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Levi’s International Strategy

LEVI’S INTERNATIONAL STRATEGIESInternational Business ManagementTable of ContentsIntroduction: Levi’s in global marketIssues: Orientation and Triad strategyLevi’s Orientation of Global businessTriad Strategy: applicationTriad Strategy: successful dominance of Global marketTriad Strategy: decline of Levi’s and competitionConclusion: Levi’s global business strategy, present and futureReferencesIntroductionLevi’s Jeans is one of the most popular brands in history. Established in 1847 by Levi Strauss, this brand has been a symbol of jeans and American lifestyle. Under the mission statement to be the successful global brand, Levi’s has made a great success in both domestic and foreign markets.For a brief company history, in 1890, the company started using serial number 501 in identifying its most popular pants at that time. This 501 brand has become the leading line in the company and has been the keystone to Levi’s success. In 1936, Levi’s introduced the ‘Red Tab’ which became the symbol oe last decade, and still strives to do more.Issues2-1Basic orientation of Levi’s international business mainly relies on polycentric attitudes. Reason for this is because of its characteristics of high localization (not universal), little communication between headquarters and subsidiaries, and mixed use of human resources. .As seen in the text, Levi’s sent out headquarters authority but hired and trained Japanese people. At the same time they gave room for localization by selling parts of the company to the public. Brazilian example was a more decentralized and localized case.Geocentric point of view is somewhat related, but ultimately not valid in terms of communication between subsidiaries. An article of Levi Strauss Korea making its own commercial and promoting via headquarters is an example. Communication still tends to work along the headquarters and subsidiaries, not between subsidiaries.However, communication via headquarters is still developed, considering localized ideas spreent region boosts their global power.Levi’s could nave been included in Triad model due to its market characteristics. To be sufficient in applying the model of the Triad, a global firm should most likely belong in industry that is knowledge and capital based, or be a high value industry. The Jeans industry can be identified as a high value industry for a number of reasons. First of all, major brands do not compete with price. Secondly, average price of jeans between Levi’s and its competitors are way above small size denim brands. There is a product differentiation in the market. Since quality of jeans is not an issue, the differentiation factor should be design and creativity. If design is the case, creativeness of the design of jeans and its high-end customers back up the fact that this market is a high value market, which can be a case of the industry where the Triad model can be applied.2-3Their Triad Strategy was to be successful in one market and anticipate spill over effects ofan market. This applies the same to US and North America.2-4However, unlike the case written in early 1990s, Levi’s position in Europe has been shaking since then. The strike hit Europe. In 1998, Levi’s Europe shut downs four factories, creating an economic problem of unemployment (estimated 1,500). In 2003, sales in Europe decreased 4.6% in the third quarter alone. It was said that Levi’s couldn’t grasp the edge over the challenges to new and powerful comers in jeans industry, such as Calvin Klein or Tommy Hilfiger. Furthermore, European youth’s preference of this American brand was much weaker than its former generation. Levi’s has been losing its position in the European market ever since.Sales in U.S., home of the company, have plummeted too, from $7.9 billion (1996) to $4.3 billion (2001). Decline of sales in Europe and America resulted in degrading of the company value itself. In 2000, Levi’s was booted out from the top 75 global brands by value. (Interbrand 2000 Brand Valuation nality of their design and creativity (501 jeans) became outdated by newer competitors, their decline in these regions also came very rapidly.ConclusionLevi’s polycentric view of its subsidiaries made it easy for them to create a synergy effect to penetrate the Triad regions. Their brand became powerful as they became the global leader in jean industry.Theory of Triad was effective in analyzing the Levi’s case. This explained their dominance in global market and the decline as they began losing regions. As the case assumed if jeans industry is a monopolistic competition market, the theory is valid in this case.However, Levi’s still has a position in the world market, especially in Northeast Asia. Levi’s should work on to create new models to take over the market share in the Triad regions. Levi’s vintage, Levi’s New Engineered jeans is a good start. In a market of jeans, design and creativity matters much. Levi’s should aggressively start to get into the game.ReferencesKim, M.Y. (2000) 1

경영/경제| 2009.03.24| 9페이지| 1,500원| 조회(550)

국제경영, 리바이스, LEVI`S, international stratg, 리바..

