The Changing Face of Multinationals in South East Asia

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Format: Hardcover
Pub. Date: 2002-11-08
Publisher(s): Routledge
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Summary

This book examines how and why corporate strategy, structure and culture is continuing to change markedly in South East Asia. Among the issues that have forced widespread changes in the region are the SE Asian economic meltdown, the growth in electronic technology, regional market integration, changing levels of education, business process standardisation and transparency measures, the rise in 'corporate governance' and political developments among the targeted countries. Specifically this book discusses the changing nature of MNC business culture, strategy and practice in the ASEAN regional trading bloc. This comprises Thailand, Vietnam, Myanmar, Lao PDR, Malaysia, Singapore, Indonesia, Brunei and the Philippines. This book provides a rich and detailed account of how and why these organizations are evolving and restructuring in the post-economic crisis era. Multiple in-depth case studies are incorporated from the point of view of participants.

Author Biography

Tim G. Andrews is Senior Lecturer in International Marketing, Bristol Business School, University of the West of England Nartnalin Chompusri is Marketing Officer at the Bristol Business School, University of the West of England Bryan J. Baldwin OBE is Chairman of Trafalgar International, Global Investments Ltd, Evergreen Comware and Director of PCI International

Table of Contents

Acknowledgments x
Introduction 1(2)
Aims and rationale
3(1)
Focus ``roots''
4(2)
Perspective
6(2)
Scope
8(2)
Method
10(1)
Style and content
11(1)
Structure
12(3)
Part I The Southeast Asia regional bloc: salient features 15(38)
ASEAN business context
17(11)
Overview
17(1)
Crisis
18(1)
Cultural foundations
19(5)
Opening up
24(4)
Rise of the multinational
28(25)
History and current operations
28(4)
Moving in
32(21)
Part II Organizational change 53(134)
Organizational downsizing
55(24)
Cost control: initial measures
56(4)
The onset of layoffs: rationale for change
60(5)
First-wave implementation
65(7)
Longer-term measures
72(7)
Corporate consolidation
79(24)
Status quo: the precrisis years
81(1)
Postcrisis consolidation
82(7)
Implementation: culture's consequences
89(10)
Implementation ``cross-vergence''
99(4)
Human resources management
103(40)
Recruitment
106(3)
Where the twain meet: expatriates v. local recruits
109(6)
Managerial rotation
115(3)
The rise of the ``younger'' executive
118(2)
Reward structure
120(5)
Appraisals
125(5)
Training
130(10)
Language
140(3)
Electronic technology
143(18)
Local challenges
147(4)
Culture factors
151(4)
Security
155(2)
Response of the multinationals
157(3)
Concluding thoughts
160(1)
Information tracking
161(26)
ISO certification in Southeast Asia
163(1)
Rationale for accreditation
164(4)
General critiques
168(2)
Implementation within ASEAN
170(9)
Culture-based resistance
179(4)
Tentative resolutions
183(4)
Part III Marketing 187(120)
The marketing function
191(35)
The traditional marketing function
191(2)
The rise of Western marketing methodology
193(5)
Indigenous resistance
198(11)
``Cross-verging'' market practice: hybrid working methods
209(3)
Localization: general pointers
212(3)
Strategic planning
215(11)
Product, brand and pricing strategy
226(30)
Traditional practice
229(3)
Multinational brand repositioning strategies
232(7)
The underflow: forces for adaptation
239(10)
``Cross-verging'' brand perspectives
249(7)
Advertising and promotion
256(24)
The traditional dilemma
257(5)
Corporate advertising and promotion retrenchment
262(5)
Indigenous resistance
267(2)
Intra-ASEAN promotion strategy
269(8)
Advertising and promotion strategy ``cross-vergence''
277(3)
Distribution
280(27)
Traditional ASEAN distribution
282(6)
Distribution chain subversion: global corporate fightbacks
288(8)
``Cross-verging'' distribution practice
296(11)
Conclusions 307(13)
The dialectic of ``cross-vergence'': closing summary
309(5)
Globalization: toward an integrated redefinition
314(2)
Facing the future
316(4)
References 320(6)
Index 326

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