1. Executive Summary
The New York Cheek, a company manufacturing and selling casual garments in New York is making good sales and needs finance to carry out the necessary expansion. The founder, Mellanie Ross, has not been successful in securing adequate business
Before assessing what is known about GBM, we begin by painting the background that put global brands in the center stage. Developments accelerating the trend toward global market integration include the emergence of global media, the Internet, and mobile communications, the free movement of capital and goods leading to worldwide investment and production strategies,
Change Management and Organizational Culture
Organizational cultures are neither uniform nor static. They evolve over time, and so it seems reasonable to posit that all cultural systems will exhibit continuous, incremental changes punctuated on occasion by more episodic, radical change (Watzlawick et al., 1974; Weick and Quinn, 1999). Mergers and acquisitions represent sudden and major change and generate a great deal of uncertainty (Davy et al., 1988). How change occurs within organizations will be influenced by the fact that cultures are underpinned by deep assumptions that are patterned and shared (Schein, 1992). Sathe and Davidson (2000) suggest that evidence clearly supports the fact that culture change consists of
Diversification in Developing Countries
Many developing countries, including some of the poorest, have achieved significant export diversification over the past two decades, spurred by changes in technology and investments in infrastructure. Chandra, Boccardo, and Osorio (2008) observe that some degree of export diversification, as measured by the Herfindahl index, has been widespread: almost 60 percent of the developing countries diversified
In its simplest form, business transformation involves a set of actions taken to change a business from an undesired situation to a desired state in its industry segment. The proposed 10-year transformation strategy of SAAB in this paper begins with a general overview of the transformation concept, followed by an historical snapshot of SAAB. SAAB Automobile AB was an original Swedish company founded in the 1930s and entered the U.S market in the late 1950s. The automobile company was very innovative, introducing new technologies, which made it a popular brand in Sweden. In 1969, SAAB merged with another Swedish firm, Scania, with Scania specializing in trucks production while SAAB concentrated on producing passenger cars. General Motors bought 50 percent interest of SAAB-Scania in 1990 to create a joint venture.