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An Analysis of LG Electronics International Operatons

An Analysis of LG ElectronicsInternational Business OperationsTable of Contents TOC o "1-3" u 1)Abstract PAGEREF _Toc198545957 h 12)Introduction PAGEREF _Toc198545958 h 23)Organizational Structure PAGEREF _Toc198545959 h 3i.Horizontal Differentiation PAGEREF _Toc198545960 h 3ii.Vertical Differentiation PAGEREF _Toc198545961 h 54)International Strategy PAGEREF _Toc198545962 h 65)International Site Selection PAGEREF _Toc198545963 h 8i.Past Choices PAGEREF _Toc198545964 h 8ii.What, How, and Whys PAGEREF _Toc198545965 h 9iii.Global Coverage PAGEREF _Toc198545966 h 10iv.Blind Spots PAGEREF _Toc198545967 h 106)International Entry Mode Selection PAGEREF _Toc198545968 h 11i.Greenfield investments PAGEREF _Toc198545969 h 12i.Acquisitions PAGEREF _Toc198545970 h 13i.Strategic Alliances PAGEREF _Toc198545971 h 147)Conclusion PAGEREF _Toc198545972 h 158)References PAGEREF _Toc198545973 h 16i.LG Webpages PAGEREF _Toc198545974 h 16ii.Other Webpages PAGEREF _Toc198545975 h 16iii.tal annual sales 2006):Digital displays (31%) C) Mobile communication (26%)Digital appliance (28%) D) Digital media (15%)As can be seen above sales are spread quite equally across the different divisions with the digital displays division leading the field. The individual product divisions operate quite independently and partially different strategies have been implemented. The digital displays division engaged in a joint venture with the Dutch consumer electronics company Phillips in order to further dominate the market. The product divisional structure at LG Electronics is most logic due to the very wide range of products on offer. Since there is little overlap between e.g. the production of refrigerators and cell phones there is little room for synergies to be created in this field and the divisional specialization on the respective products is beneficial.Additionally to the product divisional structure, LG Electronics utilizes geographic divisions to group international operations in Korea but in case of marketing and sales, LG Electronics recruited more local managers who have specialties in cultural perspective.When LG Electronics decided to enter into Indian market in 1996, SONY already did its’ own business and actually it was hard to get a competitive power compared with SONY brand. Even pessimistic perspectives were dominant, LG Electronics took a strategy to make alliances with local companies such as Dickson as an OEM way. However, Dickson’s product capabilities did not reach on the market demand and inferior social infrastructure made troubles when LG Electronics got visible performances in Indian market. To resolve those hardships, local managers who are from headquarters in Korea tried to work in a frontline sharing Indians’ culture and create new work environments with Indians based on strong reliance on with them. They changed the culture more dynamic ways rather than previous one which were represented as passive and slow. As a result, LG Electroniserve the polarizing consumer market, 4) innovate in design as well as technology, 5) invest in building a clear, global brand identity, and 6) develop the best, global talent pool. No direct plans for global sites or market expansions are included.Blind SpotsFor effective operation in each of the 8 regional blocs, LG Electronics manages the following production sites: Poland and England (Europe), Kazakhstan and Russia (CIS), Turkey and Egypt (Middle East and Africa), China (China), India, Indonesia, Thailand and Vietnam (Asia), Mexico (North America), Brazil and Mexico (Latin and South America).One noticeable fact here is that despite the vastness of the region, the Middle East and Africa bloc only holds two production sites for a whole continent and another peninsula. Also noticeable is that the African subsidiaries are concentrated in the Northern part, which are Algeria, Morocco, Egypt and Tunisia, except for one Southern part operation located in South Africa (see picture 2 in apph company to get control of 50 percent of the shares in the new company. The first payment can be considered to be an M&A investment and the second should be considered to be a greenfield investment. The investment was classified by the Korean government to be a greenfield investment and made the company eligible for 10-years of tax benefits. (50 percent the first 7 years and 25 percent the rest)Other benefits from this deal for LGE, besides the cash payment, are sharing of costs that are involved in running large production facilities and the affiliation with the brand Philips. This point is very important for a company like LGE which has the technology and know-how but, at that time, didn't have the brand value that is needed to become globally competitive. The name of the joint-venture was recently changed to LG Display and this reflects that Philips is currently selling shares in the company. Philips only owns 19,9% of the shares today, compared to the initial 45% when the joint-ve 1

경영/경제| 2009.03.24| 20페이지| 2,000원| 조회(457)

국제경영, lg, LG Electronics, 엘지전자에 대해, 엘지전다, 엘지 ..

