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CS - (Computer Sciences)
CS001 CS101 CS201 CS301 CS302 CS304 CS401 CS402 CS403 CS408 CS410 CS501 CS502 CS504 CS506 CS507 CS508 CS601 CS602 CS604 CS605 CS606 CS607 CS609 CS610 CS614 CS615 CS619 CS701 CS702 CS703 CS704 CS708 CS709 CS710CS712 CS716 CS718 CS720 CS723
CS724
CS001 CS101 CS201 CS301 CS302 CS304 CS401 CS402 CS403 CS408 CS410 CS501 CS502 CS504 CS506 CS507 CS508 CS601 CS602 CS604 CS605 CS606 CS607 CS609 CS610 CS614 CS615 CS619 CS701 CS702 CS703 CS704 CS708 CS709 CS710CS712 CS716 CS718 CS720 CS723
CS724
ETH201 - Ethics (for Non-Muslims)
ETH201
ETH201
HRM - (Human Resources Related)
HRM611 HRM619 HRMI619HRM620 HRM623 HRM624 HRM625 HRM627 HRM628HRM619 HRMI619HRMI620
HRM611 HRM619 HRMI619HRM620 HRM623 HRM624 HRM625 HRM627 HRM628HRM619 HRMI619HRMI620
ISL201 - Islamic Studies
ISL201
ISL201
MCM - (Mass Media Related
MCM101 MCM301 MCM304 MCM310 MCM311 MCM401 MCM404 MCM411 MCM431 MCM501 MCM511 MCM514 MCM515 MCM516 MCM517 MCM520MCM531 MCM532 MCM601 MCM604 MCM610 MCM619 MCMI619
MCM101 MCM301 MCM304 MCM310 MCM311 MCM401 MCM404 MCM411 MCM431 MCM501 MCM511 MCM514 MCM515 MCM516 MCM517 MCM520MCM531 MCM532 MCM601 MCM604 MCM610 MCM619 MCMI619
MGT - (Finance And Management Related)
MGT101 MGT111 MGT201 MGT211 MGT301 MGT401 MGT402 MGT411 MGT501 MGT502 MGT503 MGT504 MGT510 MGT520 MGT601 MGT602 MGT603 MGT604 MGT610 MGT611 MGT613 MGT619 MGTI619MGT620 MGTI620
MGT101 MGT111 MGT201 MGT211 MGT301 MGT401 MGT402 MGT411 MGT501 MGT502 MGT503 MGT504 MGT510 MGT520 MGT601 MGT602 MGT603 MGT604 MGT610 MGT611 MGT613 MGT619 MGTI619MGT620 MGTI620
MKT - (Marketing Related)
MKT501 MKT530MKT610 MKT611 MKT621 MKT624 MKT625 MKT630 MKT619MKTI619MKT620MKTI620
MKT501 MKT530MKT610 MKT611 MKT621 MKT624 MKT625 MKT630 MKT619MKTI619MKT620MKTI620
PSY - (Psychology Related)
PSY101 PSY401 PSY402 PSY403 PSY404 PSY405 PSY406 PSY407 PSY408 PSY409 PSY502 PSY504 PSY505 PSY510 PSY511 PSY512 PSY513 PSY514 PSY515 PSY610 PSY619 PSY631 PSY632 PSYI619
PSY101 PSY401 PSY402 PSY403 PSY404 PSY405 PSY406 PSY407 PSY408 PSY409 PSY502 PSY504 PSY505 PSY510 PSY511 PSY512 PSY513 PSY514 PSY515 PSY610 PSY619 PSY631 PSY632 PSYI619
URDU - (Urdu Related)
URD101
URD101
MKT630 International Marketing idea Solution
MKT630 Idea Solution
The Chinese manufacturer of home appliances(e.g. refrigerators), Haier Group, was near bank- ruptcy when Mr Zhang Ruimin was appointed plant director in 1984, the fourth one that year. It is Zhang Ruimin who has led the company to stand up and grow to the world’s sixth largest home appliance manufacturer.
