Lymphocytic choriomeningitis virus (LCMV) is an old-world arenavirus capable of causing severe diseases in humans. Despite the extensive use of LCMV in studying immune responses to viral infection, very little is known about its entry pathway. As an enveloped virus, the main determinant of LCMV entry is the viral glycoprotein, which allows for the fusion of the viral membrane with that of the target cell, upon specific triggers. While the exact triggers for LCMV GP are currently unknown, low pH and interaction with a yet to be identified host-encoded receptor are likely involved in the activation of the GP fusion activity. This thesis finds that a triad of histidine residues on LCMV’s GP is absolutely critical for infection. Since mutation of the histidine triad had no effect on GP synthesis and did not completely abrogate its ability to bind to cells, our data suggest that the histidine triad are important for a step after virus internalization, potentially allowing low pH sensing. In addition, through the use of engineered soluble GPs, pulldown experiments, and mass spectrometry, various LCMV receptor candidates were identified. These candidates were further validated in order to identify crucial host proteins involved in LCMV entry. This study finds that LCMV GP interacts strongly with the Neuropilin proteins NRP1 and NRP2, and these cellular proteins may play a role in LCMV’s entry pathway during infection.

In1987, the Government released the law about restricting people to cotact between Taiwan and China, and the trade between Taiwan and China became more and more important. With the trend of economic community in globe and the industrial environment in Taiwan changed, the Multinational Enterprises (MNEs) should think about them how to keep advantages in global competition. Internationalization is the best choice that can help Taiwanese enterprises promote their competitive position in the world. China is a developing market and a lot advantages, such as rich resources and cheaper labors. Above all, China has become the major location of Taiwanese firm¡¦s foreign direct investment. Compared with the process of MNEs located in North America/European Unit (developed countries, DC), the international process of Taiwan¡¦s MNEs is very different with in other countries. This is interested topic to investigate the entry strategies of Taiwanese firm¡¦s FDI in China. Focused on China, this thesis try to find out the model of entry mode and entry timing. The two basic types of entry mode are wholly owned subsidiary (WOS) and joint venture (JV). This study also defined the FDI timing of 1993 is the intermediary to differentiate early entrant from latter entrant. The study collects 48 effective cases from electronics and non-electronics industries. The analytical technique used in this research includes descriptive statistics, factor analysis, cluster analysis, bivariate correlations, Multivariate Analysis Covariate of Variance (MANCOVA) and logistic regression. The study finds that the strategic roles of the MNEs have significant influences on the choice of entry mode. With different strategic motivations, the type of entry mode and the timing of entry are also difference. The relationship between entry mode and entry timing is not significant. In the view of global logistic management, Taiwan¡¦s MNEs will be an early entrant in China.

Abstract Title: Emerging Markets – A Case Study in Foreign Market Entry toBangladesh Keywords: emerging market, entry strategy, market entry, factors behind entry choice, entry mode, entry node, entry timing Background: Internationalism and international marketing are hot topics among the strategy discussions of the companies and as a result companies continuously look for new, unreached sales potential to their products and services as well as better use of their resources. Purpose: To find the most efficient international market entry strategy for companies moving from developed/transition economy to an emerging market. Theoretical framework: The base for the start of internationalisation process is company’s inner motives and resources. Motives and resources combined with the cultural distance, competition and general external environment of host country form potential company-specific risks for the entry to foreign market. Potential customers in combination with company resources shows how big is the match between market demand and what company can offer and therefore determines the potential reward. Risks and reward are both input to the decision making process where the potential benefits and drawbacks are analysed against each other. The output of this decision making is the entry strategy. Methodology: Internet was mainly used to collect secondary data about company resources, cultural distance and external environment. Interviews with 150 retailers inBangladesh were conducted to collect primary data about the competition and consumer behaviours in the hosiery market ofBangladesh. Then comparative analysis was made based on the model developed by the authors to reach to the decision. Conclusion: The most effective entry strategy for the entry to emerging markets is indirect exporting through an agent in case there is high location risk, moderately high competition risk, medium country risk and moderately low demand risk, the company has no surplus finances for big investments and no prior experience in doing business in an emerging market.

