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МЕТОДИЧЕСКИЕ РЕКОМЕНДАЦИИ Сборник текстов и заданий для самостоятельной работы Курганский филиал

МЕТОДИЧЕСКИЕ РЕКОМЕНДАЦИИ Сборник текстов и заданий для самостоятельной работы Курганский филиал - раздел Образование, Академия Труда И Социальных Отношений Курганский Филиал Каф...

Академия труда и социальных отношений

Курганский филиал

Кафедра гуманитарных и социально-экономических дисциплин

МЕТОДИЧЕСКИЕ РЕКОМЕНДАЦИИ

«Сборник текстов и заданий для самостоятельной работы»

(для студентов всех специальностей заочной формы обучения)

 

 

Курган – 2009

  Составители: Гаручава А..П., ст. преподаватель кафедры гуманитарных и…  

CASE DISNEYLAND

ABROAD

In 1984 Tokyo Disneyland completed its first year of operations after five years of planning and construction since the Walt Disney Corporation entered into an agreement with the Oriental Land Company in Japan. More than 10 million people (9 percent from other Asian countries) visited the park, spending $355 million. This was $155 million more than had been expected, largely because the average expenditure per visitor was $30, rather than the estimated $21 per visitor. Tokyo Disneyland thus became quickly profitable. Growth continued, so that by 1990 more than 14 million people visited the park, a figure slightly larger than the attendance at Disneyland in California and about half the attendance at Walt Disney World in Florida.

The Tokyo park is in some ways a paradox. Although such firms as Lenox China and Mister Donut had to adapt to Japanese sizes and tastes, Tokyo Disneyland is nearly a replica of the two parks in the United States. Signs are in English, and most food is American-style. The management of the Oriental Land Company demanded this because they wanted visitors to feel they were getting the real thing and because they had noted that such franchises as McDonald's have enjoyed enormous success in Japan as Japanese youth have embraced American-style culture. Yet, a few changes were necessary, such as the addition of a Japanese restaurant.

The timing of the Tokyo Disneyland opening coincided with a rise in income and leisure time among the Japanese. A Disney executive said that a similar rise in income and leisure had contributed to the successful opening of the first park near Los Angeles.

That the park is nearly identical to the ones in the United States masks the fact that there have been numerous operational adjustments. Probably the most important were in the methods of promotion. Whereas Disney uses its own staff to prepare advertising in the United States, it has relied on outside agencies within Japan to adapt to cultural differences. Even within Japan there are differences. For example, ads outside of Tokyo are more informational, whereas those in Tokyo, where the park is well known, rely more on a fun image.

Disney provided no financing for the Tokyo operation. Disney provided master planning, design, manufacturing and training services during construction, and consulting services after completion of the facility. Disney received fees for its efforts during the construction phase, and it now receives a 10 percent royalty from admissions and 5 percent from merchandise and food sales.

The success of Tokyo Disneyland led the company to consider expansion into Europe. In 1985 it announced that it had narrowed its locational choice to two countries, Spain and France, for a park scheduled 10 open in 1992. Since the park was estimated to provide about 40,000 permanent jobs and would draw large numbers of tourists, the two countries openly courted Disney. Disney, in turn, was likened to Scrooge Mc Duck, as it openly played one country against the other in an attempt to get more incentives. Spain offered two different locations and 25 per­cent of the cost of construction, and claimed it could attract 40 million tourists a year. The French guaranteed 12 million customers a year, the number Disney estimated as the break-even point, and agreed to extend the Paris railway to the park's location (thus linking the park to the rest of Europe) at a cost of about $350 million. In addition, the French government offered 4800 acres of land at about $7500 per acre, a cheap price for the area, and loaned 22 percent of the funds needed for financing. Disney finally signed an agreement with the French government in. 1986 because of the more central location of Paris (109 million people live within a six-hour drive of the French theme park), the large number of tourists who visit Paris throughout the year, and the availability of flat land near Paris. (The four Disney theme parks are depicted on Map 1.1.)

 

 

 

Map 1.1

Disney's Four Theme Parks

areas within high-income countries, The Japanese and French locations are less suitable for year-long, outside activities than are the locations in the United States.