Proactive motives
Zhang Ruimin had an internationalization mind- set for the initial stage of Haier’s development. In 1984, soon after having joinedthe plant, he intro- duced technology and equipment from Liebherr, a German company, to produce several popular refrigeratorbrands in China. At the same time he actively expanded cooperation with Liebherr by manufacturing refrigerators based on its stand- ards which were then sold to Liebherr, as a way of entering the German market. In 1986 the value of Haier’s exports reached US$3 million for the first time. Zhang Ruimin later commented on this strategy: ‘Exporting to earn foreign exchange was necessary at that time.’ When Haier invested in a plant in the United States, Zhang Ruimin thought it gained location advantage by set- ting up plants overseas to avoid tariffs and reduce transportation costs. Internalization advantage had been attained through controlling services and marketing/distribution, and ownership advantage had been achieved by developing design and R&D capabilities through utilizing high-quality local human resources.
Reactive motives
The entry of global home appliance manufacturers into the Chinese market forced Haier to seek international expansion. In particular, since China joined the WTO almost every international competitor has invested in China, establishing wholly-owned companies. The best defensive strategy for Haier would be to have a presence in its competitors’ home markets. The saturation of the Chinese home appliance market, with intensifying competition, has been a major motive. After the mid-1990s price wars broke out one after another in various categories of the market. At the end of 2000, Haier’s market shares in China ofrefrigerators, freezers, air conditioners and washing machines had reached 33, 42, 31 and 31 per cent, respectively. The potential for further development in the domestic market was therefore limited. One of the important external triggers for the internationalization of Haier has been the Chinese government. Being an international player, Haier gained some special conditions that other Chinese companies could not obtain. For instance, Haier had already been approved to establish a financial company, to be the majority share- holder of a regional commercial bank, and to form a joint venture with a US insurance company. Without its active pursuit of internationalization, as well as a dominant position in home appliance sectors, it would normally be impossible for a manufacturer to get approval to enter the financial sector.
The Chinese manufacturer of home appliances(e.g. refrigerators), Haier Group, was near bank- ruptcy when Mr Zhang Ruimin was appointed plant director in 1984, the fourth one that year. It is Zhang Ruimin who has led the company to stand up and grow to the world’s sixth largest home appliance manufacturer.
Proactive motives
Zhang Ruimin had an internationalization mind- set for the initial stage of Haier’s development. In 1984, soon after having joinedthe plant, he intro- duced technology and equipment from Liebherr, a German company, to produce several popular refrigeratorbrands in China. At the same time he actively expanded cooperation with Liebherr by manufacturing refrigerators based on its stand- ards which were then sold to Liebherr, as a way of entering the German market. In 1986 the value of Haier’s exports reached US$3 million for the first time. Zhang Ruimin later commented on this strategy: ‘Exporting to earn foreign exchange was necessary at that time.’ When Haier invested in a plant in the United States, Zhang Ruimin thought it gained location advantage by set- ting up plants overseas to avoid tariffs and reduce transportation costs. Internalization advantage had been attained through controlling services and marketing/distribution, and ownership advantage had been achieved by developing design and R&D capabilities through utilizing high-quality local human resources.
Reactive motives
The entry of global home appliance manufacturers into the Chinese market forced Haier to seek international expansion. In particular, since China joined the WTO almost every international competitor has invested in China, establishing wholly-owned companies. The best defensive strategy for Haier would be to have a presence in its competitors’ home markets. The saturation of the Chinese home appliance market, with intensifying competition, has been a major motive. After the mid-1990s price wars broke out one after another in various categories of the market. At the end of 2000, Haier’s market shares in China ofrefrigerators, freezers, air conditioners and washing machines had reached 33, 42, 31 and 31 per cent, respectively. The potential for further development in the domestic market was therefore limited. One of the important external triggers for the internationalization of Haier has been the Chinese government. Being an international player, Haier gained some special conditions that other Chinese companies could not obtain. For instance, Haier had already been approved to establish a financial company, to be the majority share- holder of a regional commercial bank, and to form a joint venture with a US insurance company. Without its active pursuit of internationalization, as well as a dominant position in home appliance sectors, it would normally be impossible for a manufacturer to get approval to enter the financial sector.
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