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B207 Shaping business opportunities (Modes of entry (Strategic alliances,…
B207 Shaping business opportunities
Financial reporting
Financial regulation
Imperialism
Managing the national economy
Stewardship
Borrowed finary
Information for investors
IFRS Standards
Modes of entry
Strategic alliances
Indirect exporting
Joint ventures
Management contracting
Global strategic partnerships
Licencing
Franchising
Contract manufacturing
Global trade environment
5 forces
Direct industry competition
Suppliers
Buyers
Potential new entrants
Substitute of goods and/or service
Change management
Innovation
Innovators
Early adopters
Early majority
Late majority
Laggards
Planning
Long-term
Medium term
Short-term
Product development
Design process
Discover, Develop, Design, Deliver
Design thinking
Reframe ideas
See the bigger picture
Understand the user
No idea is too wild
Collaborate
Test ideas
Tax considerations and exchange rates
Transfer pricing
Arms length approach
Related
Non-related
Unitary taxation with profit appointment
Path dependancy
Vested interests
Technical issues
Human resource management
Grievance handling
Between managers
Bargaining
Group problem solving
Empowerment
Increase employee potential
Flexibility
Improved productivity
Leadership and management
Cooperation
Trust
Tangible sacrifices
Provide opportunities
Grow and learn
Value
Use value
Exchange value
Shareholder value
Shared values
CSR
CSV
Marketing
Innovating and branding
Local brands
International brands
Global brands
Global players
Online platforms
Brand communities
Tribes
Relationship marketing
Data usage
Loyalty
Trust
Brand image
Reviews
Feedback
Internal marketing
Promote brand identity
staff-customer relationship building
Customer feedback from staff
Business to Business marketing
Supply chain integration
Segmentation
Demographic
Geographic
Psychographic
Bahaviouristic
Positioning
Customer perception