Plastics China Technologies Markets And Growth Strategies To 2008

'Plastics China: Technologies, Markets and Growth Strategies to 2008' outlines the structure of the Chinese industry, assesses market and technological trends, offers market figures and forecasts to 2008 and identifies the major players. Contents include: * Market figures and forecasts to the year 2008 * Assessment of the Chinese plastics market including enduse plastics analysis * Plastic technology and growth strategies in China * Comprehensive directories of Chinese plastics suppliers, fabricators and endusers, state contracts, trade associations, trade journals and trade shows * Includes numberous tables, diagrams, charts and graphics.

'Plastics China: Technologies, Markets and Growth Strategies to 2008' outlines the structure of the Chinese industry, assesses market and technological trends, offers market figures and forecasts to 2008 and identifies the major players. Contents include: * Market figures and forecasts to the year 2008 * Assessment of the Chinese plastics market including enduse plastics analysis * Plastic technology and growth strategies in China * Comprehensive directories of Chinese plastics suppliers, fabricators and endusers, state contracts, trade associations, trade journals and trade shows * Includes numberous tables, diagrams, charts and graphics.

As one of the eighteen field-specific reports comprising the comprehensive scope of the strategic general report of the Chinese Academy of Sciences, this sub-report addresses long-range planning for developing science and technology in the field of advanced materials science. They each craft a roadmap for their sphere of development to 2050. In their entirety, the general and sub-group reports analyze the evolution and laws governing the development of science and technology, describe the decisive impact of science and technology on the modernization process, predict that the world is on the eve of an impending S&T revolution, and call for China to be fully prepared for this new round of S&T advancement. Based on the detailed study of the demands on S&T innovation in China's modernization, the reports draw a framework for eight basic and strategic systems of socio-economic development with the support of science and technology, work out China's S&T roadmaps for the relevant eight basic and strategic systems in line with China's reality, further detail S&T initiatives of strategic importance to China's modernization, and provide S&T decision-makers with comprehensive consultations for the development of S&T innovation consistent with China's reality. Supported by illustrations and tables of data, the reports provide researchers, government officials and entrepreneurs with guidance concerning research directions, the planning process, and investment. Founded in 1949, the Chinese Academy of Sciences is the nation's highest academic institution in natural sciences. Its major responsibilities are to conduct research in basic and technological sciences, to undertake nationwide integrated surveys on natural resources and ecological environment, to provide the country with scientific data and consultations for government's decision-making, to undertake government-assigned projects with regard to key S&T problems in the process of socio-economic development, to initiate personnel training, and to promote China's high-tech enterprises through its active engagement in these areas.

Seminar paper from the year 2010 in the subject Business economics - Business Management, Corporate Governance, grade: 70%, Glyndŵr University, Wrexham known as NEWI, course: Strategic Business, language: English, abstract: BMW - the Bavarian based luxury car producer is seen as one of the most prestigious, stable and admired companies in the world. By 2008 the company sold 1.2 million automobiles under its largest brand - the BMW. In 2001 it very successfully launched the new Mini which is the only brand kept after the failed acquisition of the Rover group with sales rising to over 230 thousand in 2008. In 2003 Rolls Royce was added to BMW's portfolio and sold 1,212 units in 2008 - an increase of 53% compared to 2004 (BMW Annual Report 2008, pp6-7). The company has not only one of the strongest brands worldwide and exclusively high profit margins of 8 - 10% but since 2007 it has been the world's top seller in the premium class (Hawranek, 2008). In the last 50 years BMW has built a powerful brand image and distinctive competitive advantage. However, with rising fuel prices and climate change BMW will have to work hard to develop an environmentally-friendly car that still supports the values that the company has been standing for. Despite the fact that recent recession has hit hard the luxury market BMW considers itself in fundamentally good shape as it began preparing for a downturn in early 2008 (Ewing, 2009). However, there are no reliable predictions on how long the crises will last and how the automobile industry will develop in the future but the direction BMW has to work to is certainly clear - to a greener, more environmentally-friendly Beemer.

This book compiles brand new case studies on the intricacies and market entry strategies of different companies in China. The sheer speed and scope of China’s growth makes it unique and investment opportunities are very attractive. Despite the potential, many western companies fail in their market entry strategies. This book traces the major sources of failure and uses cases to illustrate how firms can better cope with the challenging Chinese market. With a special focus on marketing, positioning, and branding, this book presents issues and solutions of both large multinationals and small niche market players.

The recent economic trends and the challenges posed by the global crisis reinforce the importance of implementing strategies for development as opposed to leaving the economy to market forces. Countries need a strategic compass for long-run economic development, either explicitly or implicitly. Among other ingredients, this comprises macroeconomic policies, sectoral policies (including the financial sector, trade and industrial policies), institution building in key areas and development-friendly global governance. Within a chosen medium- or even long-term strategy, governments need more policy space to adjust to the specific (and evolving) social, historical and institutional context. The experience of Asia shows that rather than implementing narrow and rigid general guidelines, experimental approaches - which require policy space - are a recipe for success. Furthermore, the slow-growth periods endured by several countries (the "lost decades") allowed inferring which policies should be avoided. The authors of this publication share the notion that developing countries can and should learn more from each other, as well as from their own past experience. It is important to look at comparisons between developing countries, including both success and failure stories. In this second volume, seven country studies contribute to this approach. From this perspective, poor economic results in developing regions and transition economies in the 1980s and 1990s have to be compared with rapid output growth and social improvements in the two preceding decades, as well as the 2000s. Several factors have contributed to explaining these contrasts. In particular, the existence of a developmental State that uses its room for manoeuvre to act on both the supply and demand side is a common denominator of most successful experiences. On the contrary, neoliberal policies that restrained the role of the State in the economy and dismissed the need to preserve any policy space prevailed in the slow-growing regions during the lost decades.