The Changing Face of Multinationals in South East Asia

by Andrews; Tim G.

• ISBN13: 9780415260961
• ISBN10: 0415260965
• Edition: 1st
• Format: Nonspecific Binding
• Copyright: 2002-11-08
• Publisher: Routledge

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