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https://www.investopedia.com/terms/g/gantt-chart.asp

https://www.strategies-for-managing-change.com/problem-solving-strategies.html

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What Is a Gantt Chart?

A Gantt chart is a commonly used graphical depiction of a project schedule. It's a type of bar chart showing the start and finish dates of a project's elements, such as resources, planning, and dependencies.

Henry Gantt (1861-1919), an American mechanical engineer, designed the Gantt chart.

Key Takeaways

Understanding a Gantt Chart

The Gantt chart is the most widely used chart in project management. These charts are useful in planning a project and defining the sequence of tasks that require completion. In most instances, the chart is displayed as a horizontal bar chart.

Horizontal bars of different lengths represent the project timeline, which can include task sequences, duration, and the start and end dates for each task. The horizontal bar also shows how much of a task requires completion.

A Gantt chart helps in scheduling, managing, and monitoring specific tasks and resources in a project. The chart shows the project timeline, which includes scheduled and completed work over a period of time. The Gantt chart aids project managers in communicating project status and completion rate of specific tasks within a project, and helps ensure the project remains on track. By convention, it is a standard tool that makes communication unified among the engineering and project management communities.

Benefits of a Gantt Chart

The Gantt chart identifies tasks that may be executed in parallel and those that can't be started or finished until others are complete. It can help detect potential bottlenecks and identify tasks that may have been excluded from the project timeline.

The chart depicts things like task slack time or additional time for completion of a task that shouldn't delay the project; noncritical activities that may be delayed; and critical activities that must be executed on time.

Gantt charts can be used in managing projects of all sizes and types. These may include building infrastructures like dams, bridges, and highways. They may also include software development and other technologies. Project management tools, such as Microsoft Visio, Project, SharePoint, and Excel, or specialized software, such as Gantto or Matchware, can help in designing Gantt charts.

Example of a Gantt Chart

Company A is taking on a project to install new software on the servers of a large investment bank. Company A decides to create a Gantt chart to help manage the project and its different components.

The project's tasks that require completion include conducting research, selecting a software product, testing the software, and installing it. These tasks appear as vertical lines on the Gantt chart. A milestone of the project is selecting the software.

The project's duration is 40 days, as agreed upon between Company A and the investment bank. Each task takes 10 days to complete, and each task is dependent on the previous task. A critical activity is testing the software in the development and test environments.

The task start and end dates, duration, and milestones appear as horizontal bars on the Gantt chart. The percentage of work completed for each task is also displayed on the horizontal bars. Using the Gantt chart will help Company A map out the tasks along a timeline to reach full completion in 40 days.

What Is a Gantt Chart Used for?

Gantt charts help visualize various tasks and projects that occur simultaneously within an organization, and how far along they have progressed. They are used by management to plan and schedule such projects so that resources can be allocated in an optimal way and that projects that are prioritized can finish before less important ones begin.

Who Was Henry Gantt?

Henry Gantt was a social scientist and management consultant who also held a degree in mechanical engineering. He worked in the field of scientific management, developing methods to streamline and increase the productivity of corporations and their workforce. He created the Gantt chart in the 1910s to help supervisors understand the progress of their labor force and to ensure tasks were on schedule.

What Are the Components of a Gantt Chart?

A Gantt chart can vary in complexity and depth, but will always have three key components: activities or tasks that are to be done, running along the y axis; milestones or progress stages indicated along the x axis (either on the top or bottom of the chart); and progress bars, denoted as horizontal bars, denoting how far along each task is at any given point.

The Bottom Line

A Gantt chart is a visual description of a project's timeline. The chart shows the start and end dates of a project's components, such as resources and planning. If you are involved in a project, it is recommended to use a Gantt chart to help organize the various tasks within the project.

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Gantt Chart: Definition, Benefits, and How It's Used

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A Gantt chart is a visual representation of a project schedule, showing the start and finish date of several elements of a project.

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Managing Human Resources and Communications

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Managing Human Resources and Communications

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https://www.forbes.com/sites/forbescoachescouncil/2019/09/04/how-to-develop-effective-communication-within-a-company/?sh=cac88e95edf0

https://hbr.org/1981/09/managing-human-resources

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It should come as no surprise that in business communication, the main topic is business itself. The greater the effectiveness of such communication, the greater the likelihood of business development.

