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Competing in a global context (City Leadership (Elements (Actors (Creating…
Competing in a global context
Trade Environment
Geography Innovation
Spatial Proximity
Clusters
RIS
Public Research Institues
Private Research insitutes
University
Districts
Global Trade Environment
Comparative advantage
Relative
Absolute
Diamond Model / Porter's 5 forces model
Micro Environment
Profit
HRM
Market Access
Competition
Macro Environment
Socio Cultural
Divergence
Practices adapted to local cultures
Crossvergence
Mixed strategy of Convergence and Divergence
Convergece
Same practices everywhere
Technological
Ethical
Economic
Political
Legal
International Operations Strategies
Supply Chain Management
Throughput efficency
Bullwhip effect
Balance Payments
Capital Account
Financial Account
IFRS standards
Tax laws
Foreign exchange
current account
City Leadership
Managerial
Business
Political
Opportunity
Social
Urban Environment
Participation
Autonomy
Sharing
Transformation
Civic
Opportunities
Social
Business
Elements
Structures
Processes
Actors
Creating Leadership
Followerships
Marketing
7 triggers
Competition
Portfolio
Cost
Domestic Market
Customers
Emerging markets
Middle market segment
Low-end segment
Encourage innovation
Premium Segment
Issues
Ethical
exporting consumerism and cultural homogenisation
targeting lower-income
Differing standards of consumer protection
Geographical segregation
Challanges
Regulations low level
Infrastructure Lack
Branding
Identity
Kapferer's prism
Relationship
Reflection
Culture
Personality
Self image
Physisque
Brand Reputation
Brand Equity
Brand Content
CSR
Triple bottom line approach