This document analyzes interview responses from Chinese firms in 2013 based on their ownership type. State-owned firms accounted for 59% of samples but had the lowest success rate at 14% and highest refusal rate at 37%. Privately-owned firms had a success rate of 16% and refusal rate of 33%. The analysis suggests relationship building with government/associations could help improve response rates. It also provides an overview of the top 25 market research firms in China.
This document provides an executive summary and table of contents for a case study on how institutional factors in China have impacted the human resource practices of multinational companies (MNCs). The case study will examine MNC market entry strategies, the advantages and disadvantages of using expatriates versus local workers, the best approach for MNCs in China, and predictions for MNC international HRM practices in China going forward. The document begins discussing China's economic growth and replacing of other countries as the top consumer market. It also notes increasing restrictions placed on MNCs by the Chinese government favoring local companies.
This document proposes marketing and advertising strategies to help EasyLoan, a peer-to-peer lending platform owned by CreditEase, increase its number of borrowers and market share. It identifies that borrowers are more difficult to attract than lenders. To address this, it recommends (1) launching a mobile payment platform called EasyPay to expand access, (2) pursuing celebrity endorsements to increase credibility, and (3) partnering with banks to combine traditional and internet finance. Additional concepts and a competitive analysis are also discussed. Regulatory preparedness and international comparisons are suggested to ensure compliance. The overall aim is to solidify CreditEase as an industry leader through innovative strategies.
This study examines the relationship between goodwill impairment losses and bond credit ratings using regression analysis. The results show a negative relationship, such that firms with higher goodwill impairment losses receive lower credit ratings. Additional tests considering market conditions, changes over time, and addressing endogeneity support this finding. This study contributes to the literature on goodwill impairment and bond credit ratings by being the first to directly examine the relationship between the two at the firm level. The findings suggest that credit rating agencies may use goodwill impairment information when assessing firm creditworthiness.
This presentation was given at the Regent Law Summit in Norfolk, Virginia on May 17, 2013. It summarizes the changes occurring in the legal profession from the end of World War II to the present. It also reviews trend data and entry of nonlawyer entrepreneurs in the legal industry. The presentation ends with a discussion of the implications for legal education.
EY Reining-in-sexual-harassment-at-the-workplace-in-india surveyAkhilesh Krishnan
1) A survey by EY finds that while many companies have taken initial steps to comply with India's law against sexual harassment, such as forming internal committees, true compliance and awareness remains low.
2) Areas that require more work include training internal committee members, publicizing consequences of harassment, and ensuring employees understand their rights and reporting procedures.
3) Non-compliance can result in penalties for companies, but handling complaints properly is also important to avoid reputational damage from mishandled cases.
Meeting the challenges of international expansionElric Legloire
The document discusses the challenges that companies face when expanding internationally, including regulatory compliance, tax structure, and finding and managing talent in foreign countries. It reports the results of a survey of CFOs where the majority identified legal/HR/tax issues as significant barriers. While companies are seeking to expand abroad, setting up foreign operations presents difficulties in staffing, compliance, and supporting growth. For these reasons, the document recommends that companies partner with a global Professional Employer Organization that can help navigate local laws and regulations to more smoothly establish international operations.
This document provides an overview and executive summary of retail marketing in India. It discusses how the Indian retail industry is beginning to evolve with growing affluence and changing demographics. Department stores are emerging as a popular shopping option for their convenience and variety. The document examines store retailing like department stores and non-store retailing options. It aims to study the factors influencing customers' visits and purchases at department stores in Delhi. Research found department stores are becoming a top priority for busy customers seeking convenience and exposure to products under one roof. Stores work to convert first-time to repeat customers through relationships.
This document provides background information and the marketing plan for Cost Cutter, an innovator in mass retailing in Sylhet, Bangladesh. It outlines Cost Cutter's vision to improve customer lives through quality products and services. The marketing plan details objectives to grow the Bangladesh core business and be a strong retailer in superstores. It also includes a PESTEL analysis, competitor analysis, segmentation and targeting, store location selection, SWOT analysis, and trading area development and mapping. The overall goal of the plan is to establish Cost Cutter as the preferred superstore retailer in Sylhet and eventually nationwide.
This document provides an executive summary and table of contents for a case study on how institutional factors in China have impacted the human resource practices of multinational companies (MNCs). The case study will examine MNC market entry strategies, the advantages and disadvantages of using expatriates versus local workers, the best approach for MNCs in China, and predictions for MNC international HRM practices in China going forward. The document begins discussing China's economic growth and replacing of other countries as the top consumer market. It also notes increasing restrictions placed on MNCs by the Chinese government favoring local companies.
This document proposes marketing and advertising strategies to help EasyLoan, a peer-to-peer lending platform owned by CreditEase, increase its number of borrowers and market share. It identifies that borrowers are more difficult to attract than lenders. To address this, it recommends (1) launching a mobile payment platform called EasyPay to expand access, (2) pursuing celebrity endorsements to increase credibility, and (3) partnering with banks to combine traditional and internet finance. Additional concepts and a competitive analysis are also discussed. Regulatory preparedness and international comparisons are suggested to ensure compliance. The overall aim is to solidify CreditEase as an industry leader through innovative strategies.
This study examines the relationship between goodwill impairment losses and bond credit ratings using regression analysis. The results show a negative relationship, such that firms with higher goodwill impairment losses receive lower credit ratings. Additional tests considering market conditions, changes over time, and addressing endogeneity support this finding. This study contributes to the literature on goodwill impairment and bond credit ratings by being the first to directly examine the relationship between the two at the firm level. The findings suggest that credit rating agencies may use goodwill impairment information when assessing firm creditworthiness.
This presentation was given at the Regent Law Summit in Norfolk, Virginia on May 17, 2013. It summarizes the changes occurring in the legal profession from the end of World War II to the present. It also reviews trend data and entry of nonlawyer entrepreneurs in the legal industry. The presentation ends with a discussion of the implications for legal education.
EY Reining-in-sexual-harassment-at-the-workplace-in-india surveyAkhilesh Krishnan
1) A survey by EY finds that while many companies have taken initial steps to comply with India's law against sexual harassment, such as forming internal committees, true compliance and awareness remains low.
2) Areas that require more work include training internal committee members, publicizing consequences of harassment, and ensuring employees understand their rights and reporting procedures.
3) Non-compliance can result in penalties for companies, but handling complaints properly is also important to avoid reputational damage from mishandled cases.
