This document provides a case study on Vodafone's entry into the Chinese telecommunications market following China's entry into the World Trade Organization (WTO) in 2001. It discusses how China's telecom market was previously protected but opened to foreign competition after joining the WTO. It also examines Vodafone's strategy of partnerships and joint ventures in China, the barriers that inhibited its investments, and the joint venture between China Unicom and SK Telecom as a competitive strategy. The document concludes by covering the advantages and challenges of joint ventures and provides recommendations for China Telecom.
Ferrari Black traz para a linha Black a imagem rejuvenescida do poder de sedução. O frasco realça ainda mais a cor preta, relevando o mistério sedutor que envolve a fragrância. Sua assinatura em prata e vermelho finaliza a imagem com um toque de elegância.
CARACTERÍSTICAS:
- Marca: Ferrari
- Tipo: Masculino
- Família Olfativa: Cítrico amadeirado
- Composição: Toranja, maçã verde e anis estrelado, noz-moscada, cashmere e couro, vetiver energético e cedro, suavizado por musk.
- Concentração: Eau de toilette
- Peso líq. aproximado do produto (ml): 40ML
PERFUME:
Ferrari Black - Perfume Masculino Eau de Toilette 100ml
Ferrari Black traz para a linha Black a imagem rejuvenescida do poder de sedução. O frasco realça ainda mais a cor preta, relevando o mistério sedutor que envolve a fragrância. Sua assinatura em prata e vermelho finalliza a imagem com um toque de elegância. Depois de uma fuga elegante e cintilante de toranja, maçã verde e anis estrelado, os sentidos são atraídos por uma suave nota de coração, masculina de noz-moscada, cashmere e couro, profundo e poderoso, se expande para a sensualidade, quente e elegante de vetiver energético e cedro, suavizado por musk e irradiando auto-confiança masculinidade.
Peso 100 gramas
Ferrari Black traz para a linha Black a imagem rejuvenescida do poder de sedução. O frasco realça ainda mais a cor preta, relevando o mistério sedutor que envolve a fragrância. Sua assinatura em prata e vermelho finaliza a imagem com um toque de elegância.
CARACTERÍSTICAS:
- Marca: Ferrari
- Tipo: Masculino
- Família Olfativa: Cítrico amadeirado
- Composição: Toranja, maçã verde e anis estrelado, noz-moscada, cashmere e couro, vetiver energético e cedro, suavizado por musk.
- Concentração: Eau de toilette
- Peso líq. aproximado do produto (ml): 40ML
PERFUME:
Ferrari Black - Perfume Masculino Eau de Toilette 100ml
Ferrari Black traz para a linha Black a imagem rejuvenescida do poder de sedução. O frasco realça ainda mais a cor preta, relevando o mistério sedutor que envolve a fragrância. Sua assinatura em prata e vermelho finalliza a imagem com um toque de elegância. Depois de uma fuga elegante e cintilante de toranja, maçã verde e anis estrelado, os sentidos são atraídos por uma suave nota de coração, masculina de noz-moscada, cashmere e couro, profundo e poderoso, se expande para a sensualidade, quente e elegante de vetiver energético e cedro, suavizado por musk e irradiando auto-confiança masculinidade.
Peso 100 gramas
Global Learning Strategy for Chinese Multinational Companies (MNCs): Practice Makes Perfect by Dr. David Ming Liu of George Fox University at College of Economics and Management of Hainan University in PR China
Looking for a way to separate yourself from the crowd? Taking on an intrapreneurship mindset may be just the answer you need. This webinar delves into what intrapreneurship really means and how developing entrepreneurial characteristics can be beneficial to your career success. The webinar is presented by USQ staff member, Dr Paul Newbury.
To see more from the Beyond the Books Online Series, visit our website. https://www.usq.edu.au/webinars
Yulia Kossykh, Fronteir Economics - Incentives to invest in 5g - presentation...techUK
Yulia Kossykh, Fronteir Economics - Incentives to invest in 5g - presentation for techuk
Presented at the Cluster 1/4 UK Spectrum Policy Forum meeting
More information is available http://www.techuk.org/about/uk-spectrum-policy-forum
Global Learning Strategy for Chinese Multinational Companies (MNCs): Practice Makes Perfect by Dr. David Ming Liu of George Fox University at College of Economics and Management of Hainan University in PR China
Looking for a way to separate yourself from the crowd? Taking on an intrapreneurship mindset may be just the answer you need. This webinar delves into what intrapreneurship really means and how developing entrepreneurial characteristics can be beneficial to your career success. The webinar is presented by USQ staff member, Dr Paul Newbury.