But the process of communication is a complex and ambiguous phenomenon, which undoubtedly has its own technologies to navigate (but is not limited to just tech). From my perspective, the main element in communication has always been, and will always remain, the individual. In spite of one's position, salary and status, it's their personality, perception, reactions and so on that define the quality of communication. German writer Johann Wolfgang von Goethe is famously quoted to have said, "Behavior is a mirror in which everyone displays his own image." I believe that says it all.

Just consider the results of a recent study by The Economist Intelligence Unit, which found that poor communication can affect your business and lead to undesired results, including: delaying or failing to complete projects, lowered morale, increased stress, missed performance goals and hundreds of thousands of dollars in lost sales.

Think of these numbers: Companies invest heavily on strategies, marketing, branding and so on, notwithstanding financial resources might be equally suited internally for something that's critical and not functioning, namely communication.
Who's responsible for effective communication in the workplace?
I believe the quality of communication is influenced by two subjective factors, each of which might create a misunderstanding.

The first factor is people's expectations about others, which, on one hand, create an illusion that all people are the same -- that they perceive things the same, process them the same and understand them the same. But when it suddenly becomes clear that we are, in fact, not the same, I've seen that people often smoothly shift into a different line of thinking: that we are all different and that we will never understand one another. When this happens, one might lose their motivation (and such behavior is common for all of us) and begin to look for others who are similar until their next disappointing interaction.

This process continues to repeat itself given that, as a general rule, people tend to believe the cause of misunderstanding is attributable to others. Therefore, the second factor that influences communication is about personal responsibility. Who do you think is really responsible for business communication, a sender or a recipient? In fact, both are equally responsible, but the scope of responsibility is different.
The sender is responsible for:
* Attracting and holding the attention of others.

* Delivering a message clearly and answering questions.

* Ensuring that people understand them and paraphrasing if needed.
The recipient is responsible for:
* Being attentive and focusing on others.

* Actively listening and asking questions if needed.

* Providing feedback that the initial message is understood.

Communication is considered effective when the message understood by the recipient is identical to the message understood by the sender. This is the one essential criterion.
How To Encourage Effective Communication
To ensure your workplace is one that enables successful communication, it's important to first understand what demonstrates a lack of effective communication within companies, such as:

* Conflicts and misunderstandings between departments, teams and colleagues.

* Incorrect implementation of strategies, agreements or plans.

* An atmosphere that does not include collaboration, openness and trust.

* No initiative to communicate, ask for help, share or criticize.

* The employees' inability to identify with the company's mission and vision.

* High staff turnover, despite adequate remuneration and scheduling.

If you're seeing any of these signals, you likely need to work on your communication techniques.

1. Start by explaining the motivation behind changing poor communication habits. Employees should understand the purpose of this change, which can be promoted through stories of success and how they benefit from the outcome. You can also ask for additional input from formal and informal leaders who support the change. A measure of the success at this level is when staff shows interest and starts generating ideas.

2. Next, educate people about characteristics that make us different. With that, practice the technologies of effective communication. I believe a corporate training format is always the best option, given that it transforms the communication process from reactive to proactive.

In proactive communication, a person finds the origins of reality in themselves, while in reactive communication they believe that the origins are in others. According to Stephen Covey, author of The 7 Habits of Highly Effective People, proactivity is one of the most important qualities of any successful person, not to mention leaders, whose efforts are directly associated with the achievements of any company. Success at this level can be measured by an increase in the frequency of interactions between employees, teams and departments.

3. The final step is to start implementing common standards of communication. These standards should be first established in one team or department to address terminology, channels of exchanging information, level of urgency, expected results, employees' roles, needed feedback, deadlines, etc. Special forms with a brief description of each business interaction do create effectiveness. This step might incorporate paperwork, brainstorming, group discussions, case studies, etc. The measure of success at this level is a noticeable positive atmosphere within employees who begin to sense the first tangible effects of change. Then these standards can be promoted throughout the entire company.

Success in business still remains as one of the most challenging facets in today's turbulent economy. External factors are now more volatile and unpredictable; more importantly, a constructive and operable system from the "inside" is paramount to survive such conditions. Ensuring functionality under such conditions is based on two components, people and finances, which are strongly interconnected. Competent leaders do play a role whereby they react to challenges, but effective leaders with a developed proactive attitude address challenges before they manifest.