Meeting the challenges of international expansionElric Legloire
The document discusses the challenges that companies face when expanding internationally, including regulatory compliance, tax structure, and finding and managing talent in foreign countries. It reports the results of a survey of CFOs where the majority identified legal/HR/tax issues as significant barriers. While companies are seeking to expand abroad, setting up foreign operations presents difficulties in staffing, compliance, and supporting growth. For these reasons, the document recommends that companies partner with a global Professional Employer Organization that can help navigate local laws and regulations to more smoothly establish international operations.
This document provides an overview and executive summary of retail marketing in India. It discusses how the Indian retail industry is beginning to evolve with growing affluence and changing demographics. Department stores are emerging as a popular shopping option for their convenience and variety. The document examines store retailing like department stores and non-store retailing options. It aims to study the factors influencing customers' visits and purchases at department stores in Delhi. Research found department stores are becoming a top priority for busy customers seeking convenience and exposure to products under one roof. Stores work to convert first-time to repeat customers through relationships.
This document provides background information and the marketing plan for Cost Cutter, an innovator in mass retailing in Sylhet, Bangladesh. It outlines Cost Cutter's vision to improve customer lives through quality products and services. The marketing plan details objectives to grow the Bangladesh core business and be a strong retailer in superstores. It also includes a PESTEL analysis, competitor analysis, segmentation and targeting, store location selection, SWOT analysis, and trading area development and mapping. The overall goal of the plan is to establish Cost Cutter as the preferred superstore retailer in Sylhet and eventually nationwide.
Report on Business Plan on UNISTORE, a Retail Superstore [Elegant (VII)]Md. Abdur Rakib
This is a Report on Business Plan on UNISTORE, a Retail Superstore prepared by group Elegant (VII).
To introduce a new era of business module in Bangladesh, we 7 friends are going to establish a retail superstore named UNISTORE, a unique, universal and versatile sales floor. It generally provides almost every kind of consumer goods. To make it successful we have chosen both developed and developing regions of Dhaka city but we will inaugurate 1 outlet initially. Our form of organization will be general partnership.
Since we will pose general partnership we ourselves will serve every kind of management functions. Besides, we are highly experienced and linked with various financial organizations which will help us getting loan and monetary backup. We have a few other strengths which are more enough to drive our weaknesses. Moreover, we have corporate lobbying so that we can acquire strategic and competitive advantage.
On the other hand, we have a unique value proposition “Buy green, live green” so that customers can use products in an environment friendly manner. We will not only sell quality products and services but also values and trust. Thus, we would like to capture 22% market share within 2 years. We consider some of our basic characteristics as a criterion of becoming successful in the market environment.
We are the first to start a superstore including almost all kinds of variety goods.
Almost every kind of consumer goods and services will be available in our sales floor.
E-Marketing (Electronic Marketing) system.
Skillful, devoted, friendly, and committed employees.
Strategic partnership with various banks, leasing companies and insurance companies.
Corporate lobbying which provides opportunity to supply materials for employees.
We shall require tk. 85.67 crore or 856.7 million tk. as our total cost of business set up. We shall count on investors on our business & loans from various sources which will be paid in different periods. Our business plan is focused on long term planning to capture a huge market share and eventually become market leader and dominant in this sort of businesses.
- Asda is a major UK supermarket chain that was acquired by American retailer Walmart in 1999. It operates various store formats across the UK and has over 150,000 employees.
- Asda aims to offer customers a wide range of products at low prices. It has developed a new marketing strategy focusing on quality and freshness rather than just low cost, as customers were less responsive to only price-focused messaging.
- Asda faces pressures in maintaining competitive prices and quality while competing against other retailers, both brick-and-mortar and online. Its SWOT analysis identifies low prices as a strength but also potential weaknesses in food quality and threats from price competition.
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
Chase up is a retail chain that started operations in Multan, Pakistan in June 2014. It offers a wide range of products including clothing, footwear, home goods, and more. Chase up aims to maximize customer convenience and plans to expand by opening more stores. The company's vision is to be a pioneer in Pakistani retail and provide good quality, low-priced products through continuous innovation. Chase up works to develop its employees and contribute to Pakistan's economic growth. One of its goals is to offer wholesale prices and a comfortable shopping environment for customers.
Case study - Spinneys: a supermarket for everyone?Zin Nii
1) The document discusses Spinneys, a supermarket chain in the Middle East. It outlines how the diversity of Dubai's population in terms of gender, age, ethnicity, and income can influence Spinneys' marketing strategy.
2) It then examines how people's lifestyles influence consumption behavior towards organic products. Key lifestyle factors discussed are values, social class, age, culture, and household.
3) The document suggests the Roy Morgan lifestyle measurement system would be most suitable for Spinneys in the UAE. This system segments populations based on attitudes, allowing Spinneys to modify its marketing strategy to appeal to different groups.
Presentation on Business Plan on UNISTORE, a Retail Superstore [Elegant (VII)]Md. Abdur Rakib
This a presentation on Business Plan for UNISTORE, a Retail Superstore prepared by group Elegant (VII)
Based on the study of Business Plan under CRM course.
Reed Supermarket is facing decreasing sales and rising threats from competitors. The document analyzes reasons for declining performance and provides solutions to increase market share to 16% including focusing on high-end customers, differentiating products through quality, convenience and private labels, and reinforcing the brand through promotion. Competitors are segmented into high and low threats with strategies outlined to combat each.
This document summarizes research on superstore business expansion in Bangladesh. It outlines relevant background literature on the shift from traditional stores to organized superstores. Factors driving this shift include increasing education and exposure to brands/products through TV, as well as social changes like more nuclear families and working couples demanding convenience. The success of superstores can be attributed to offering one-stop shopping for various goods and services, appealing to time-poor consumers. The research aims to identify the most important factors for Bangladeshi consumers in choosing a superstore and their satisfaction with existing options.
This document provides an overview of the retail industry in India. It discusses that while the majority of retail in India is still unorganized, the organized retail sector is growing rapidly at around 25-30% annually. Key factors driving this growth include rising incomes, changing consumer preferences, and the entry of large domestic and international retailers. The organized retail sector is expected to increase its market share from the current 2% to around 15-20% over the next decade. This represents a significant opportunity for the growth of organized retail in India.
Ekta Kapoor founded Balaji Telefilms in 1994 and changed the Indian television industry. Initially, her shows struggled but she eventually found success with family dramas like "Kyunki Saas Bhi Kabhi Bahu Thi". This made her a dominant force in television. However, she also faced criticism for promoting regressive gender roles. Her entrepreneurial success is attributed to understanding audience preferences, managing costs, and maintaining control over production.
