8 Continental as a Global Company The Long Road Toward Internationalization

2021 ◽  
pp. 306-338
Keyword(s):  
2018 ◽  
Vol 36 (3) ◽  
pp. 87-97
Author(s):  
AnDaechun ◽  
김종대 ◽  
최기석 ◽  
왕진

Author(s):  
Kenneth Bertrams ◽  
Julien Del Marmol ◽  
Sander Geerts ◽  
Eline Poelmans

AB InBev is today’s uncontested world leader of the beer market. It represents over 20 per cent of global beer sales, with more than 450 million hectolitres a year flowing all around the world. Its Belgian predecessor, Interbrew, was a success story stemming from the 1971 secret merger of the country’s two leading brewers: Artois and Piedboeuf. Based on first-hand material originating from company and private archives as well as interviews with managers and key family actors, this is the first study to explore the history of the company through the nineteenth and twentieth centuries.The story starts in the mid-nineteenth century with the scientific breakthroughs that revolutionized the beer industry and allowed both Artois and Piedboeuf to prosper in a local environment. Instrumental in this respect were the respective families and their successive heirs in stabilizing and developing their firms. Despite the intense difficulties of two world wars in the decades to follow, they emerged stronger than ever and through the 1960s became undisputed leaders in the national market. Then, in an unprecedented move, Artois and Piedboeuf secretly merged their shareholding in 1971, though keeping their operations separate until 1987 when they openly and operationally merged to become Interbrew. Throughout their histories Artois, Piedboeuf, and their successor companies have kept a controlling family ownership. This book provides a unique insight into both the complex history of these three family breweries and their path to becoming a prominent global company, and the growth and consolidation of the beer market through the nineteenth and twentieth centuries.


2004 ◽  
Vol 33 (8) ◽  
pp. 711-716 ◽  
Author(s):  
S.Tamer Cavusgil ◽  
Sengun Yeniyurt ◽  
Janell D. Townsend

Author(s):  
Giorgio Trincas

This paper aims to develop potential strategies for achievable and sustainable growth of the Italian shipbuilding industry by understanding the characteristics of this industry as well as the current market situation and future trends. The decrease in new orders in the niche market of cruise ships has become a serious risk for Fincantieri to manage. In the past two decades, the top management of Fincantieri has not mirrored the constant volume growth of global seaborne trade as well as the dramatic demand from the offshore industry, so giving way to stagnation of the overall productivity, uncontrollable growth of overheads, and gradual impoverishment in designing. Considering the current and perspective market situation, analyzing the strategy and capabilities of the major Korean shipbuilders, and evaluating strengths and weaknesses of Fincantieri as it is, I will suggest for a New Fincantieri some potential industrial and financial strategy: focusing on offshore units while keeping on cruising sector leadership, activating product diversification, and opening to international partnerships towards development of a global company.


1977 ◽  
Vol 7 (2) ◽  
pp. 157-166 ◽  
Author(s):  
Milton Silverman

A survey was conducted on the promotion of 28 prescription drugs in the form of 40 different products marketed in the United States and Latin America by 23 multinational pharmaceutical companies. Striking differences were found in the manner in which the identical drug, marketed by the identical company or its foreign affiliate, was described to physicians in the United States and to physicians in Latin America. In the United States, the listed indications were usually few in number, while the contraindications, warnings, and potential adverse reactions were given in extensive detail. In Latin America, the listed indications were far more numerous, while the hazards were usually minimized, glossed over, or totally ignored. The differences were not simply between the United States on the one hand and all the Latin American countries on the other. There were substantial differences within Latin America, with the same global company telling one story in Mexico, another in Central America, a third in Ecuador and Colombia, and yet another in Brazil. The companies have sought to defend these practices by contending that they are not breaking any Latin American laws. In some countries, however, such promotion is in clear violation of the law. The corporate ethics and social responsibilities concerned here call for examination and action.


2004 ◽  
Vol 12 (4) ◽  
pp. 1-24 ◽  
Author(s):  
Janell D. Townsend ◽  
Sengun Yeniyurt ◽  
Z. Seyda Deligonul ◽  
S. Tamer Cavusgil

2021 ◽  
Vol 129 ◽  
pp. 02011
Author(s):  
Jakub Michulek

Research background: Currently, it is constantly increasing emphasis on the satisfaction of employees in the company. One way to satisfy them through internal marketing communication. Set them training according to their needs and interests and allow them to grow their career growth. It is also the provision of information on time at the required range and especially to be up to date. As a result, employees can perform their work efficiently and work to achieve the required result that the enterprise expects. It is necessary for this internal communication in the company took place both directions for many companies. It follows that finance inserted into education of employees; it will return to a business in an even greater range. Purpose of the article: The aim of this research is to analyses the use of the tools of the communication mix in the field of internal marketing communication of the selected company. Methods: SWOT analysis, Deduction, Comparison. Findings & Value added: Internal marketing communication in chosen company is on high level, according to analyzing tools and results of SWOT analysis. Added value is finding a level of internal marketing communication for company and creating some points for continuing in building quality internal marketing communication.


2013 ◽  
Vol 21 (2) ◽  
pp. 17-38 ◽  
Author(s):  
Dana L. Alden ◽  
James B. Kelley ◽  
Petra Riefler ◽  
Julie A. Lee ◽  
Geoffrey N. Soutar

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