes. In contrast, these
principles are used as tools to shepherd processes.
Thai History
 Quick Video history of Thai Kingdom
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History of Thai Kingdom
Thai’s History
 Over 64 million population
 Borders Laos, Burma, Malaysia, and Cambodia
 Bangkok (Capital, one of largest cities in world)
 Sinking due to climate change
 Completely inundated by 2050?
 Sinking 2 inches per year
 Bangkok Sinking
Thai Kingdom Statistics
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Government: Constitutional monarchy under a parliamentary democratic system
Prime Minister: Yingluck Shinawatra
Capital: Bangkok
Population:66,720,153 (est. 2011)
GDP: $586.877 Billion (24th)
Top Energy Sources: Conventional Thermal (91.43%), Hydroelectricity (8.56%), and Biomass and Waste (0.01%)
Industries: Agriculture, Automobiles & Automotive Parts, Textiles & Garments, Tungsten, and Tin
 Second Largest Tungsten Producer
 Third Largest Tin Producer
Exports: Textiles, Automobiles, Fishery Products, Rice, Rubber, Jewelry, Computer and Electrical Products
Agriculture: Rice, Fish, Tapioca, Grain, and Sugar
Currency: Baht
Life Expectancy: 69 (Male), 75 (Female)
GDP per Capita: $5,281
Literacy Rate: 93%
Unemployment Rate: 0.7% (2011)
Oil imports: 807,100 bbl/day
Internet Users: 18.3 million (2009)
Environmental Issues: Deforestation, Overfishing, Air & Water Pollution
Thai Kingdom
 Loose Vertical Heirarchy
 Authority Ranking Culture
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Vertical Collectivism
Paternalistic
Kreng cai
 Similar to Japan’s amae
Military is important
 Generals have business interests
Thai Kingdom
 Personal & Family Interaction
 Wai
 Greetings in Thai
Thai Kingdom
 Family Interaction
 Family Businesses
 Family hierarchy
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Must do as instructed by vertically ranking family members
Thai Kingdom
 Education
 Buddhist monks were professors for decades
 Lectures
 MBA education in Thailand
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Western-style case discussion
Thai Kingdom
 Ethnic relations
 Loose rules
 80% Ethnic Thais
 10% Ethnic Chinese
 High-rate of interracial marriage
Thai Kingdom
 Freedom & Equality
 Thailand means “land of freedom”
 Only nation in Southeast Asia never to be conquered
 1700s war with Burma
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Counterattack
Taksin became leader and established capital in Bangkok
Thai Kingdom
 Impact of Buddhism
 The Middle Way
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Keeping emotions and body movements under control
 Karma
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One’s actions lead to consequences
The Gardens
 Tsukiyama
(Wet/Landscape garden)
 Karesanusi
(Dry/Religious garden)
Japan/Chinese Relations
A little History
The Elder Adviser
Senpai (先輩?) and kōhai (後輩?) are an essential
element of Japanese seniority-based status
relationships, similar to the way that family and other
relationships are decided based on age. Senpai is
roughly equivalent to the western concept of mentor,
while kōhai is roughly equivalent to protégé.
Relationship between managers
and workers
 Bushido
 Importance of the Group
 Responsibility to the Group
 An example of how complicated it can be.......
 Japanese Business Etiquitte and Cultural Manners
Private Lives
Under the Calm Exterior
 Establishing Status
 Race and Class
 Competition
Its not all serious all the time
however…..
 Japanese Gameshows
Worksteps
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Assembling the global team
Defining the business
Identifying key markets
Identifying key competitors
Checking the core strategy
Checking the country selection
Diagnosing industry globalization potential
Evaluating current and potential use of global strategy
levers
 Evaluating organization capability
 Developing global programs
Assembling The Global Team
Ideal member pool:
 Head of the worldwide business
 Senior representatives from business
 Senior executives
 Heads of major regions/countries
 Heads of key funtions
Defining the Business
Business definition is an important issue because a
global strategy analysis is often more effective by
starting out with a piece of the business rather than
with the entire business.
Identifying Key Markets
Identifying Key Competitors
 All global competitors
 The largest competitors based on region
 Potential competitors
References
 http://www.facts-about-japan.com/
 http://en.wikipedia.org/wiki/Japanese_management_cultu
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re
http://www.europeword.com/blog/europe/rough-euroexchange-rates/
http://customwrittenbusinessplans.com/
http://heatherbrewer.com/blog/2011/02/22/a-brief-updateon-our-world-domination-goals/
http://www.china-defense-mashup.com/ties-and-tensionsbetween-china-and-japan-factbox.html
http://en.wikipedia.org/wiki/Japanese_garden
Checking Core Strategy
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Identify the core business strategy
Make core strategy explicit
Choose an inimitable strategy statement
Statement should include
 Business definition
 Strategic thrust
 Financial targets
 Sources of competitive advantage
 Strategy element
 Value-adding activities
 Competitive strategy
Checking Country Selection
 Factors determining country selection
 Stand-alone attractiveness
 Global strategic importance
 Synergy
 Country Evaluation using following steps
 Identify country/regions
 Develop list of subfactors
 Assign weights to each subfactor
 Rate each country/region on each subfactor
 Combine the subfactor weights and country ratings
 Adjust for country risk
 Using the ratings
List of Subfactors
 Stand-alone attractiveness of the country
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Size of market
Growth rate of market
Barriers to entry
Competitive situation
Price levels
Tax rates
Macroeconomic conditions
Political risk
Cost of adaptation
 Global importance of country/region
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Home market of the global customers
Home market of the global competitors
Significant market of global competitors
Major source of industry innovation
Home of most demanding customers
 Synergy with other businesses in country/region
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Shares activities with other company businesses
Uses upstream capacity (e.g., raw material)
Uses downstream capacity (e.g., final assembly or distribution)
Proximity to other markets
Diagnosing Industry Globalization
Potential
 Through group discussions
 Identify the global driving opportunities
Evaluating Current & Potential Use
of Global Strategy Levers
 Global Strategy Levers
 Participation in Major Market (3)
 Product Standardization
 Location Value-added Activities
 Integrated Competitive Activity
 Utilization of Human Resources
 Global Branding (1)
 Financial Assistance/Arbitrage (2)
 Global Procurement
 Uniform Marketing Strategy
Evaluating Organization Capability
 Organization Capability
 Anything an organization does well that drives
meaningful results
 Majority of companies don’t focus on one particularly
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Project Management
Talent Management
Lean Operations
Developing Global Programs
 Globally distributed design, marketing,
manufacturing, sales, and logistics activities
 Managers should collaborate virtually and globally
 Leading international teams
 Expertise from all corners of the world
When to use Global Programs
 Streamlining global supply chain
 Launching product or service in new market
 Acquiring and integrating operations of foreign
competitor
 Implementing performance improvement initiative
across global operations
 Consolidating technology infrastructure and data
centers
 Implementing new EPR system across various regions
 Extended Product Responsibility
Appendix 1
Appendix 2
Appendix 3
Appendix 4