This ESL lesson is for beginner level English language learners. It provides information about learning English online at the website www.elcivics.com. The lesson aims to teach basic English skills to newcomers getting started with the language.
Sumit Patel owns Summit grocery store which currently earns Rs. 2 lakh per month. The business plan aims to expand the store to over 25,000 square feet and increase annual sales to Rs. 50 lakh. Key strategies include focusing on customer satisfaction, maintaining clean facilities, friendly service, and building relationships. The plan outlines marketing, operations, financial, and organizational aspects such as targeting local families, home delivery, competitive pricing, and hiring qualified employees. An investment of Rs. 20 lakh from ICICI bank will help fund the expansion goals.
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
Project report on retail marketing in indiaGaurav Tyagi
This document provides an overview and analysis of retail marketing in India. It discusses how the Indian retail industry is evolving in line with other large economies. Organized retail currently accounts for about 2% of the market but is projected to grow significantly. The document examines factors driving retail growth in India like rising incomes and exposure to global products. It also outlines the different retail formats that have emerged like department stores and analyzes parameters that influence customers' visits to departmental stores.
The document provides an executive summary and introduction about organized retail stores in India. It discusses that organized retail stores are market leaders in retailing that have been successful in upgrading consumers and introducing new products. It also discusses that most respondents prefer branded products and purchase items based on brand name. The document then discusses the importance of customer satisfaction for businesses in a competitive marketplace.
Infosys is an Indian IT services company founded in 1981 by N.R. Narayana Murthy. It provides business consulting, software engineering, and outsourcing services. Infosys has partnerships with companies like Microsoft and Oracle. It has received awards for being one of the best managed companies in Asia and for its innovative cloud ecosystem hub. Infosys has grown from a small startup to one of the largest IT services companies in the world through successful execution of its business model and redefining customer needs in the industry.
1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
Akbarally's was established in 1897 as a pharmaceutical company and later opened India's first department store in 1957. They aim to revive their brand and become the best retail outlet in India through remarketing efforts. Their marketing mix includes offering clothing, cosmetics and accessories at various price points. Their initial outlet will be located in Bandra, Mumbai with plans for expansion. Promotional activities will include print, digital and SMS advertising totaling around Rs. 90 lakhs. The target market segments are middle class and higher income individuals in Mumbai. Future plans include new outlets across India and extending product lines.
MBA 665 Final Project Milestone Three Guidelines and Rubric .docxtienboileau
MBA 665 Final Project Milestone Three Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone Three you will submit the
Analysis section of your final project, which is Section II of the critical elements. Your analysis should include answers to all the questions in the Analysis section
on business environment, sustainability, internal resources, communication, company image, response, impact, and external resources.
Specifically, the following critical elements must be addressed:
I. Analysis: After submitting your overview, your boss is having second thoughts about bringing Jack Harris and his firm, Crisis Consulting, on board. Before
he makes his final decision he has asked you to provide him with a thorough analysis of the situation faced by your business. He asks you to prepare a
memorandum to him (the CEO) analyzing the situation that your business faces as well as the resources that are available to it. Address the following:
A. Business Environment: Based on your analysis of the governmental action or political challenge, what will be the impact of the governmental
action or political challenge on the business’s financial situation and operations? Does the action represent an opportunity or a threat?
B. Sustainability: Based on your analysis of the governmental action or political challenge, how will the governmental action or political challenge
impact the sustainability of the business?
C. Internal Resources: Evaluate the internal resources of the company, including the business project teams that are available to respond to the
opportunity or threat. In other words, is the business adequately organized to address the opportunity or threat?
D. Communication: How has information about the situation been communicated to various stakeholders? For example, have any public hearings
been held? Have the radio, newspapers, or social media been used?
E. Company Image: Assess how the situation has affected the company’s public image. Has the impact been primarily positive or negative? If the
impact has been primarily negative, what are the positive aspects in addition to the negative aspects? If the impact has been primarily positive,
what are the negative aspects in addition to the positive aspects?
F. Response: What are the potential courses of action to respond to the situation in the current macroeconomic and business environment? In
other words, what is the range of options for the business in this situation?
G. Impact: How will these courses of action impact the business? Make sure to consider both short- and long-term impacts, including operational,
financial, and ethical implications.
H. External Resources: Evaluate the roles and functions of third parties or external resources in the situation. Consider questions such as these in
your response: How will lobbyists be involved in the situation? .
The document provides steps for requesting writing assistance from HelpWriting.net:
1. Create an account by providing a password and email address.
2. Complete a 10-minute order form providing instructions, sources, deadline, and attaching a sample work.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit.
4. Ensure the paper meets expectations and authorize full payment, or request revisions for free.
5. Multiple revisions are allowed to ensure satisfaction, and plagiarized work results in a full refund.
Report on Business Plan on UNISTORE, a Retail Superstore [Elegant (VII)]Md. Abdur Rakib
This is a Report on Business Plan on UNISTORE, a Retail Superstore prepared by group Elegant (VII).
To introduce a new era of business module in Bangladesh, we 7 friends are going to establish a retail superstore named UNISTORE, a unique, universal and versatile sales floor. It generally provides almost every kind of consumer goods. To make it successful we have chosen both developed and developing regions of Dhaka city but we will inaugurate 1 outlet initially. Our form of organization will be general partnership.
Since we will pose general partnership we ourselves will serve every kind of management functions. Besides, we are highly experienced and linked with various financial organizations which will help us getting loan and monetary backup. We have a few other strengths which are more enough to drive our weaknesses. Moreover, we have corporate lobbying so that we can acquire strategic and competitive advantage.
On the other hand, we have a unique value proposition “Buy green, live green” so that customers can use products in an environment friendly manner. We will not only sell quality products and services but also values and trust. Thus, we would like to capture 22% market share within 2 years. We consider some of our basic characteristics as a criterion of becoming successful in the market environment.
We are the first to start a superstore including almost all kinds of variety goods.
Almost every kind of consumer goods and services will be available in our sales floor.
E-Marketing (Electronic Marketing) system.
Skillful, devoted, friendly, and committed employees.
Strategic partnership with various banks, leasing companies and insurance companies.
Corporate lobbying which provides opportunity to supply materials for employees.
We shall require tk. 85.67 crore or 856.7 million tk. as our total cost of business set up. We shall count on investors on our business & loans from various sources which will be paid in different periods. Our business plan is focused on long term planning to capture a huge market share and eventually become market leader and dominant in this sort of businesses.
