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Business leaders require the appropriate strategies and knowledge to successfully grow their companies through international expansion. Multinational enterprises (MNEs) in the West Bank in Palestine often encounter complex barriers as the executives of the firms explore business opportunities in foreign countries. The objective of this single case study was to explore, in depth, the perspectives of business leaders from a population of executives of an MNE in the West Bank. The conceptual framework used in the study was cultural intelligence. The selected multinational business leaders participated in semistructured, face-to-face interviews followed by member checking. The 2 executives of the MNE shared their experiences and knowledge concerning the internationalization processes of their company. The data analysis process followed Yin's 5-phase analysis cycle; it entailed an analysis of interview responses followed by member checking and a review of administrative documents of the MNE under study. Three themes emerged from the data analysis: international knowledge and adaption of local conditions, strategic partnerships, and diversification and specialization. The findings from the study could contribute to positive social change by encouraging executives to explore business opportunities in the West Bank, resulting in an increase in employment rate and better living standards for the residents.

Abstract When Taiwanese ceramic tile industry invested in the Mainland China, they are facing the differences between cross-strait strategies. Shall the Taiwanese businessmen change their business management strategy? This is the subject of present study. The objectives of present study include the following: (1) to find out the knowledge of Taiwanese ceramic tile industry regarding the cross-strait strategies and to see if there¡¦s any differences among them, (2) to find out the effects of differences in cross-strait management strategy, This study includes only Taiwanese ceramic tile industry of KwangTong and Shanghai Districts and this is the main source of our sampling and information gathering. The scope of present study is limited to the differences between cross-strait strategies, emphasizing on the social and political aspects. The principal manageable variables are: 1. differences in cross-strait strategies, 2. business strategies of Taiwanese companies, 3. management strategies. Using the Taiwanese ceramic tile industry companies or factories who had investment in Mainland China, we study the effect of above independent variables and the interaction between them. methods used include: case study analysis, confidential analysis, main factor analysis. 1. There¡¦s significant effect for Taiwanese business on management strategies. 2. There¡¦s no significant effect for differences of cross-strait cultures on management strategies. Also the present study had presented four new kinds of business strategies, namely: 1. Hierarchy strategies: based on the hierarchy and rules. 2. Control strategies: based oneself-discipline and managerial intervention. 3. Freedom strategies: there¡¦s free style for management. The competitiveness is from productivity and innovation not low wages, or a valued currency. Key words : Business strategies, Taiwan company,managment

A free and flexible business environment attracts international organisations to those markets that have big growth potential and high profit margins. To penetrate emerging markets is of great interest to any international organisation. The situation gets more intense if it is in the field of telecommunications. Telecommunications (telecoms) and information technology (IT) are generically known as the information and communication technologies (ICT) industries. ICT is one of the fastest growing industries in the world and is also considered among the biggest markets in terms of customer base, growth and profitability. The competition is very high in such markets, so relatively unique, attractive and extraordinary business strategies are usually practiced by these companies. The situation may create an atmosphere of upheavals and uncertainties in such markets. Extraordinary or unethical business policies can not only affect the business of other organisations, but also has some after-effects on societies and the mindset of target nations and market ethics. Organisations are very much engaged with society and work in the social environment, therefore the socio-cultural components is of great importance when designing business strategies. Exploring the facts about emerging markets and by analysing the case of Chinese company Huawei in the Pakistani telecom market, this thesis gives investigates and assess the success factor of this Chinese company. This thesis highlights the upheaval factors of emerging markets, by analysing the role of cultural interests and the mindsets of target nations for organisations planning their strategies

The aim of the thesis is to define the actual economical crisis and it's influence on the world's economy, especially than on the Czech Republic as an export oriented economy. Identify the problems czech export companies have to face, describe their influence on the business strategies and also give place for a description of the potential solutions together with the possibilities of using the subventions from both the state and private agencies.

Small business owners play a leading role in the United States economy by creating jobs and driving innovation. However, half of all new small business owners close their doors before their 5th anniversary. Following the entrepreneurship theory, the purpose of this multiple case study was to explore what strategies 5 small business owners in the food and beverage industry in the San Francisco Bay area used to survive beyond 5 years of operation. Data sources included semistructured interviews and company documents. Data analysis included descriptive and process coding of the data and use of NVivo to identify themes. Based on thematic analysis of the data, the emergent themes included: human capital, business goals, and growth through innovation. Participants relied on business knowledge to start and sustain their businesses; set incremental goals for growth and aligned business decisions to achieve those goals; and maintained a competitive advantage by implementing innovative and creative changes to their products and services. The implications for positive social change include the potential to provide small business owners and potential small business owners with strategies to sustain their businesses beyond the 5-year mark, thus contributing to economic growth of their businesses, their employees, and their local economy.

