<p>Investments in offshore manufacturing have in a historical perspective been taken as a series of separate decisions with a strong focus on cost reduction. This kind of cost is typically narrowed to the cost of purchase or manufacture. The total supply chain costs are hardly ever considered. Investments need to be reviewed within the context of a company´s total market and manufacturing requirements. This will prevent unwanted issues such as extended lead times, greater buffer stocks and excess capacity, uncoordinated strategic responses, conflicts and the failure to be profitable.</p><p>Alfdex, which is a joint venture owned by Alfa Laval and Haldex, provide the global truck and diesel engine market with its products and is for the moment market leader. The future demand will however exceed their current capacity within five years. To avoid that any decision will be made ad hoc this project will identify some essential factors that are significant for a future expansion of production. This will thereafter be adapted for Alfdex situation to recommend where they should expand their future production based on an objective perspective.</p><p>In this project seven markets will be reviewed; North America, Europe, South America, Russia, China, India, and Asia. The manufacturing footprint refers to where a company geographically locates its production. It is based on a long-term perspective and required reasonable strategic thinking and analysis.</p><p>Four essential factors have been identified which will determine Alfdex manufacturing footprint recommendations; the current situation; the market development and capacity need; the issue of costs; global and local conditions and differences together with the supply chain. In addition a scenario matrix and analysis matrix have been developed to support the analysis.</p><p>This work has shown that the most feasible solution, based on what is known today, is to make an onsite expansion in Landskrona, Sweden. By keeping the production in Sweden Alfdex will meet the most qualifications identified in the manufacturing footprint. Additionally a sales person and technical support are required in North America as well as allocating resources to monitor the Chinese market.</p><p>In this version of the report customers’ and suppliers’ names as well as some figures have been concealed. In some cases the information has been replaced by an <strong>X</strong> and in others it has been completely removed.</p>

Background International trade has dramatically increased during the last half of the 20th century and it is now of significant importance to most eco-nomies. International trade is especially crucial to countries such as Sweden, with a small domestic market. It has been said that a com-pany needs to have a committed management, as well as a strategy for it’s export and it’s marketing to reach long-term success. Never-theless, companies sometimes use a “strategy of least involvement”, leaving the international marketing strategy decisions in the hands of foreign agents and distributors. Purpose The purpose with this thesis is to investigate how the export and marketing strategies have been developed and implemented by suc-cessful Swedish export companies. Method Winners of the Export-Hermes Prize and Stora Exportpriset have been used as a sample of successful export companies. Qualitative semi-structured interviews with four of them were conducted to col-lect the empirical data. Conclusion The export companies in this study showed great differences con-cerning their original export ambitions, the methods they used to se-lect foreign markets, the modes that they used to enter new markets and the pace in which the international expansions were carried out. There were however strong similarities between the successful ex-port companies in other areas. All four companies had owners and top management who had been, and in most cases still were, highly involved and driving forces in the export activities. The companies also shared a belief in working with clear goals and having a strict control over subsidiaries and intermediaries. The authors are of the opinion that this control and monitoring are crucial for the success of the implementation of the export and marketing strategies.

