and the other is foreign executives and local residents in common.
Ⅱ.1.1. Problem to foreign executives.
First, let’s look at the problem that affects only foreign executives. LGE implements globalization so excessively that foreign executives just have to do their work without any information about korean employees and korean culture. Because they do not know about the nature of korean
and surging purchasing power, are more sophisticated and value-oriented. Instead of looking solely for low prices, they place strong emphasis on product quality, functions and branding. Branded products, having an up- market image in terms of style, product quality and safety, have become priority choices for consumers.
4. Market players
4-1. Foreign players
Multinational enterprise cashin
and strengthening to bring up R&D resources.
- Constructing the working environment differentiated from Chinese companies by introducing advanced corporate culture as well as technology transfer.
Providing the opportunity to visit the head quarter.
Digging out potential of local employees through various career development courses.
Foreign companies that were successful
employees of Kia motors.
- Global top talent education
Kia motors has operated professional education program across all sectors such as HR/Strategy, production management, marketing, financial accounting, and R&D to reinforce managerial skills and expertise of the talented employee who will realize Kia motor’s vision of 21st century, and has given the opportunity to work at foreign branch
and public projects. They are at the center of the Korean tourism industry in contributing to the development of the national economy. It will give its best to establish a positive image of the casino industry by promoting various activities that contribute to the society. In addition, all employees of GKL are making efforts under the top-priority corporate scheme to overcome any negative view an