Titlebook: Big in Asia; 25 Strategies for Bu Michael Backman,Charlotte Butler Book 2003Latest edition Palgrave Macmillan, a division of Macmillan Publ

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Wei-Qi Yan,Mohan S. Kankanhallis the value of services as a business input. Management consulting, information technology, employee training, marketing, public relations, legal advice and research and development are all underacquired by most Asian firms. Instead, there is a bias to tangibles — goods — as inputs. The reasons are

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Dafydd Gibbon,Inge Mertins,Roger K. Moore. During the past 30 years, the ethnic Chinese conglomerates in Southeast Asia, the . in South Korea, the state-owned enterprises in China and the . companies in Japan operated behind protective barriers which foreign firms found almost impossible to breach. Those hardy or foolhardy firms that did s

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Dafydd Gibbon,Inge Mertins,Roger K. Mooreptations are straightforward and for obvious reasons. McDonald’s, for example, does not sell burgers made from beef in India. The skin pigmentation and hair composition of Asian people differ from those of, say, European descent and, consequently, the formulae for personal products, cosmetics, shamp

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Aniruddha Choudhary,Christopher J. Royill have an existing global arrangement with a bank or group of banks, but smaller investors may not. One possibility then is a local bank in Asia, but very few Asian banks are involved in banking alone and most are still controlled by a majority shareholder. This makes them very different from bank

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Managing the Partnership with the Southeast Asian Firmknown and the pitfalls of doing business with them. This is because, for many Western companies, managing business relationships in Southeast Asia proves to be a confusing, frustrating and mostly loss-making affair. Yet success in managing these relationships will be critical to the outcome of your Asian investment.

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Selling Consulting Services in Asias the value of services as a business input. Management consulting, information technology, employee training, marketing, public relations, legal advice and research and development are all underacquired by most Asian firms. Instead, there is a bias to tangibles — goods — as inputs. The reasons are twofold.

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Book 2003Latest edition this book identifies the transformation of the competitive landscape in Asia. By focusing on the main difficulties faced by companies it provides a series of strategies for business success and show how to avoid failure in Asia. This is an essential guide for companies who wish to make it big in Asia.

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analysts, this book identifies the transformation of the competitive landscape in Asia. By focusing on the main difficulties faced by companies it provides a series of strategies for business success and show how to avoid failure in Asia. This is an essential guide for companies who wish to make it big in Asia.978-0-230-00027-8978-1-4039-1448-4