Investments in offshore manufacturing have in a historical perspective been taken as a series of separate decisions with a strong focus on cost reduction. This kind of cost is typically narrowed to the cost of purchase or manufacture. The total supply chain costs are hardly ever considered. Investments need to be reviewed within the context of a company´s total market and manufacturing requirements. This will prevent unwanted issues such as extended lead times, greater buffer stocks and excess capacity, uncoordinated strategic responses, conflicts and the failure to be profitable. Alfdex, which is a joint venture owned by Alfa Laval and Haldex, provide the global truck and diesel engine market with its products and is for the moment market leader. The future demand will however exceed their current capacity within five years. To avoid that any decision will be made ad hoc this project will identify some essential factors that are significant for a future expansion of production. This will thereafter be adapted for Alfdex situation to recommend where they should expand their future production based on an objective perspective. In this project seven markets will be reviewed; North America, Europe, South America, Russia, China, India, and Asia. The manufacturing footprint refers to where a company geographically locates its production. It is based on a long-term perspective and required reasonable strategic thinking and analysis. Four essential factors have been identified which will determine Alfdex manufacturing footprint recommendations; the current situation; the market development and capacity need; the issue of costs; global and local conditions and differences together with the supply chain. In addition a scenario matrix and analysis matrix have been developed to support the analysis. This work has shown that the most feasible solution, based on what is known today, is to make an onsite expansion in Landskrona, Sweden. By keeping the production in Sweden Alfdex will meet the most qualifications identified in the manufacturing footprint. Additionally a sales person and technical support are required in North America as well as allocating resources to monitor the Chinese market. In this version of the report customers’ and suppliers’ names as well as some figures have been concealed. In some cases the information has been replaced by an X and in others it has been completely removed.

As fundamental components of a language, words are essential for successful language learning. Vocabulary learning strategies thus become a vital important field to be focused on. This investigation is based on the framework of O' Malley and Chamot' s (1990) taxonomy about language learning strategies, which include metacognitive strategies, cognitive strategies, and social/affective strategies. This study aims at studying the relationship between students' attitudes toward vocabulary learning, their vocabulary learning strategies and their vocabulary level. The participants of this study are fifty English majors from a university in China. A vocabulary test and a questionnaire are used so as to collect data from the investigated students. Finally, this study generates the following results: (1) the students hold a neutral attitude toward vocabulary learning, and they believe vocabulary learning sometimes is interesting, but sometimes not; (2) the students adopt all the three strategies, but cognitive strategies are most frequently used; (3) the correlation analysis shows that there is a significant relationship between the students' attitudes and their strategy use, the strategy use and their vocabulary level; (4) the successful learners are more positive as regards English vocabulary learning, and adopt learning strategies more frequently than less successful learners. Based on the findings of the investigation, some pedagogical implications are provided to suggest teachers encourage and help students to hold an active and positive attitude toward English learning, and introduce more learning strategies to promote the students' English acquisition.

The purpose of this study was to investigate how companies have linked their corporatestrategy with their digital- and social media strategy. The authors believed that these strategieshad to be connected somehow and wanted to research it further.Qualitative research methodology was utilized in this study. The research data consisted oftwo semi-structured interviews with one employee at Hestra Gloves and one at Kronfönster.The interviews were made after the same protocol in form of questions and documentation.The result of the interviews revealed that both Hestra Gloves and Kronfönster had overallbusiness core values which were reflected in their strategies. Hestra Gloves had a generalbusiness idea which was used as a corporate strategy, they also had a social media strategyand they had working guidelines for their digital channels. Kronfönster followed their corevalues which permeate the whole organization and they had guidelines for both corporatelevel, digital level and social media level.The findings show that the companies which were investigated have linked their corporatestrategy with their digital strategy in a medium way. The findings also show that theinvestigated companies have linked their corporate strategy with their social media strategy ina medium way. The authors conclude that some strategy components are linked in a strongway and that some components are linked in a weak way.

The amount of the loss of the global panel factory in 2011 a record high, the global economy since the financial tsunami hit in 2008, Europe and the United States credit crisis, 311 Japan earthquake, China's economic slowdown and factors that impact the end consumer market. The panel makers around the world must face the predicament of oversupply and lower prices. Especially in Europe and the United States government in the name of ¡§antitrust", so that each panel plant to become the ATM of the local government under a huge amount of fine, really bite the bullet and make every effort inside and outside the attack. The thrust of this case study is to explore the business strategy of the global pane makers to small and medium-size panel. First, analysis of the future trends of the global panel industry. Then in-depth analysis of the competitive advantage of the global panel factory, the object of study is a case company as the main target customers in Japan, Korea, Taiwan, China and other places, including Japan's Sharp, Japan Display, South Korea Samsung Display, LG Display, Taiwan's Chi Mei Optoelectronics, AU Optronics wins China and China's BOE, Tianma company history, vision, mission, strategic positioning, competitive advantage, critical success factors, resource management capabilities. Finally, according to the findings, to develop the company's business strategy of the case. The results of this study are summarized as follows: First, strategic innovation; to change the trend of industrial competition, re-defines the rules of the game with the new industrial competition law, business and the basis of competitive differentiation and advantage. Winning strategy ; turning point in the arrival of the corporate strategy when the environment changes, the enterprise will make good use of the corporate strategy ambitions and their own resources, "pondering" process to identify the unique and winning strategy. Execution¡A the success of the business strategy depends on execution; Great ideas require concrete actions to achieve. Effective supervision and control of operating performance, to fulfill our corporate social responsibility, fair treatment of business stakeholders, business continuity to survive opponents