- Asda is a major UK supermarket chain that was acquired by American retailer Walmart in 1999. It operates various store formats across the UK and has over 150,000 employees.
- Asda aims to offer customers a wide range of products at low prices. It has developed a new marketing strategy focusing on quality and freshness rather than just low cost, as customers were less responsive to only price-focused messaging.
- Asda faces pressures in maintaining competitive prices and quality while competing against other retailers, both brick-and-mortar and online. Its SWOT analysis identifies low prices as a strength but also potential weaknesses in food quality and threats from price competition.
- Reed's is a mid-sized regional grocery store chain established in 1939 with 192 stores in Ohio.
- It faces intense competition from lower, mid, and higher priced grocery store chains in the Columbus, Ohio metropolitan area.
- Key trends in the grocery industry are decreasing customer loyalty, an increase in fill-in trips rather than stock-up trips, and a rise in private label foods and value over brand influence.
Chase up is a retail chain that started operations in Multan, Pakistan in June 2014. It offers a wide range of products including clothing, footwear, home goods, and more. Chase up aims to maximize customer convenience and plans to expand by opening more stores. The company's vision is to be a pioneer in Pakistani retail and provide good quality, low-priced products through continuous innovation. Chase up works to develop its employees and contribute to Pakistan's economic growth. One of its goals is to offer wholesale prices and a comfortable shopping environment for customers.
Case study - Spinneys: a supermarket for everyone?Zin Nii
1) The document discusses Spinneys, a supermarket chain in the Middle East. It outlines how the diversity of Dubai's population in terms of gender, age, ethnicity, and income can influence Spinneys' marketing strategy.
2) It then examines how people's lifestyles influence consumption behavior towards organic products. Key lifestyle factors discussed are values, social class, age, culture, and household.
3) The document suggests the Roy Morgan lifestyle measurement system would be most suitable for Spinneys in the UAE. This system segments populations based on attitudes, allowing Spinneys to modify its marketing strategy to appeal to different groups.
Presentation on Business Plan on UNISTORE, a Retail Superstore [Elegant (VII)]Md. Abdur Rakib
This a presentation on Business Plan for UNISTORE, a Retail Superstore prepared by group Elegant (VII)
Based on the study of Business Plan under CRM course.
Reed Supermarket is facing decreasing sales and rising threats from competitors. The document analyzes reasons for declining performance and provides solutions to increase market share to 16% including focusing on high-end customers, differentiating products through quality, convenience and private labels, and reinforcing the brand through promotion. Competitors are segmented into high and low threats with strategies outlined to combat each.
This document summarizes research on superstore business expansion in Bangladesh. It outlines relevant background literature on the shift from traditional stores to organized superstores. Factors driving this shift include increasing education and exposure to brands/products through TV, as well as social changes like more nuclear families and working couples demanding convenience. The success of superstores can be attributed to offering one-stop shopping for various goods and services, appealing to time-poor consumers. The research aims to identify the most important factors for Bangladeshi consumers in choosing a superstore and their satisfaction with existing options.
This document provides an overview of the retail industry in India. It discusses that while the majority of retail in India is still unorganized, the organized retail sector is growing rapidly at around 25-30% annually. Key factors driving this growth include rising incomes, changing consumer preferences, and the entry of large domestic and international retailers. The organized retail sector is expected to increase its market share from the current 2% to around 15-20% over the next decade. This represents a significant opportunity for the growth of organized retail in India.
Ekta Kapoor founded Balaji Telefilms in 1994 and changed the Indian television industry. Initially, her shows struggled but she eventually found success with family dramas like "Kyunki Saas Bhi Kabhi Bahu Thi". This made her a dominant force in television. However, she also faced criticism for promoting regressive gender roles. Her entrepreneurial success is attributed to understanding audience preferences, managing costs, and maintaining control over production.
This ESL lesson is for beginner level English language learners. It provides information about learning English online at the website www.elcivics.com. The lesson aims to teach basic English skills to newcomers getting started with the language.
Sumit Patel owns Summit grocery store which currently earns Rs. 2 lakh per month. The business plan aims to expand the store to over 25,000 square feet and increase annual sales to Rs. 50 lakh. Key strategies include focusing on customer satisfaction, maintaining clean facilities, friendly service, and building relationships. The plan outlines marketing, operations, financial, and organizational aspects such as targeting local families, home delivery, competitive pricing, and hiring qualified employees. An investment of Rs. 20 lakh from ICICI bank will help fund the expansion goals.
A project report on retail industry in indiaProjects Kart
The document provides an overview of the retail industry in India. It discusses how retail is a large industry in India, accounting for 10% of GDP. It also describes how the retail industry is at an inflection point, with organized retail and consumption growth set to increase significantly. This is driven by India's young population and growing urbanization. The document then covers differences between organized and unorganized retail sectors in India, and how organized retail is growing and spreading, led initially by supermarket chains in Southern India.
Project report on retail marketing in indiaGaurav Tyagi
This document provides an overview and analysis of retail marketing in India. It discusses how the Indian retail industry is evolving in line with other large economies. Organized retail currently accounts for about 2% of the market but is projected to grow significantly. The document examines factors driving retail growth in India like rising incomes and exposure to global products. It also outlines the different retail formats that have emerged like department stores and analyzes parameters that influence customers' visits to departmental stores.
The document provides an executive summary and introduction about organized retail stores in India. It discusses that organized retail stores are market leaders in retailing that have been successful in upgrading consumers and introducing new products. It also discusses that most respondents prefer branded products and purchase items based on brand name. The document then discusses the importance of customer satisfaction for businesses in a competitive marketplace.
Infosys is an Indian IT services company founded in 1981 by N.R. Narayana Murthy. It provides business consulting, software engineering, and outsourcing services. Infosys has partnerships with companies like Microsoft and Oracle. It has received awards for being one of the best managed companies in Asia and for its innovative cloud ecosystem hub. Infosys has grown from a small startup to one of the largest IT services companies in the world through successful execution of its business model and redefining customer needs in the industry.
1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
Akbarally's was established in 1897 as a pharmaceutical company and later opened India's first department store in 1957. They aim to revive their brand and become the best retail outlet in India through remarketing efforts. Their marketing mix includes offering clothing, cosmetics and accessories at various price points. Their initial outlet will be located in Bandra, Mumbai with plans for expansion. Promotional activities will include print, digital and SMS advertising totaling around Rs. 90 lakhs. The target market segments are middle class and higher income individuals in Mumbai. Future plans include new outlets across India and extending product lines.