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China is the second largest investing market in the world now and it is also the number ninth trading country in the world. There are almost 13 billion populations in China, average GDP each year is about 7%. We can see how attractive and interesting China market is for all the retailers in the world and top 500 countries are all interested in investing in China. Since 1992 China government opened retailer¡¦s market and policy, almost all the MNC companies, local Chinese retailers, small retailers and ¡K¡Ketc, are eager to enter China. It also helps China retailer market full of lot of competitions. It¡¦s also good timing for us to obverse retailer¡¦s entry mode in China. When we are facing the global competition around the world and changing everywhere. For MNC companies, it¡¦s a great challenge to keep sustainable competitive advantage and do the right direction. The purpose of the study is knowing retailer¡¦s entry mode in china, how the motivations affect companies to choose the entry mode in china. This paper is different then the general entry mode theory we know, it¡¦s the result after observing the market phenomenon, case study, interview Carrefour & 7-11, scholar¡¦s experience and discussion. After that I try to combine all the materials above and find out the true phenomenon of retailing market in china and make the conclusion for all retailers who wants to enter China. As we know different entry motivations will affect retailers to choose different entry mode. In this paper, I put on the Company side, Risk side, Environment side and Local operation side. Try to understand how the four side affect retailers¡¦ choose the entry mode in China. This paper starts from the different entry motivations, four different sides evaluation, and try to find the appropriate retailer¡¦s entry mode in China for all the companies who may want to enter china.

With the recent development of temperature measurement systems, continuous wellbore temperature profiles can be obtained with high precision. Small temperature changes can be detected by modern temperature-measuring instruments, such as fiber optic distributed temperature sensors (DTS) in intelligent completions. Analyzing such changes will potentially aid the diagnosis of downhole flow conditions. In vertical wells, temperature logs have been used successfully to diagnose the downhole flow conditions because geothermal temperature differences in depth make the wellbore temperature sensitive to the amount and the type of fluids flowing in the wellbore. Geothermal temperature does not change, however, along a horizontal wellbore, which leads to small temperature variations in horizontal wells, and interpretations of temperature profiles become harder to make than those for vertical wells. For horizontal wells, the primary temperature differences are caused by frictional effects. Therefore, in developing a thermal model for producing horizontal wellbore, subtle temperature changes should be accounted for. This study rigorously derives governing equations for thermal reservoir and wellbore flow and develops a prediction model of temperature and pressure. With the prediction model developed, inversion studies of synthetic and field examples are presented. These results are essential to identify water or gas entry, to guide the flow control devices in intelligent completions, and to decide if reservoir stimulation is needed in particular horizontal sections. This study will complete and validate these inversion studies. The utility and effect of temperature and pressure measurement in horizontal wells for flow condition interpretation have been demonstrated through synthetic and field examples.

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published_or_final_version / Geography / Master / Master of Arts in China Development Studies

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<p>A lot of theories have been propounded that has made great contribution to the </p><p>enterprise internationalization and entry strategy. However, no acceptable conclusion </p><p>has been made on how firms internationalized and what is factors influenced firms </p><p>choose their strategy. This development necessitates further study on the firms </p><p>internationalization and entry strategy. Hence the research was explorative in nature </p><p>and adductive approach was comprehensive adopted with interview. </p><p> </p><p>Further more, the firms have been using various approaches in entering their target </p><p>market. Some prefer to consolidate their position at home and concentrated their </p><p>efforts on exporting, while other took aggressive steps and invested directly in the </p><p>foreign market. Thus, the study examined the entry strategy of firms, and the factors </p><p>that influence the choice. This was aimed to gain deeper insight on how firms enter </p><p>the target market. From the findings, it was revealed that, Huawei had adopted </p><p>partnership, establishment of owned subsidiaries and make high technology </p><p>co-operation in the world, while the company resorted to strategic alliance and joint </p><p>venture after the China economic reformed till present moment. Moreover, we found </p><p>that the owner and management exerted their influence on strategic direction of the </p><p>firm, but the choice of entry strategy was mostly influenced by firm vision, business </p><p>offering, resources and capacity, while market conditions acted as exogenous factors.</p>