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Council Post: How To Develop Effective Communication Within A Company

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It should come as no surprise that in business communication, the main topic is business itself. The greater the effectiveness of such communication, the greater the likelihood of business development. But the process of communication is a complex and ambiguous phenomenon, which undoubtedly has its own technologies to navigate (but is not limited to just tech).

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https://www.uscg.mil/Units/Organization/

https://www.l3harris.com/company/leadership

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United States Coast Guard > Units > Organization

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The official website for the U.S. Coast Guard

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https://www.transpoco.com/blog/7-common-challenges-related-to-the-decision-making-process-in-fleets

https://www.brighthubpm.com/project-planning/106500-how-to-measure-your-action-plan-results/

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Making effective decisions is vital in any business. Every business comes with a set of challenges related to this particular aspect, and the same goes for fleets. Having a sound decision-making process means solving problems by examining different solutions and deciding on the way to go, though very often the way is not necessarily smooth and there are often pitfalls. With this post we would like to explore the main ones faced by those of you holding management-executive positions in fleets-what then are the key challenges when it comes to the fleet decision-making processes?

#1 - Information overload. Having a lot of information is often viewed as beneficial, but if that information is not collated properly or only available via a multitude of methods, processing it all can become overwhelming. You should be accustomed to accessing the kind of user-friendly data that is key to your decision-making options, or you might feel misguided and confused.

#2 - Not having enough information. Of course extremes are never good: not having enough information to support your decision is not good either; and you should definitely be up to speed with all the relevant information in order to come up with the best solution for any issue.

#3 - Misidentifying the problem. In many cases, the issues surrounding your decision will be obvious. However, there will be times when the decision is complex and you aren't sure where the main issue lies, as the actual cause may be elusive. Being able to conduct thorough research, receive useful data and speak with internal experts could be ways to mitigate this situation.

#4 - Overconfidence in the outcome. We are not by any way devaluing the importance of positive thinking, but rather that you should identify realistic, viable, achievable options rather than ones that are overly optimistic and unrealistic.

#5 - Impulsiveness. Stress, time constraints or any other circumstance such as the pressure to decide upon a course of action can compromise the desired results if decisions are taken too quickly. You might inadvertently skip important data or forget about the impact of some action or other on the team.

#6 - Opinions and objectivity. It is natural to involve other people in the decision-making process, but you need to avoid falling for something similar to the halo effect (preconceived ideas and prejudices based solely upon appearances). Try and be coolly objective in your decision-making-compliance, safety and the business should be the priority-that's something you can only achieve with objective data.

#7 - Not a one-off. If you make a decision, you will have to follow-up on it to understand if it has really been the correct one; it could be a way to improve your decision-making process and set a useful precedent if you have to take a similar step in the future.

Having an objective source of fleet data, as provided by any of our fleet management systems, can really help in overcoming the kind of challenges that all those who manage vehicles experience at some point-do let us know if you want to learn more.

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7 common challenges related to the decision-making process in fleets

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Making effective decisions is vital in any business. Every business comes with a set of challenges related to this particular aspect, and the same goes for fleets. Having a sound decision-making process means solving problems by examining different solutions and deciding on the way to go, though very often the way is not necessarily smooth and there are often pitfalls.

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https://hbr.org/2009/02/why-the-military-produces-grea

https://themilitaryleader.com/principles-military-leadership-day-3/

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crucible of combat-is exceptionally effective at developing leaders. Why? It's nurture, not nature.

First, in all services, military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events-far more time-consuming and expensive than similar training in industry or government.
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crucible of combat-is exceptionally effective at developing leaders. Why? It's nurture, not nature.

First, in all services, military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events-far more time-consuming and expensive than similar training in industry or government.
"> The views expressed herein are those of the author and do not purport to reflect the position of the US Military Academy, the Department of the Army, or the Department of Defense.
One assumption at the core of this blog is that military service-particularly service in the crucible of combat -is exceptionally effective at developing leaders. Why? It's nurture, not nature.