MBA 665 Final Project Milestone Three Guidelines and Rubric .docxtienboileau
MBA 665 Final Project Milestone Three Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone Three you will submit the
Analysis section of your final project, which is Section II of the critical elements. Your analysis should include answers to all the questions in the Analysis section
on business environment, sustainability, internal resources, communication, company image, response, impact, and external resources.
Specifically, the following critical elements must be addressed:
I. Analysis: After submitting your overview, your boss is having second thoughts about bringing Jack Harris and his firm, Crisis Consulting, on board. Before
he makes his final decision he has asked you to provide him with a thorough analysis of the situation faced by your business. He asks you to prepare a
memorandum to him (the CEO) analyzing the situation that your business faces as well as the resources that are available to it. Address the following:
A. Business Environment: Based on your analysis of the governmental action or political challenge, what will be the impact of the governmental
action or political challenge on the business’s financial situation and operations? Does the action represent an opportunity or a threat?
B. Sustainability: Based on your analysis of the governmental action or political challenge, how will the governmental action or political challenge
impact the sustainability of the business?
C. Internal Resources: Evaluate the internal resources of the company, including the business project teams that are available to respond to the
opportunity or threat. In other words, is the business adequately organized to address the opportunity or threat?
D. Communication: How has information about the situation been communicated to various stakeholders? For example, have any public hearings
been held? Have the radio, newspapers, or social media been used?
E. Company Image: Assess how the situation has affected the company’s public image. Has the impact been primarily positive or negative? If the
impact has been primarily negative, what are the positive aspects in addition to the negative aspects? If the impact has been primarily positive,
what are the negative aspects in addition to the positive aspects?
F. Response: What are the potential courses of action to respond to the situation in the current macroeconomic and business environment? In
other words, what is the range of options for the business in this situation?
G. Impact: How will these courses of action impact the business? Make sure to consider both short- and long-term impacts, including operational,
financial, and ethical implications.
H. External Resources: Evaluate the roles and functions of third parties or external resources in the situation. Consider questions such as these in
your response: How will lobbyists be involved in the situation? .
The document provides steps for requesting writing assistance from HelpWriting.net:
1. Create an account by providing a password and email address.
2. Complete a 10-minute order form providing instructions, sources, deadline, and attaching a sample work.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit.
4. Ensure the paper meets expectations and authorize full payment, or request revisions for free.
5. Multiple revisions are allowed to ensure satisfaction, and plagiarized work results in a full refund.
This is First Round's effort to provide an in-depth snapshot of what founders across the entire tech ecosystem are thinking and doing, what they're excited about and worried about, and how they're seeing the market. We surveyed venture-backed founders from everywhere — less than 25% from the First Round community — and received over 500 responses, volunteering their experience and opinions.
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
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The disadvantages far outweigh the advantages of offshoring software development. What on paper often seems cost-effective and feasible, entails many costs that do not surface until a year or two later. Reversing, such a process will incur additional exponential costs.
Yum! Brands is looking to expand into Ghana but faces challenges regarding permits and corruption. Ghana requires a $1000 permit per store, but only processes 2 permits per submitter annually. A local intermediary offers to handle permits for a $1500 fee per permit and can obtain 10 permits annually. Yum! must determine whether to enter Ghana, which brands to use, how to build market position, whether to hire the intermediary, and how to address corruption concerns. They seek recommendations on their Ghana strategy that address these issues.
Week 1 Assignment
Gwen Geever
FIN512
Professor Gerard Becker
March 9, 2014
Chapter 1: Exercises/Problem #1 pp.33-34
A. Phil Young’s venture of his Pedal Pushers is in the development stage. This idea is a concept that is looking for prototype capital for development and marketing. At this development stage of the process Phil will need to seek funding form family and/or friends which are the typical starting point for a venture at this stage. Another possible avenue that could be taken with this is taking on personal loans or liquating personal assets to fund his new venture.
B. Petal Providers is entering the rapid growth stage. Since the venture is already established sizable revenue of $1 million last year is set to expect $3 million this year followed by $15 million the following year with additional stores. At this stage Patel Providers firm could look for external funding sources. These second round finances could be suppliers, business operations, commercial banks and investment bankers.
Chapter 2: Exercises/Problem #2 A-C & E p.70
A. ROA (return on assets) is net after-tax profit divided by total assets (Leach, Pg. 58). That being said the ROA for each venture would be as follows:
Venture XX – 0.1 or 10% (5% x 2.0)
Venture YY - 0.75 or 75% (25% x 3.0)
Venture ZZ – 0.15 or 15% (15% x 1.0)
B. Strong entrepreneurial ventures have high margins and sell unique goods or services. Using that I would suggest that Venture YY has the strongest entrepreneurial venture opportunity. Due to the fact that it’s ROA is the highest at 75%.
C. Since commodity type business has low profit margins and the only reasonable ROA that can be achieved by selling goods or services in large volumes. Using the data retrieved form section A it looks to be as though Venture ZZ has the lowest ROA and is more of a commodity type business.
E. Using the chart on page 54 which is the potential attractiveness chart each venture would rate as follows:
Venture XX – Falls right on the line between an average and low, it is 10% which is still in the average category but is also on the higher side of the low category, I would score it average (2)
Venture YY – High (3)
Venture ZZ – Average (2)
Chapter 2: LearnRite.com Mini Case questions p.74
A. Based on the information that revenues for 2011 are at $1 billion and are expected to grow at the rate of 30% annually the projected industry sales for children’s software through 2015 is $2.8561 billion.
B. Using excel calculating the year-to-year sales growth rate for LearnRite, we take the current year annual sales subtracted by last year’s annual sales all divided by last year’s sales. The numbers work out as follows: 2012-860%, 2013-213.54%, 2014-125.25%, and 2015-79.06%. Using this same data the compound growth rate over for the following years is 2012-860%, 2013-1405%, 2014-2160%, and 2015-2935%.
C. LearnRite’s expected market share is as follows, 2011-0.10%, 2012-0.74%, 2013-1.78%, 2014-3.09%, 2015-4.25%. This .
Fraud and corporate governance changing paradigm in India 2012EY
This report offers a perspective on the bribery landscape across Europe, the Middle East, India and Africa (EMEIA), including enforcement trends, risks for businesses to be aware of and mitigating steps companies may want to consider.
For further information on EY's fraud investigation and dispute services, please visit: http://www.ey.com/IN/en/Services/Assurance/Fraud-Investigation---Dispute-Services
In a survey of 360 executives conducted for the report, those who believe that national data privacy regulation is a benefit outnumber those who say it is a burden by 3 to 2 (cited by 33% and 20% respectively).