CASE McDONALD`S

Some historians trace the origin of the hamburger to Russia. Supposedly, sailors brought a dish made up of raw ground beef and hot spices to the… The process of the Russian entry for McDonald's was a long one. George A.… These moves were highly compatible with McDonald's growth strategy. By the mid-1980s the company was growing more…

CASE THE

COCA-COLA

COMPANY

From 1886, when Atlanta pharmacist J. S. Pem-berton mixed up his first batch of Coca-Cola, to 1989, when Cuban Robert C. Goizueta presided over the… In 1989 Coca-Cola increased its soft-drink sales to more than 48 percent of… Specific information was provided in the Annual Report on changes in the value of the German mark, the Japanese yen,…

Figure 19.7

The Coca-Cola Company Geographic Segment Results

 

An Accounting Procedures Manual

A team consisting of a project manager and three senior accountants worked for eight months to develop an entirely new accounting manual. A…   Questions

CASE NESTLE

In 1989 Nestle's sales from 421 factories around the world were more than $32 billion. About 46 percent of the company's sales were in Europe, 27… A major responsibility of Nestle's corporate management is to give stra­tegic… Headquarters also researches commodity situations and mandates purchase amounts and prices, such as requiring that all…

CASE

MARKS & SPENCER

Soft goods (clothes and household textiles) account for about two thirds of the sales, and it is estimated that M & S has about 16 percent of… How has M & S become so dominant in the British market? The operations… Another practice that has paid off for M & S in its home market has been to appeal to the nationalistic attitudes…

CASE

ELECTROLUX

ACQUISITIONS

Electrolux, the world's largest manufacturer of electrical household appliances, once pioneered the marketing of vacuum cleaners. However, not all… Electrolux pursued its early international expansion largely to gain economies… Until the late 1960s, Electrolux concentrated primarily on vacuum cleaners and building its own facilities in order to…

Questions

1. How do Electrolux's reasons for direct investment differ from those of Bridgestone at the beginning of the chapter? 2. How has Electrolux's strategy changed over time? How have these changes… 3. What are the main advantages and possible problems to a company of expanding internationally primarily through…

CASE

hewlett-packard in europe:

A cash"-management

Strategy

Hewlett-Packard (HP) is a nearly $12 billion company that designs, manufactures, and services electronic products and systems for measurement and… Europe is a very important geographic region for HP, In 1989 HP derived 34.7… HP views Europe as a regional market, although the advent of Europe 1992 is causing management to change to a…

CASE

FORD MOTOR COMPANY

Although foreign expansion was a stated objective at Ford's first annual meeting, the company initially was passive about where the emphasis would… Ford also made international expansion decisions on a highly decentralized… Ford's pattern of international activities also has been influenced by policies that the company's management…

Figure 16.1

World Vehicle Unit Sales in Percentages by Markets: Ford versus All Manufacturers, 1989

  One result of Ford's international commitment is that the dependence on multiple markets and facilities has minimized…

CASE AUTOMOBILE IMPORTS

There was considerable disagreement as to the exact cause of the automobile import problem and on how best to alter the competitive situation.… Although imports were rising at the same time that sales by U.S. firms were… The U.S. automakers were not holding their own in sales of the small cars that they had been producing for several…

ORGANIZATIONAL STRUCTURE

As a firm develops international business activities, its corporate structure must adapt to the changing environment in order to accommodate foreign… Firms must establish legal and organizational structures at home and abroad to…  

Level of Importance

At one end of the spectrum is the firm that merely exports temporary surpluses through a middleman who takes title and handles all the export… At the other end of the spectrum is the firm that has passed through…  

Integrated Versus Separate International Activities

International DivisionThe separation of international activities allows for specialized personnel to handle such diverse matters as export… Part A of Fig. 17.1 is an example of separating international operations, as… Product DivisionParts B, C, and D in Fig. 17.1 are types of international operations that are integrated rather than…

MANAGEMENT RECRUITMENT AND SELECTION

College Recruitment

  Management Inventories Some companies have centralized personnel record systems, which include home- and foreign-country nationals. These…

Adaptability Assessment

A small minority of companies include spouses in tests and extensive interviews because a foreign assignment is usually more stressful for the… Although some companies follow a rigorous procedure of selecting and training… The Help of Local Companies

MANAGEMENT TRAINING

There is an increase in in­ternational studies in uni­versities.   Preemployment TrainingIn spite of a… Postemployment training may • Include environment-specific… Many employees may still place domestic performance objectives above global ones or feel ill-equipped to handle…

FACTORS INFLUENCING THE DEVELOPMENT OF ACCOUNTING AROUND THE WORLD

Accounting Objectives Accounting is basically a process of identifying, recording, and interpreting… Although the question has been discussed widely, there has been no consensus on whether a uniform set of accounting…

Figure 19.4

Major Domestic and Worldwide Factors Influencing the Development of Accounting Objectives, Standards, and Practices

"Environmental Factors Influencing the Development of Accounting Objectives, Standards, and Practices—The Peruvian Case," The International Journal of… Nature of the EnterpriseWithin every enterprise there are many users of information, such as managers and employees.…

Список использованных источников

John D Daniels,.Lee H. Radebaugh International business/Environments and operations

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