portfolio.
Should I be arrested for that
too? No, of course not, darling.
The whole thing has
just put me in a foul state.
Hes fine.
Oh, the cars fine.
Frank says it was
the bumper that got hit.
But you know me,
I cant tell the difference.
Oh, Im just sorry
we had to miss it.
She was fine.
Said it was all a dreadful bore,
what with Mona Lauder
and her gossip.
Cathy,
Im sorry.
Darling, youve nothi
religions in India. It is important, however, that Indian don't decide which is wrong or right. Because they think generosity among the differences, they respect the other aspects even though something is different. Also, there is a religious characteristic which is special. Compared to other usual countries, Indian believes in their religion with philosophical and reasonable thought. It is the r
GDP
India Public debt: 59.6% of GDP
Korea Public debt: 28% of GDP
Political and legal Factors
Why open Market?
Planned economy failed
China started to open their market
Effect of opening Indian market
Outstanding Growth of GDP (2005, 9%)
91.6 billion dollars of balance of trade (2007)
Net FDI 15.4 billion dollars (2007)
Pure portfolio investment 29.6 billion dollars (2007)
Business Strategy
Team No.4
International Business Strategy : Multi-domestic Strategy
Global
Integration
Local
Responsiveness
Product differentiation factors are usually placed on non-price ones.
Low Pressures for Global Integration
Balancing Global Integration and Local Responsiveness in Cosmetics Industry
Business Strategy
Team No.4
Introduction
AMOREPACIFIC Overview
Customers tas
AMOREPACIFIC is one of the biggest and the most famous cosmetics companies in the world. AMOREPACIFIC is now implementing a multi-domestic business strategy in many different countries to be one of the top ten in global cosmetics industry until 2015. Its vision for 2015 is concreted by specifying the goal - attain overseas sales of ₩1.2 trillion until 2015, expand the revenue proportion of