The results, however, do depend on local context. In Singapore almost one-half (48%) of executives say regulation is a benefit while the equivalent number in Hong Kong is less than half of that (22%).
These are among the key findings of Finding their way: Corporates, governments and data privacy in Asia, which examines the views of business on data privacy regulation in the region. The report was sponsored by SafeNet.
Overall, only one-third (33%) of Asian executives agree that data privacy regulations limit corporate opportunities, but again the numbers vary according to jurisdiction.
For instance, almost twice as many executives in Singapore (42%) believe current policies are a barrier to growth as in India (22%). It is likely that perceived levels of enforcement within countries play a role as companies in a weak environment may take advantage of this at the expense of consumers. In fact, three-quarters (75%) of Indian executives say consumers in their country don’t seem to care about data privacy, which encourages aggressive companies to take risks.
Just 59% of Asian executives believe government regulators in their country have a high level of knowledge about data privacy regulations. In India only 38% of executives cite a high level of awareness among regulators.
1. The report analyzes recruitment of front line sales employees at Future Generali Life Insurance. It found high attrition and challenges in acquiring new talent.
2. Direct competition mapping identified strengths and weaknesses of Future Generali compared to competitors. It found Future Generali provided fewer leads to employees and had longer turnaround times than peers.
3. Recommendations included outsourcing hiring, reducing turnaround time, providing more leads to employees, and lowering sales targets to improve recruitment and retention.
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Similar to Analyze the China market - interview issues (20)
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Analyze the China market - interview issues
1. | 1
Analyze the 2013 China market, interview issues
and suggestions
Research and analyse by Marc Chien
marchient@gmail.com
2. | 2
Aim:
To achieve strategic telephone interview research, make a new view and strategy of China
market.
Purpose:
A whole picture of the China market from the interviews has been achieved in 2013. The
China team needs more support and seek good ideas for 2014. By analysing different
responses form firms’ owner type background, also have evidence to help the team to
understand the issues and solve them.
Analysing respond samples of ‘owner type’ can help the team better understand what kind
of business culture we are dealing with. China has it own unique economic structure; what
can the team do? What kinds of new samples do we need? What can we do to create a
better situation?
This analysis report takes business owner types as main centre focus to investigate how this
impacts on our interviews. In the future, how much and how far we can approach the legal
GC/manager/decision maker, because of the unique market structure.
Analysis
The analysis points from samples:
The firms’ owner types
Owner types vs. phone call result
Owner types vs. success interview
Owner types vs. refused interview
Owner types vs. unfinished- appointment interview
Compare the response in different type firms
Analyze the China top25 research firms
3. | 3
WIPO HC&HW Mix PO SO
91
32 31
189
492
The China samples - owner types
Category Quantities
WIPO( west investment - privately owned) 91
HC&HW(half state & half west investment ) 32
Mix (State + other Asia countries ) 31
PO(Privately owned) 189
SO(state-owned) 492
Figure 1 The China sample owner types over view
4. | 4
8 5 5
22
42
15
7 10
43
108
53
12 10
65
141
WIPO HC&HW Mix PO SO
Compare the response in different types firms
I R UF
Category stats
I (interviewed) R (refused) UF(unfinished -
Appointment)
WIPO( west investment - privately owned) 8 15 53
HC&HW(half state & half west investment ) 5 7 12
Mix (State + other Asia countries ) 5 10 10
PO(Privately owned) 22 43 65
SO(state-owned) 42 108 141
Figure2 The response status in different types firms
5. | 5
WIPO HC&HW Mix PO SO
Success % 10% 20% 20% 16% 14%
0%
5%
10%
15%
20%
25%
Success %
Category stats total Success %
I (interviewed) R (refused) UF(unfinished -
appointment)
WIPO 8 15 53 76 8/76 - 0.1 10%
HC&HW 5 7 12 24 5/24 - 0.2 20%
Mix 5 10 10 25 5/25 - 0.2 20%
PO 22 43 65 130 22/130 - 0.16 16%
SO 42 108 141 291 42/291 - 0.14 14%
Success %
WIPO( west investment - privately owned) 10%
HC&HW(half state & half west investment ) 20%
Mix (State + other Asia countries ) 20%
PO(Privately owned) 16%
SO(state-owned) 14%
Figure 4 The successful interview firms' type in China
Figure 2 The response status in different types firms
6. | 6
WIPO HC&HW Mix PO SO
Refused % 19% 29% 40% 33% 37%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Refused %
Category stats total Refused %
I (interviewed) R (refused) UF(unfinished -
appointment)
WIPO 8 15 53 76 15/76 - 0.19 19%
HC&HW 5 7 12 24 7/24 - 0.29 29%
Mix 5 10 10 25 10/25 - 0.4 40%
PO 22 43 65 130 43/130 - 0.33 33%
SO 42 108 141 291 108/291 - 0.37 37%
Refused %
WIPO( west investment - privately owned) 19%
HC&HW(half state & half west investment ) 29%
Mix (State + other Asia countries ) 40%
PO(Privately owned) 33%
SO(state-owned) 37%
Figure 5 The refused interview firms' type in China
Figure 2 The response status in different types firms
7. | 7
WIPO HC&HW Mix PO SO
UF(unfinished -appointment) % 70% 50% 40% 50% 48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
UF(unfinished -appointment) %
Category stats total UF(unfinished -
appointment) %
I (interviewed) R (refused) UF(unfinished -
appointment)
WIPO 8 15 53 76 53/76 - 0.70 70%
HC&HW 5 7 12 24 12/24 - 0.5 50%
Mix 5 10 10 25 10/25 - 0.4 40%
PO 22 43 65 130 65/130 - 0.5 50%
SO 42 108 141 291 141/291 - 0.48 48%
UF(unfinished -appointment) %
WIPO( west investment - privately owned) 70%
HC&HW(half state & half west investment ) 50%
Mix (State + other Asia countries ) 40%
PO(Privately owned) 50%
SO(state-owned) 48%
Figure 6 The unfinished appointment in China
Figure 2 The response status in different types firms
8. | 8
State-own firms
Figure1 is an overview about the business firms’ ownership structure in China. The Chinese market
has a very special economy type. The biggest of domestic business Shareholder is the government,
especially on transportation, banking, financial service, medicine, natural resources, telecoms, and
car manufacturing. State-owned business have 59% in the Chinese sample, however we only got a
14% interview success rate (Figure 4), 37% of the refused category is the second highest figure in the
China sample (Figure 5), the second lowest position on 48% (Figure 6) unfinished appointment,
which also means it is the second highest chance to approach state-owned legal department .
