This article describes the transition of MOL, the Hungarian Oil and Gas Company, from a state-owned enterprise to a privately owned regional-multinational company and outlines its growth to become a leading player in the CEE region. It also illustrates how the company went through the internal restructuring process before and during its acquisition period. Over three distinct development phases it then emerged as a new species in the CEE, as a "regional multinational". The case also gives valuable strategic insights into the oil industry of the majority of CEE countries.
... its business in Romania, Bulgaria, and Serbia and Montenegro to the Petrom subsidiary. Petrom ac...
...27 - 29 May 2010. Novi Sad, Serbia. The International Conference for Entrepreneurship...
... informative touristische Tafel "Welcome to Serbia" die Radtouristen, die vom kroatischen Ufer uberge...
... Georgia, Greece, Moldova, Romania, Russia, Serbia, Ukraine and Turkey. The core element of the polit...
The researchers explore the role of foreign direct investment and (its relationship to) clusters for the competitiveness (and catching-up) of small(er) developing countries. They suggest that while size per se need not matter, small(er) developing countries need to explicitly account for any liabilities of smallness when devising and implementing strategies for competitiveness and catching-up. They claim that international strategic management scholarship can add insights on this important issue, by complementing extant literature and contributions by international trade and economic development scholarship.
..., through the "Albania 1 Euro" initiative), Serbia (through its high-tech IT cluster in Vojnodina), S...
We inhabit a global village in which international marketers are encouraged to think and act with both global and local interests in mind. The enlargement of the European Union (EU) in January 2007 has created a 27 member state EU with a population of nearly half a billion. The purpose of this article is therefore to examine the nature of these differences in so far as they impact on the segmentation decisions made by international marketers. This article examines the literature on culture, identity, and self-concept and presents empirical results showing the diversity of these concepts within three countries that are now full EU members - the Czech Republic, Hungary and Poland. Wir bewohnen ein globales Dorf, in dem internationale Verkäufer dazu ermuntert werden in globalem und lokalem...
...; Martinovic 2002), Montenegro (Hall 2002), Serbia (Hall 2002), Bosnia and Hercegovina (Vincent 1999)...
European beer markets are characterized by major changes that are forcing breweries to redesign their competitive strategies. In this paper, we analyze the changes in the German and Croatian brewing industries by referring to Porter's five forces model and generic strategies framework. The analysis reveals growing competitive pressures in both markets and a wide spectrum of competitive strategies. Whereas in Germany cost leaders have gained market shares, the Croatian market is strongly influenced by the differentiation strategies of multinational brewing groups and medium-prized local brands. A comparison of the market characteristics and firm strategies in Germany and Croatia and some theoretical and managerial implications close the paper.
..., Slovenia, Bosnia and Herzegovina, Kosovo, Serbia and Montenegro and manages these markets from a si...
ver las páginas en versión mobile | web
ver las páginas en versión mobile | web
© Copyright 2012, vLex. Alle Rechte vorbehalten.
vLex-Inhalte Deutschland
vLex durchsuchen
Für Berufstätige
Für Mitglieder
Andere interessante Suchvorgänge:
wehrdienst sold | Portugal | wirtschaftswunder | richtlinie 2008 29 eg | allgemeinmediziner jena | Hábil | declarar imposto de renda 2008 | oms obesidad | algarve au portugal | personalidade jurídica