To see more from the Beyond the Books Online Series, visit our website. https://www.usq.edu.au/webinars
Yulia Kossykh, Fronteir Economics - Incentives to invest in 5g - presentation...techUK
Yulia Kossykh, Fronteir Economics - Incentives to invest in 5g - presentation for techuk
Presented at the Cluster 1/4 UK Spectrum Policy Forum meeting
More information is available http://www.techuk.org/about/uk-spectrum-policy-forum
1. CASE STUDY:
VODAFONE TURNS EAST
International Management – Professor: Dr. Skarmeas
Tsolis Angelos,Vidali Eirini,Boula Alexandra,Chatziorfanou
Georgia,Danoglidou Ioanna
2. CONTENTS
• Case Study Abstract
• China’s entry into the WTO and the impact on Vodafone
• The impact on foreign telecommunications investment
• The factors that have inhibited Vodafone’s investment
• China Unicom joint venture with SK Telecom
• The advantages, challenges and effectiveness of the strategy
• Recommendations for China Telecom
3. CASE STUDY ABSTRACT
• Reconstruction of China’s telecommunications sector
• Before entering the WTO (2001), the market was protected from foreign
competition.
• Vodafone’s entry into the Chinese market
• Response of the Chinese telecommunication sector
• Benefits and challenges brought to the domestic firms
4. CHINA’S ENTRY INTO THE WTO AND THE IMPACT
ON VODAFONE
• Equity alliance with CMHK
• Partnership with SmarTone
• Advancements in product and research development
• Access to millions of subscribers
BUT…
5. THE FACTORS THAT HAVE INHIBITED
VODAFONE’S INVESTMENT
• Open policies further to increase investment
• Barriers that limit market access:
1. Enactment of a comprehensive telecommunications law
2. Establishment of a fair telecom regulator
3. Foreign investors are obligated to form partnerships with Chinese companies
4. Telecom equipment certificate process is time consuming and costly
5. 49% foreign ownership
6. The world’s highest capitalization fee
7. Resell license
8. Narrow definition of value-added activities license (e.g. PMRTS, VSAT)
6. THE IMPACT ON FOREIGN
TELECOMMUNICATIONS INVESTMENT
• Protected telecommunications market
• JVs between domestic and foreign firms
• Reluctance to loosen control
• Very low foreign investment
7. THE FACTORS THAT HAVE INHIBITED
VODAFONE’S INVESTMENT
• Open policies further to increase investment
• Barriers that limit market access:
1. Comprehensive telecommunications law
2. Independent telecom regulator
3. Joint Venture Requirements
4. Telecom equipment certificate process
5. 49% foreign ownership
6. World’s highest capitalization requirement
7. Resell license
8. Value-added activities
8. CHINA UNICOM JOINT VENTURE WITH
SK TELECOM
• Alliance with South Korean SK Telecom
• Korean SK Telecom which acquired “a 6.6 percent stake in China Unicom” (CIO,
2006).
• The goal of this strategy was to make China Unicom more competent against
CMHK-Vodafone
9. THE ADVANTAGES, CHALLENGES AND
EFFECTIVENESS OF THE STRATEGY
• Share resources and risk
• Cooperation, R&D
• Capital worth of U.S. $1 billion
• Lower commitment
• Past collaboration
10. THE ADVANTAGES, CHALLENGES AND
EFFECTIVENESS OF THE STRATEGY
• Different business objectives
• Different business cultures, management styles
and working relationships (Fortune,2011)
• Imbalance in the levels of expertise, assets and
investment
• Trust, transparency, and mutual understanding
between the participants PwC (2016)
• Loss of control
HarvardBusinessReview(2004)
Deloitte (2010)
11. THE ADVANTAGES, CHALLENGES AND
EFFECTIVENESS OF THE STRATEGY
• Trust, faith and clear flow of information and communication
• Continuous R&D regarding technology development and customer service
• Continuous reporting, tracking and testing of the products.
• Deloitte (2010) claims “Most JVs will end sooner than most managers expect”
• Harvard Business (2004): “more than 2,000 joint ventures and found that 53% of
them “had achieved returns greater than the cost of capital”
12. RECOMMENDED ACTIONS FOR
CHINA TELECOM.
• Study the market and the available suppliers
• Market segmentation
• R&D
• Build long lasting relationships with customers
• Increase product portfolio
• Untapped markets