Of The top 500 firms in China, a large percentage are owned by the government (local /centre), and
a lot of these companies have a one $billion revenue on “Sharplegal” target. There are two main
types of business focus in state-own firms, focus 1, China/ local only; focus 2, attempt to become
an international and global firm, the reason for this is because the ownership type has an affect on
our interview results.
What is the impact? The focus 1(China/local only), most of them only use an In-house legal
department, the legal matters have to be done by very high level security, because they are state-
own business, and also the government has the highest legal authority; they can deal with legal
matters by department to department; sometimes they do not need any legal counsels. There are
some cases our interview has been refused, because they do not hire an external legal firm or do not
have a legal department.
Are there any other reasons why the Chinese interview team did not get more interviews from
states-owned firms? Yes, there is one more main reason, also shared with focus 2 (international and
global); it is about Acritas’s reputation, they did not know who Acritas is, many of them only have
limited English ability, and also do not have the time to read all the information from Acritas website.
The Chinese government has very powerful authority to make state-owned firms’ staff to be very
careful about opinions on company matters. They ask us to send a traditional mail or fax to
introduce Acritas and Sharplegal project. They do not usually fully understand who we are and what
we want for them, just by reading the Email or fax we send to them. When we present Acritas by
talking on the phone, they can get better understanding of us, better than Email or fax; however we
only can get a short window time talk to them, sometimes having to call back do it again and again.
There is also an issue, some of the firms do not use company’s personal Email or only provide a
general Email. They did not know about Acritas, they can’t trust us; because of the freedom of
speech is still very limited in these types of firms. If this project can be approved by any government
department/legal organization/ government owned organization, it will be a great bridge to our
project.
The focus 2 (international and global); these companies hire external legal firms; we also got a good
number to agree to our interviews. However, some of them already had been interviewed in the
past two years; they did not want to do it again. In the past the free report was only in English, we
did not receive too much positive feedback. When we had conversation with them, some of them
did not get free report Email, or some of them are too busy to read it or click the link and the
9. | 9
content of report did not fully satisfy. A few responders mentioned, they would be willing to buy the
report when they need it.
Privately-owned firms
Figure1, Privately-owned firms is the second largest number in the China sample, it has 23%. These
samples only achieved a 16% as second lowest success interview, 33% refused (Figure 5), and 50%
(Figure 6) as second highest unfinished appointment in 2013. This category still has a high number
of refused and unfinished appointments; successful interview figures are located in the middle of
figure1. In general over view of privately-owned firms, there is a 49% (16% success +33% refused)
chance of talking to the legal department, this is very close to the state-owned firms at 51% (14%
success +37% refused), the reach responders percentage was around 50% ,however successful
interviews (State-own / Privately-owned )was only 15% each. In this case, can any similar issues be
improved by combining them together?
According to the conversations with responses, about 50% of them were not really sure if it will be a
safe interview or not and would not make a decision immediately; they will say “call me back when I
get free time, then I will do it”, this could take months to get the final answer from them. Some of
them are curious about an overseas interview and free report and not fully convinced by who Acritas
is. The interview team deliver all the information and show the resource which we can get from
Acritas to responders, it still is not enough for them to trust us; it will then become a chasing game
without guarantee of an interview.
On the other hand, there is additional support information available online for the responder about
Acritas; there are some websites still not legal in China; for example: LinkedIn, Facebook, and Google.
They can’t use these sites legally; they can only use a backdoor program to go on them sometimes.
The freedom of media is still very limited when related to news, social media groups and external
internet channels.
In China, when the legal matters decisions relate to money and authority In China, when the legal
matters decisions relate to money and authority, the final answer will come from a very high level of
authority (owner/ big shareholder). Sometimes even legal GC/manager can’t make a final decision; if
you can have a relationship with the high authority then you will get a better chance to win the deals.
“The relationship” is a very important weapon which can make a business deal become much easier
and get better results. If there was a relationship between Acritas and government/ association/
academia, it will become much easier to convince and good support points to get ‘a foot in the door’,
to approach the decision maker.
10. | 10
8 5 5
22
42
15
7 10
43
108
53
12 10
65
141
WIPO HC&HW Mix PO SO
Compare the response in different types firms
I R UF
Category stats
I (interviewed) R (refused) UF(unfinished -
Figure 2 The response status in different types firms
11. | 11
Analyze the China top 25 research firms
Top 25 main research companies in China, 2013
1. Ipsos (益普索) , location: Beijing http://www.ipsos.com.cn/en
2. TNS ,location: Beijing (Kantar group 北京特恩斯) http://www.tns-global.com.cn/
3. CVSC-TNSRESEARCH , location: Beijing (央视市场研究股份有限公司 CTR) http://www.tns-
global.com.cn/
4. AC-Nielsen ,location: Shanghai (AC 尼尔森中国) http://cn.en.nielsen.com/site/index.shtml
5. Horizon Research Consultancy Group ,location: Beijing (零点研究咨询集团) http://www.horizon-
china.com/?l=us-en
6. iResearch ,location: Shanghai (艾瑞咨询集团) http://www.iresearchchina.com/
7. HuiCong Research, location: Beijing (慧聪研究) http://www.hcr.com.cn/english/index.html
8. Dmworld ,location: Guangzhou (达闻通用市场研究有限公司)
http://www.dmworld.com.cn/eng/index.asp
9. GfK Group ,location: Beijing (捷孚凯市场咨询(中国)有限公司)
http://www.gfk.com/us/Industries/Pages/default.aspx
10. Intage China Inc ,location: Shanghai (INTAGE Group 英德知聯恒市场咨询(上海)有限公司)
http://www.intage-china.com/yingwenban/
11. Sinomonitor International ,location: Beijing (北京新生代市场监测机构有限公司)
http://www.sinomonitor.com/sinomonitor_en/
Appointment)
WIPO( west investment - privately owned) 8 15 53
HC&HW(half state & half west investment ) 5 7 12
Mix (State + other Asia countries ) 5 10 10
PO(Privately owned) 22 43 65
SO(state-owned) 42 108 141
12. | 12
12. Sino market research Ltd. ,location: Beijing ( 赛诺市场研究公司)
http://www.sino-mr.com/cn/
13. Beijing Pan- Asia Market Research Institute (PAMRI) ,location: Beijing (北京环亚市场研究社)
http://www.pamri.com/English/index.asp
14. United Research China ( URC), location: Guangzhou (广州市致联市场研究有限公司)
http://www.china-urc.com/en/
15. Diagaid marketing research , ,location: Shanghai ( 上海大正市场研究有限公司)
http://www.diagaid.com/emain.php
16. DATA100 ,location: Beijing (北京数字 100 市场咨询有限公司) http://en.data100.com.cn/
17. Selection market research group (SMR) ,location: Guangzhou (赛立信研究集团)
http://www.smr.com.cn/enindex.asp
18. All China Marketing Research Co. Ltd. ,location: Beijing (ACMR) (北京华通人商用信息有限公司)
http://www.acmr.com.cn/en/Advantages/About_us.html
19. Chear Mirror marketing research & consulting company Ltd. ,location: Guangzhou (广州明镜市场
研究咨询有限公司)http://www.cmmrchina.com/
20. OpenBook , location: Beijing (北京开卷信息技术有限公司)
http://www.openbook.com.cn/EN/
21. Consumer behaviour research (CBR) , location: Shanghai (简博市场研究有限公司)
http://www.cbr.com.cn/english/
22. Loya international, location: Guangzhou (诚予国际市场研究有限公司)http://www.dgchina.com/
23. Ims consulting group ,location: Shanghai (艾美仕市场调研咨询(上海)有限公司)
http://www.imshealth.com/portal/site/ims/
24. Datasea marketing research ,location: Beijing (北京勺海市场调查有限责任公司)
http://www.datasea.com.cn
13. | 13
In this analysis, it’s clear to see, there is a big space for professional legal research ,however some
media and legal associations have been doing small projects in the industry. (More detail can see
from “Sharplegal Project in the Chinese Market-It is time to make another move” by Ivy - Jing Qu)
14. | 14
Suggestion A
Acritas legal market service study co-seminar (China)
Aim: Support sharplegal interview team and build up company reputation within the
Chinese legal industry.
