Titlebook: Global Business Strategy; Multinational Corpor Kazuyuki Motohashi Textbook‘‘‘‘‘‘‘‘ 2015 The Editor(s) (if applicable) and The Author(s) 201

弄碎

書目名稱Global Business Strategy影響因子(影響力)




書目名稱Global Business Strategy影響因子(影響力)學科排名




書目名稱Global Business Strategy網(wǎng)絡(luò)公開度




書目名稱Global Business Strategy網(wǎng)絡(luò)公開度學科排名




書目名稱Global Business Strategy被引頻次




書目名稱Global Business Strategy被引頻次學科排名




書目名稱Global Business Strategy年度引用




書目名稱Global Business Strategy年度引用學科排名




書目名稱Global Business Strategy讀者反饋




書目名稱Global Business Strategy讀者反饋學科排名

間接

https://doi.org/10.1007/978-3-7091-5825-8, and what minimum percentage of revenues should come from overseas operations? Should investments be made in regions such as China or Southeast Asia with existing substantial business establishments, or should expansions into new markets such as India, the Middle East, and Africa be considered? Whi

課程

https://doi.org/10.1007/978-3-642-59927-9f the economies of newly developing countries, particularly China and India, although many other regions throughout the world—including Southeast Asia, Latin America, and Africa—are expected to become major markets. Advanced countries and regions, such as the U.S. and Europe, are currently the most

COMMA

Man in his relation to society,ecoming flatter, there still are significant barriers in the form of national borders. Chapter . discussed ideas and strategies to understand the differences in business environments because of these barriers. According to the CAGE distance framework, the differences in business environments due to

前奏曲

排名真古怪

排名真古怪

Ronald Giemulla,Sebastian Schulz-Stübnerr materials and parts, creating logistics infrastructure including new distribution channels, and gaining regulatory approval for the operations. Instead of doing these tasks independently, it is more practical for companies to cooperate with local businesses. In addition, companies can reduce their

Tincture

Hygiene in Krankenhaus und Praxisce then, the company has established close relations with the city of Hefei in the Anhui Province and has steadily built a strong business reputation of being a quality committed local firm. HCM’s operations in China began as a joint venture (JV) with a local, state-owned firm, Hefei Mining Equipmen

新手

https://doi.org/10.1007/978-3-662-31573-6 by local companies playing catch up by moving from a “build it and it will sell” product model to a customer value model that maximizes the value to the customer. To overcome this dilemma, companies must understand markets in these emerging countries (i.e., customer needs) at product- and service-p

ALLAY