First, in all services, military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events-far more time-consuming and expensive than similar training in industry or government. Secondly, military leaders tend to hold high levels of responsibility and authority at low levels of our organizations. Finally, and perhaps most importantly, military leadership is based on a concept of duty, service, and self-sacrifice; we take an oath to that effect. We view our obligations to followers as a moral responsibility, defining leadership as placing follower needs before those of the leader, and we teach this value priority to junior leaders. Our leadership extends to caring for the families of our soldiers, sailors, airmen, or marines, especially when service members are deployed. When serving in crisis conditions where leadership influences the physical well being or survival of both the leader and the led- in extremis contexts-transactional sources of motivation (e.g. pay, rewards, or threat of punishment) become insufficient. Why should a person be motivated by rewards when he might not live to enjoy them? Why would a person fear administrative punishment when compliance might lead to injury or death? Soldiers in such circumstances must be led in ways that inspire, rather than require, trust and confidence. When followers have trust and confidence in a charismatic leader, they are transformed into willing, rather than merely compliant, agents. In the lingo of leadership theorists, such influence is termed transformational leadership, and it is the dominant style of military leaders.

Contrast the military leader value set reflecting service to the one that currently exists in some US businesses. Are we likely to see business leaders placing the well-being of their shareholders and employees above their own? Yesterday, February 4, 2009, in a swift response to public outrage, the Obama administration imposed a cap of $500,000 in pay for top executives at companies that receive large amounts of bailout money from the US Government. From a military perspective, a half million dollars is a generous sum, more than double the compensation of a four star leader in charge of a theater of war. But the quantity of compensation isn't as relevant as the message to followers that, when times were tough, the leader put his or her personal well being ahead of theirs. Such perceptions of a military leader in combat would render that leader mistrusted and ineffective in the eyes of soldiers forever. Why should business leaders expect anything else on the part of people desperate about the loss of their equity or employment or lifestyles? The current economic environment, partly caused by a crisis of self-service leadership, has created belt-tightening reminiscent of a world war, with budgets slashed, travel funding restricted, training programs cut, personnel layoffs, and other draconian, cash-saving measures in place. CEOs have to start leading like generals-even if that means living a lifestyle in common with their troops.

The best leadership-whether in peacetime or war-is borne as a conscientious obligation to serve. In many business environs it is difficult to inculcate a value set that makes leaders servants to their followers. In contrast, leaders who have operated in the crucibles common to military and other dangerous public service occupations tend to hold such values. Tie selflessness with the adaptive capacity, innovation, and flexibility demanded by dangerous contexts, and one can see the value of military leadership as a model for leaders in the private sector.

In your own development as a leader, have you found value in putting other people first? Did it seem out of place in competitive, results-oriented businesses? Did it powerfully influence people, or did it merely suggest weakness? And have you had role models in business who you see as effective because of their servant leader orientation?

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One assumption at the core of this blog is that military service-particularly service in the crucible of combat-is exceptionally effective at developing leaders. Why? It's nurture, not nature. First, in all services, military leadership qualities are formed in a progressive and sequential series of carefully planned training, educational, and experiential events-far more time-consuming and expensive than similar training in industry or government.

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https://www.dcms.uscg.mil/Portals/10/leadership-competency-job-aid-v14.jpg

https://sprigghr.com/blog/hr-professionals/3-different-levels-of-management/

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https://www.airseacontainers.com/blog/seven-companies-paved-way-global-marketing

https://www.mediabeacon.com/en/blog/case-study-social-understanding

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It may seem perfectly normal today to see a sign for Coca-Cola or a Toyota vehicle when you travel abroad, but that hasn't always been the case. Before instant communication was as simple as a phone call, email or text, global marketing was much more challenging. Only the largest corporations that could afford multiple manufacturing sites and distribution networks and had strong enough brand recognition to dominate across international borders were successful.

Global marketing is the ability to deliver a product or service to customers worldwide. If you want to succeed in boosting your marketing across borders and cultures, it takes careful planning. There have been epic fails and relatively few successes.

The ease of modern communications has had a dramatic impact on a company's ability to market products worldwide. The extensive reach required to distribute and successfully sell a product around the world evolved slowly but shifted into overdrive with the advent of the internet.

Benefits of Marketing Globally

Companies must adapt to a new language, update their brand message to the local culture, innovate with their menus, and dodge legal entanglements to create a global presence. It is a significant investment and carries potentially very high risk. The payoff can far outweigh the risk if the gamble is successful.