This thesis presents a study of business adaptation strategies employed by small and medium retailers in order to be sustainable in a climate of rapid and significant environmental change in regional Thailand. The study was carried out in Ubon Ratchathani, a large regional city in North Eastern Thailand which shares many of the difficulties encountered by regional businesses in regional Thailand. Changes over the last ten years have been considered in this work and recent strategies adopted by the small and medium retailers have been investigated. Using extensive input from a study group which represented approximately 10% of all small and medium retailers, the study attempts to isolate the successful strategies for the region.

Originated in Taiwan, HTC is a pride of Taiwan that it proves the Taiwanese company can be excellent not only in cellphone OEM/ODM industry but also it is possible to be an OBM which is known to the world. In April 2011, HTC (2498.TW) stock price reached as high as NT$1,300, while stockholders were rejoicing over the seeming success, soon when it came to Q4 2011, however, it announced an income drop of 41.1% compared to the previous quarter. From August till October 2012, the stock price had been lingering around NT$250 to NT$280. Close to Taiwan, Samsung from South Korea has become the number one in the mobile phone sales market in Q2 2012. Reported by Gartner, in Q2 2011, Samsung had taken the market share by 16.3% and it climbed to 21.6% in Q2 2012, which was its first time to defeat Nokia, whose market share was 19.9%. Today, Samsung has been the new leader in the mobile phone industry. Samsung arose from a humble beginning but it is now on the top of the world; however, once always compared side by side, is HTC still able to compete against Samsung today? Samsung has developed its unique competitive advantages to dominate the market. HTC, however, traditionally strong in design, is striving to “coming back,” which was the promise of HTC’s CEO, Peter Chou, in a letter addressing to the employees. Now it’s the high time to review HTC’s strategies in the market. The study collects the resources related to how Samsung, as a successful multinational firm, utilizes competitive strategies, and then analyzes the possibilities to apply those to HTC. It is expected to provide practical suggestions to HTC, with anticipation of its coming back.

In Taiwan, prior to the petroleum industry liberalization starting from 1990, the whole petroleum market was highly regulated and monopoly. Since 90s, the first private owned gas station was built in 1997; the Formosa Petrochemical Corporation went public in September, 2000; the Petroleum Administration Law was implemented on October 13th, 2001; and almost all famous international petroleum businesses had plans to establish branches in Taiwan. As the result, the monopoly market gradually became more and more competitive during that period. The China Petroleum Corporation, one of the state-owned enterprises, was the only price leader in the market, and currently still has absolute influence. This research, therefore, is focus on how CPC adjusting its business strategies and marketing management while facing the intensive competition in this liberalizing market. The main findings are as follows: 1. Since the Formosa Petrochemical Corporation and other international petroleum companies joined into this competitive market, CPC has actively adopted much adjustment. However, the company and all staffs must try harder if they plan to keep 70% market share. 2. For future competition, CPC has adopted not only some defensive tactics to keep the current market shares, but also many aggressive strategies so that the company can continuously penetrate, expand, and diversify the new market . Moreover, CPC has asked its staffs to provide their best service in order to secure the client base and to improve the competence. In fact, those good business strategies really helped CPC increase its total sales and profits; or keep its current market shares at least. However, CPC still need to deploy some other marketing approaches such as to keep its cost down, to better off its service, and to train qualified staffs, so that the company can advance its competitive preference and diversify its marketing strategies as well. Keywords: petroleum industry liberalization, the Petroleum Administration Law, business strategies, and market share

Title: Digital business strategy - The driver for change in internal and external business environment Authors: Sumera Magsi and Sarah Shaaban Advisor: Andrea Fried Master thesis, 30 credits Background:The effects resulting from a more intense use of digital technologies in companies is visible in the integration between business and IT strategies which creates an urge for digital business strategies to emerge. Thesis aim: The aim is to investigate the current state of digital business strategies which includes highlighting benefits and challenges. By doing that we also are aiming towards answering, in what way ITBA can be questioned due to DBS. Methodology: A qualitative research based on a multiple case study by conducting semi- structured interviews. All the selected case companies are using digital business strategies as a part of their internal and external business environment (IEBE). The respondents have a role in the chosen case companies of being responsible for the implementation and use of strategies, digital business strategies and digital technologies. Findings: This study identifies that their exits a linkage between business strategy and ITBA. The main finding about the current state of DBS involves both internal and external DBS activities. Further findings show that benefit of digital business strategy to be the opportunity to levering costumers and challenges to be connected to the different IT maturity levels of the employees. The way that digital business strategy can question ITBA is based on that it is the driver for change for the case companies.