Heutige Unternehmungen werden mit neuen Herausforderungen konfrontiert, insofern zeigt sich eine unabdingbare Notwendigkeit, sich gemäß diesen veränderten Rahmenbedingungen in adäquater Weise anzupassen, um künftige potentielle Krisen besser bewältigen zu können. Angesichts der Tatsache, dass etwas Altbewährtes nicht immer die effizienteste und effektivste Lösung zu sein scheint, wird ein Umdenken im Managementverhalten notwendig. Der turbulenten Umwelt bewusst, muss man sich stets vor Augen halten, dass Veränderung ein unabdingbares Mittel ist, um die Überlebensfähigkeit des Unternehmens auch in Zukunft zu gewährleisten. Demgemäß traten in den letzten Jahren verstärkt neue Ansätze zur Unternehmensführung und -gestaltung auf. Modeworte wie Business Process Reengineering, Lean Management und TQM wurden unter anderen zu einem zentralen Thema in komplexen Managementsystemen. All diesen Schlagworten liegt ein gemeinsamer Aspekt zugrunde, nämlich die prozessorientierte Betrachtungsweise.
Seminar paper from the year 2012 in the subject Economics - Case Scenarios, grade: A, Florida International University, Modesto A. Maidique Campus, language: English, abstract: The Republic of Hungary is located between Western Europe and the Balkans (Datamonitor). Its population accounts for approximately 10 million inhabitants; the capital is Budapest (Datamonitor). Its central location, and its growth potential, represents a quite appealing destination for business growth opportunities. This paper examines an analysis on macroeconomic aspects following the so-called PEST analysis, drafts a country evaluation and concludes in an analysis to identify business opportunities.
Seminar paper from the year 2012 in the subject Business economics - Trade and Distribution, grade: A, Florida International University, Modesto A. Maidique Campus, language: English, abstract: Carrefour entered China in 1995 with its first store opening in Beijing. It entered the market with the main objective to mix its modern western store concept with the local preferences; thus providing a store assortment mixed with Eastern and Western elements in food and design. A well-managed planning and careful management of operations, allowed Carrefour to become the number-one foreign retailer in China; consequently, China became the company’s fifth largest market. This paper illustrates the challenges that Carrefour faced when deciding to open its first green store in China. Challenges were due to a limited time line, budget constraints, and constrained resources; the fast growing market and the high competition were making the situation even more difficult to handle. All these factors and other operational problems led to an increasing complexity for new project developments. This paper discusses this matter by analyzing the competition and operational environment, using the so-called Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Based upon this analysis, an integrated strategy for go green is formulated; taken into account internal and external factors and forces.
Seminar paper from the year 2012 in the subject Economics - Case Scenarios, grade: A, Florida International University, Modesto A. Maidique Campus, language: English, abstract: The Republic of Hungary is located between Western Europe and the Balkans (Datamonitor). Its population accounts for approximately 10 million inhabitants; the capital is Budapest (Datamonitor). Its central location, and its growth potential, represents a quite appealing destination for business growth opportunities. This paper examines an analysis on macroeconomic aspects following the so-called PEST analysis, drafts a country evaluation and concludes in an analysis to identify business opportunities.
Seminar paper from the year 2012 in the subject Business economics - Trade and Distribution, grade: A, Florida International University, Modesto A. Maidique Campus, language: English, abstract: In accordance with Carrefour’s global strategy to show presence in all major emerging markets, the company entered India (Economic Times, Dec 31 2010), although the Indian government is still following strict regulations for foreign companies. No foreign direct investment (FDI) is allowed in the so-called multi-brand retail category, that is, organized retail that sell multiple-brands to end-consumers (Chari, Raghavan, 2011). However, there are no such obstacles for the so-called cash&carry retail category, which refers to wholesale retail; thus, foreign companies are allowed to sell goods and merchandise to other retailers, to industrial, commercial, institutional, or other professional business users, or to other wholesalers (Chari, Raghavan, 2011). Given this situation, Carrefour used an approach to set-up a cash & carry format store to circumvent the barriers imposed by the government (Economic Times, Dec 31 2010). The store is located in Delhi, has opened in December 2010 and sells over 10,000 products in both, the food and non-food category (Economic Times, Dec 31 2010). Using this as a first step, Carrefour will be able to learn and understand the specificities of the Indian market and use the store as a hub for further expansion throughout the market (Economic Times, Dec 31 2010).
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