The Taiwan earliest online game company was Huayi International which was established in 1993 by introducing the first complete online game ¡§Stone Age¡¨ that caused a network wave and lead Taiwan¡¦s formal entry into the field of online game. Since 1999, the rise of South Korean online game technology which created the huge benefit from online game market and cause this industry into a whole new generation. As mention about the development of the online game in Taiwan, actually it is a contradiction issue, because the position of online game has not been consider a health and leisure activities. In addition, the primary channel of promote online game is net coffee, which is often regarded as improper place, thus the online game has been in the ambiguous environment. As the change of different generation, online game become more diversified chose and leads to high competition pressure of market, therefore, the free web game developing fast and has the trend replace a part of online game market. From the gaming market and user perspective, the web game is definitely not a mainstream game; furthermore, it also can not become mainstream production. But it meets the needs of some people to adapt to a market segment. Therefore, this research is analysis the management and marketing strategy of web game company ¡§ Cool You network company¡¦s web game production---Magic Mirror web game¡¨. The purpose of this research is through the analysis by the case interview to understand the innovative of marketing strategy and new idea of web game that in order to assist the game industry to develop effective marketing strategy to attract consumers.

A.T.Mahan emphasizes the way to perform sea power is the way to apply navy strategy, which means a country¡¦s sea power is closely related to its national navy strategy development. Julian Corbett also argues that the main idea of navy's strategy lies in the competition of sea supremacy. Sea supremacy means a country keeps and controls the marine communication lines for its military and commercial purposes. The Communist China is facing changes domestically and internationally. The increasing dependence of economic growth on petroleum and natural gas import and maritime safety makes the Communist China has to guarantee the sea routes unblocked. Self-regarded as a big country along the seashore , the Communist China is promoting marine consciousness of the whole nation and the idea of sea power. The former navy chief commander Liu Hhua-qing had advocated constantly since the eighties ' to strengthen sea power and navy building. Since then, the Communist China has positively increased its domestic maritime activities in every field, which means it is now involved in more influence on the international order in the Asian-Pacific area. The thesis is mainly to analyse the Communist China¡¦s developing sea power on its relevant conditions, environments and concrete conduct. The thesis also studies and judges how China¡¦s sea power development influences the stability in the Asian-Pacific area. Focal points of the thesis include the truth of China¡¦s sea power development; whether the Communist China will develop the aircraft carrier fleet as being the rigional military and economic super power; the strategic consideration about Taiwan from American, Japanese and Chinese points of view; and whether the responses of the Asian-Pacific countries will cause the regional arm race and proliferation of weapons. The purpose of the thesis is to answer these questions.

