Download Breakthrough Branding: How Smart Entrepreneurs and by Catherine Kaputa PDF

By Catherine Kaputa

<span><span><span>From the grassroots progress of beverage manufacturers like pink Bull, and sincere Tea, to the exploding development of electronic manufacturers like Twitter, and Groupon — winning businesses of all kinds and sizes commence with 3 issues: an entrepreneur, a successful proposal, and a model procedure. Branding professional Catherine Kaputa, founding father of SelfBrand LLC, makes use of dozens people and overseas model histories to illustrate what makes a model thrive, and offers you with the instruments to do an analogous. </span></span>

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Extra info for Breakthrough Branding: How Smart Entrepreneurs and Intrapreneurs Transform a Small Idea into a Big Brand

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Much of the present chapter has been concerned with what is distinctive about Chinese values and how they may impinge upon management practices. There can be no doubt that values do play a part here, but they are not the only factor in the equation. If management practices in China are compared with those in Hungary under communist rule, for example, a number of striking similarities emerge in areas such as decision making, communication and personnel practices. Compared with their counterparts in advanced capitalist countries, managers in both China and Hungary exhibit a reluctance to make decisions and an inclination to shift responsibility and blame on to others.

Such distribution was crucial for the popularity of the managers, especially with the approach of a major national holiday. The procurement and distribution was usually organised by the trade union. Companies in Shanghai, for example, would send trucks to Shandong province to buy apples in autumn and to Anhui province in winter for cabbages. Between the late 1980s and early 1990s, with a growing availability of basic commodities, apples and cabbages were no longer appreciated. More exotic and expensive goods were sought instead.

2 Nobody’s business The following comes from an interview with the chief accountant of a joint venture in Beijing. The Chinese managers do not worry about money because it is not their money. At this joint venture, the foreign partners are always talking about money, how we should get everything going because we borrowed money from the banks and we have to make money quickly in order to be able to return it. However, I have never heard anybody from the Chinese side worry about paying the interest or returning the money.

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