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[Movie Review] 27 Dresses

27 DressesDir. Anne Fletcher. 2008. 110 mins. Katherine Heigl, James MarsdenReviewed byKatherine Heigl in Anne Fletcher’s 27 DressesIn today’s highly developed and sophisticated world, it seems prudent that people stick to their competencies. After her successful screen debut as a director in Step Up (2006), Fletcher steps down from what she’s really good at: dancing and movies that are related to the subject, and tries something she’s not really good at: directing a romantic comedy which has nothing to do with dancing whatsoever. Whereas Step Up was sexy, stylish, and even intelligent in its street dancing sort of way, 27 Dresses is nothing but cliché- and this is putting things mildly.Jane (Katherine Heigl) is a New Yorker who is a successful career woman and cheerfully becomes the maid of honor for many of her friends, but has yet to find her own personal love and happiness. One day, she loses her diary, filled with her friends’ wedding dates, and the man who returns the diary is the cynic she met at the wedding a couple days ago, Kevin (James Marsden). Jane’s life starts to get even more hectic after her little sister Tess (Marlin Akerman) returns from Europe. To top it all, Jane’s boss George (Edward J. Burns Jr.), whom Jane has been secretly admiring forever, falls madly in love with her younger sister Tess at first sight. Jane then decides to give up being everyone’s maid of honor, and look for her own personal love and happiness.Does any of this sound familiar? Hollywood has shown the world that it was without imagination when it featured Drew Berrymore and Hugh Grant in Music and Lyrics (2007) through the “boy meets girl” or vice versa, then they quarrel without knowing that eventually they’ll fall in love with each other, which ends with a happy ending romance kind of story. But then, at least Music and Lyrics, kind of, had good music, and Berrymore is always a pleasure to watch. However, for 27 Dresses, the entire plot can be forecasted within the first 3 minutes of the movie, and derives the audience of any surprises or anything, in fact. I mean, something is wrong with the movie when I find myself watching Marsden, and start to think, ‘that man needs to get his teeth straightened up’ because nothing else was interesting about the movie. Then I wandered in thought to how Heigl, who in the movie is an assistant of the publisher of a niche magazine, could afford such an apartment like the one shown in the movie in New York City. It’s either the publisher’s assistant suddenly became one of the city’s better paid jobs, or the movie lacks reality- you guess. Another thing that disturbed me- seriously- was that wouldn’t Marsden’s character know how to iron his shirts before he went to the weddings he covered? To top it all, what distressed me the most was the fact that 27 Dresses was written by the same screen writer who wrote The Devil Wears Prada (2006). I couldn’t believe that the tight, cute, and funny script of The Devil Wears Prada was written by the same script writer. Was it a fluke? Or is the script for 27 Dresses something like a first draft that the writer had to sell away quickly because his/her sub-prime mortgage was on the line?This movie is nothing but cliché after cliché after cliché, but if you want to see Heigl give a quick fashion show in 27 different dresses on the big screen, be my guest- because that’s about the only thing you’ll find amusing.Rating: ☆☆☆★★/★★★★★ (2/5)

독후감/창작| 2008.04.02| 4페이지| 1,000원| 조회(251)

영화평, movie review, 27번의 결혼식

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HP and Compaq, the M&A of

The motive behind the M&AThe fundamental reason behind the merger of HP and Compaq was the overall slump in both the IT and PC industries at the time. During the 1990s, with the boom of the IT industry, which had been growing at an annual rate of 15% annually, companies invested heavily on IT related facilities. The problem is, with the advent of the financial crisis that hit parts of Asia in the late 1990s, and the overall slump in the IT industry, all the previously made investment resulted in an oversupply of these products. The oversupply was the beginning of a vicious cycle, where oversupply worsen the profitability of these firms, which in turn brought on a depression of the entire industry. The PC industry faced challenges as well. PC shipments were down by 15%, which was unprecedented in the previous 15 years. The market price for PCs were down by 10% in the American market, which was the most important market for both HP and Compaq. HP, with 15% of its sales concentrated on PCs and servers, lost $150 million dollars and Compaq, with half of its sales in the PC industry, lost an astonishing $15.5 million dollars due to the depression.

경영/경제| 2007.11.22| 2페이지| 1,000원| 조회(317)

M&A, HP, Compaq, facilities, astonishing

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