Purpose (Acritas):
In the Chinese sample, it is getting harder and harder to find the legal contact’s name and
phone number in order to reach them and do the interview. The companies’ switchboards
always ask us for the legal managers full name before they will transfer our call, or they
can’t transfer the call because their legal department have own direct phone-line and can’t
be transferred by the switchboard, we have to talk them directly. Most of time, we can’t
find any direct line from our online resources, some of the companies phone numbers are
incorrect on their own official website. Team China needs more accurate data. Team China
is seeking a new solution to improve the situation.
In general, In Chinese business culture and if the firm has a strong brand image, it will help
to open the door for future business. Because of the political culture, the state-owned
business or half western investment, the decision makers usually come from high level of
government management, it is very hard to approach them; the communication channel
usually is closed. If Acritas could build up a relationship with local Chinese
organization/media/ university, it could have some positive benefit to the shaplegal project.
The purpose of the seminar (enterprise & education sectors):
There are an increased number of Chinese companies expanding their business
internationally. At same time, they are also involved in wider legal matters which are related
to “Stock Listing”, “M&A”, “abroad law and norm”, “Intellectual property” and “commercial
contracts”. It starts from local to national then expands to International. To face the fast
moving business needs, how an in-house legal Department leader leads the team to become
stronger and improve efficiency.
There are more and more Chinese firms moving towards internationalization, whether it is a
domestic cooperation or overseas local matters; there is one main key point, which is the
cross culture communication, in-house legal counsels need some help to face overseas legal
matters and understand the legal cultural difference.
15. | 15
How about external law firms? What can they do to improve themselves to provide a better
Chinese legal market service? Such as satisfaction of expectations, a reasonable fee,
accuracy of the legal message, to have good knowledge related to clients’ industry matters
and provide high quality service. The legal department decision makers are looking forward
to having a good quality service from those law firms.
The purpose of this seminar can benefit legal sectors experience exchange. Whether the
legal cases are in China or worldwide, it could really help those firms’ needs in the future.
On the other side, international law firms can have a better understanding of the Chinese
legal market; the education sector can also take it into a study which is the future legal
market service, to help law students increase competitiveness.
Benefit (Acritas):
1) This co-seminar can hopefully help the interview team to get more accurate data,
also have a better project finishing time for 2014 shaplegal project (China).
2) Start to build up reputation and relationship with local firms in China.
3) To open potential new markets and clients in China.
4) New project for legal firms (international).
5) Take a market position(China)
16. | 16
Seminar (online conference video meeting)
Topic: The legal service market future trends and needs in future five years in China.
(Suggestion)
Hosting: Acritas, organization/media/ university in China
Location: UK. Acritas & China
Invited guests: Legal Dept. GC/ manager/decision maker
Consultants:
Legal service: International law firm/ senior legal consult
Education sector: university (UK/China)
Legal Dept. (firms): international firms’ GC
Process:
First stage: one to one telephone interview
Purpose: collect new data (shaplegal 2014+ seminar focus area) and analyze
centre questions
Interviewer: Acritas
Support partner: education sectors (send traditional invitation mails to the
enterprises)
Invited responder: The legal department decision maker (100 people)
Second stage: seminar meeting
Option one: Twenty (responders) as one group
The groups can divide by
“State-owned enterprises”,
“State-owned + western investment enterprises”
“Western investment enterprises”
Option two: One hundred (responders)
Location: UK vs. China or China
Meeting style: Video conferencing or face to face conferencing
17. | 17
Acritas
1. Accurate contact data
2. Reputation in China
3. Build up local relationship in China
4. Approach potential clients
5. Take a market position
1. Exchange experience with other
GC/manager
2. Exchange knowledge on
international legal matters
3. A across culture communication
in the international business
sectors.
There is an exclusive depth special
report on the media channel.
1. Study international and
national legal market needs.
2. Study a across culture legal
communication.
3. Support China legal industry, it
has good knowledge and global
connection to the market.
1. They could meet up with
potential clients.
2. Better understand what the
China legal market needs.
3. Build up local relationship in
China
Semina
University Media
International law firms Enterprises’ GC/ manager
Receive
Receive
Receive Receive
Receive
Telephone interview
Shaplegal interview
Co- host Co- host
Acritas
Education sectors International legal firms
Host
1. Mail Invitation (local)
2. Provide/ search more
local contacts
Sponsor
Co-partnership
18. | 18
Project role:
Acritas:
1. main host for the project
2. Propose the project to potential sponsor
3. Coordinate project
4. Telephone interview
International law firm:
1. Consultant in the seminar
2. Sponsor
Education sector:
1. Co-host project
2. Sending tradition mail, help to invite legal GC /decision maker
3. Local main host for the seminar (seminar location )
Media:
1. Support local commutation
2. Exclusive report
.