The present study aimed to investigate whether students¡¦ error types in word recognition would be contingent upon teaching strategies. Based on the perspectives of feature-matching theory in pattern recognition, it was predicted that, the phonetic compound strategy would reduce the error rate in the recognition of the picto-phonetic character, whereas the radical recognition strategy would lower the error rate in the recognition of the radical character. A quasi-experiment was conducted in which ninety-nine 4th-grade elementary students were assigned to three groups receiving phonetic compound strategy, radical recognition strategy, and distributed recognition strategy respectively. The dependent measures consisted of shape error rate and pronunciation error rate. The results showed that those students who received the phonetic compound strategy exhibited lower shape and pronunciation error rates of the picto-phonetic character than the students who received the distributed recognition strategy. On the other hand, those students who received the radical recognition strategy exhibited lower shape error rate of the radical character than the students who received the distributed recognition strategy. Regarding the interaction of character types and error types within a specific teaching strategy, for those students who received the phonetic compound strategy, the shape error rate of the picto-phonetic character was lower than the pronunciation error rate of the radical character. For those students who received the radical recognition strategy, both the shape and pronunciation error rates of the radical character were lower than those of the picto-phonetic character. The contingent relationships between teaching strategies and error types in word recognition were partially supported by empirical data. Possible reason would be that the pronunciation might produce a more prominent facilitation effect than that of the shape in Chinese word recognition. Finally, implications for teaching strategies in word recognition and directions for future research are also discussed.

<p>Background: The notion of IT strategies has changed during recent years, because our perspectives towards IT in the organizations have changed. We expect IT to be fulfilling business goals and lever-age business opportunities and we have strengthened the role of IT in the supply chain. Our individual view on IT, whether it is strategic or supportive, whether the infrastructure should be standard-ized or individualized etc., most likely affects how IT strategies are interpreted and conducted in the organization. This is critical in companies who have their subsidiaries on foreign land. It is not obvi-ous that managers in different countries interpret the IT strategy the same way, just because it happens to be the same company. In most large global coalitions, a common central strategy for IT is the standard. I have chosen to examine Argentinean subsidiaries to Swedish companies as an example. Eight research questions were formulated, with the purpose of finding what is included in a generic IS/IT strategy, if the perspectives of managers are in line with the theory, whether views are consistent throughout the concern, and determine the challenges of global IS/IT management.</p><p>Purpose: This paper aims at finding the generic parts in a IS/IT strategy formulation and explain how business management and IT specialists of global coalitions interpret the concept IS/IT strat-egy. A sub-purpose is to define the priorities in global IS/IT management. The analysis of the paper culminates in a model - “the interpretation of IS/IT strategies”, with the ambition to give guidelines for managers and strategy formulators in a global environment.</p><p>Method: The study is of qualitative, exploratory and explanatory type, it has a descriptive part and a theory enhancing rational. By a thorough literature study and a pre- study I wished to explore and shed light on the perplexities in IS/IT management, nationally and globally. The broad research spectrum was a conscious choice to cover the complex area of IS/IT strategy and the various people affected. By conducting interviews; through questions and observations I also aimed at describing and explaining how IS/IT strategies are interpreted in practice. As a result of my hermeneutic research approach I am drawing conclusions from the similarities and dissimilarities I found in the different perceptions and relate it to the result of previous studies. The idea is thus to combine these insights in order to enhance theory in the area.</p><p>Analysis and result: what could be determined from the analysis is:</p><p>• IS/IT strategy composed of strategic planning, alignment between business- and IT, competitive advantage, knowledge management, responsibilities, system architecture, interaction and security.</p><p>• No “generic” strategy exists. A good strategy for a global coalition is forward-looking and flexible and frequently evaluated. The strategy gives competitive advantage if leveraged; the results are related to IS paradigm view.</p><p>• IT people proves short sighted while business/strategy management have long term perspective, which contradicts Earl, (1999). The difference could be due to culture in this case. The organiza-tional structure does not determine IT architecture, which contradicts King Sethi (1999).</p><p>• Managers and IT people are generally not in agreement. Interpretations of strategy are not consistent in global firms. Managers and not IT people need to take responsibility for the formulation and realization of the strategy. This is in accordance with Axelsson, (1995).</p><p>The implications to managers are: The organizational structure chosen should not be steering the politics for architecture, moreover that IT specialists with a technical view can not be responsible for strategy work or global standards. Managers are encouraged to develop knowledge management, to include intellectual assets in the IS/IT strategy and work with culture enhancement programs.</p>