Journal of Indian Business Research
Purpose ? This paper aims to examine from an information processing perspective how Delphi-based analyses can be used to overcome some challenges of dynamic business environments in emerging markets. Design/methodology/approach ? Delphi-based, future-oriented approach utilizing scenario planning methodology based on real-time expert-panel data. Findings ? Delphi-based analyses can indeed serve as an information processing aid to reduce uncertainty and equivocality in an emerging market. Originality/value ? A multistage analysis approach integrating the political, economic, socio-cultural and technological-stakeholder framework to support and better structure managers? information processing in an emerging market.
This article examines the value of using complex animated PowerPoint presentations to teach operations management techniques and concepts. To provide context, literature covering the use of PowerPoint animations in business education is briefly reviewed. The specific animations employed in this study are identified and their expected benefits to students and faculty are discussed. Evidence of their perceived value to students and faculty is then presented.
The Chinese renminbi had been steadily appreciating against the U.S. dollar since 2005 and in 2008, the Chinese government introduced a revised labor law and minimum wage legislation. These factors brought a steady rise in Chinese labor costs, and this trend was going to continue as Chinese governments intended to double the minimum wage by 2015 through an annual series of incremental wage increases of 20% each year. In this situation, a medium-sized OEM — a Shanghai textile and apparel company — was considering whether to relocate its factory in Jiangsu Province. According to Fisher’s supply chain model, transportation and labor costs were the two major cost components that could have a great impact in deciding whether to relocate the factory. The case analyzes the logistics cost of Company A with different factory locations through comparisons of Shanghai and Jiangsu with regard to transportation costs and labor costs. With the labor cost increases and industry clustering, Shanghai textile and apparel companies were facing the challenges of increases in labor costs and transportation costs. Therefore, they needed to make a decision about whether to move from Shanghai to Jiangsu Province.
As Chinese auto makers are trying to emerge as global players, they have greatly improved the quality and design of the cars.
Many domestic brands have turned their concept cars into reality.
Meanwhile, electric cars market is booming after years of lackluster growth, due to the favorable policies rolled out by the government.
Professor Thomas Callerman, Director of the Centre for Automotive Research of the China Europe International Business School has talked about these in details with our colleague Tu Yun.
Professor Callerman has also co-authored the book The Chinese Automotive Industry in 2014.
The book has focused on the globalization of China's auto industry and electric vehicles. It also discusses overproduction and legal framework.
You're listening to On the Record, where we bring you to the public speeches of people who matter. I'm Zheng Chenguang in Beijing.
Today we are listening to a conversation between Professor Thomas Callerman and our colleague Tuyun on China's auto industry.
That was Professor Thomas Callerman, Director of the Centre for Automotive Research of the Shanghai-based China Europe International Business School. Professor Callerman co-authored the book The Chinese Automotive Industry in 2014.
46% was the figure Mr. Griem was searching for in the latest market analysis report received from the corporate sales department at the BMW headquarters in Munich, Germany. This percentage, which represented the vehicle sales growth in China in 2009, was indeed mind-boggling. While the Big Three in the US were struggling to survive the day, the auto sector in China was sizzling hot — seemingly untouched by the global recession. BMW, which operates through its joint venture with Chinese auto manufacturer Brilliance in the northern city of Shenyang, had recently experienced growth pains like those of most other OEMs in the country. In order to meet future demand, the JV company in Shenyang had decided in 2009 to double production capacity at the existing plant — meaning an increase in the annual production output from 35,000 cars to almost 100,000. Furthermore, in order to increase the level of localization, it had also recently been decided that the complete-knockdown (CKD) production mode would be abandoned in favor of a complete local transplant, meaning better opportunities to tap into the local supplier base as well as lower costs for parts imports. Despite the global recession, the corporate strategic planning team had come to the conclusion that markets outside of China would eventually thaw, triggering a worldwide need for upgrading and expansion of production equipment. As VP for purchasing of Production Equipment and Construction, Mr. Griem had been assigned the task of ensuring world-class standards at all of BMW’s production plants. Considering the unstable global consumer markets, volatile currencies, and tightened budgets, Mr. Griem already knew that this project would be a challenge.