It's worth the investment because access to a global market can dramatically expand the number of prospective customers. Additionally, being the first to move into the global space can be a huge advantage for companies in terms of market share and name recognition.

Global marketing can significantly reduce economic risk. Globally expanding your customer base can protect you against a currency crisis or region-specific recession. A slump, downturn, or natural disaster can all be mitigated by expansion into multiple markets.

Moving Production Offshore Is the First Step

Companies that have paved the way for newer, smaller contenders to tackle the challenging global environment have some elements in common. Typically, moving into the global space is more evolution, not a revolution. These successful global brands started by first shipping some of the manufacturing overseas.

Companies that already depend on global manufacturing have an advantage. These enterprises have already successfully navigated the legal systems and accounting issues associated with doing business in a particular place. These companies also have a geographic advantage with established contacts and experience with shipping goods through customs.

A critical component of success of producing goods worldwide is the development of clear goals and consistent business practices for meeting them in unfamiliar territory. The positive effect of going through the process of navigating a foreign economy and culture is that companies establish consistent and workable business practices for operations, manufacturing, and distribution.

Another common element of successful global expansion is that companies have a consistent and strong brand that isn't tied to a single language.

Here are seven of the pioneers in global marketing that first took up the challenge of doing business globally.

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Seven Pioneers in Global Marketing

The ability of any beverage company to impact a worldwide market cannot be understated. Changing tastes in drinking habits is not easy, as often what and even how a beverage is consumed is closely tied to culture. Coca-Cola is one of the most well-known examples of companies that successfully brought their brand global.

A fundamental change in the business model in the first ten years was the opener for their big move around the world. Asa Candler envisioned Coca-Cola as a fountain drink. In fact, he valued the bottling business so little that he sold the bottling rights to three entrepreneurs for one dollar. Bottling operations enabled Coca-Cola to make and deliver a consistent product worldwide.

Branding the beverage with a uniquely identifiable bottle made it instantly recognizable. The see-through contour bottle and logo was something everyone could recognize, without being language dependent. Overseas production and bottling soared during World War II when troops could not get enough of the popular drink. After the war ended, the established bottling operations for our troops continued to produce and distribute the distinct product across Europe and Asia, further establishing the brand.

Coca-Cola did not expand again until the 1970s when the marketing department rolled out the "I'd Like to Buy the World a Coke " campaign which also featured their jingle, It's the Real Thing. The jingle became a pop-culture phenomenon. Coke was able to leverage the recognizable features, the coke name and bottle packaging, to successfully market the product in various countries throughout the world where Coke had never been. The overall packaging and taste remained consistent, but the local operations were allowed leeway to adjust the taste within cultural preference parameters. The marketing department went to great lengths to adapt the advertising, promotions, distribution, and pricing to make it successful.

Another iconic company that expanded globally early was McDonald's. The key to the success of the fast-food giant was standardization. No matter which restaurant you entered, you knew you could expect a quality meal that always tasted the same at a decent price. McDonalds' tightly-held distribution of supplies and strict standards of appearance created a rock-solid brand.

The golden arches and color scheme became something instantly associated with McDonald's no matter where you went in the world. International expansion began in 1967; the company opened at least one store in every continent before the end of 1992.

Like Coke, the fast food company balanced the strong brand and the standardized product by adapting locally. The overall franchise requirements remained consistent, but regional menu adjustments created a foothold in local markets. Marketers adapted the advertisements and promotions to reflect cultural and societal expectations, and pricing was adjusted to make it affordable. For example, in India, the Big Mac became the McAloo Tikka potato burger and is available for home delivery. Middle Eastern outlets carry a flatbread sandwich called the McArabia in addition to offering typical hamburger menu options. In most of Europe, ketchup is a separate menu item available for purchase and not included with the price of the meal.

This isn't to say that it's been smooth sailing. Regardless of the strong brand and marketing prowess, the company has been labeled as a symbol of overbearing American economics and has been banned from many countries and locations.

Another company that found early commercial success abroad was Dunkin Donuts. Similar to the McDonald's model, the company embraced the strong visual symbol of the brand. The management team behind the international expansion created a detailed business plan, carefully researched and crafted to match the culture and eating habits in the target country.

Dunkin Donuts made a simple but key decision based on the product: The donut recipe remained consistent but local tastes should influence topping choices.

With a strong visual brand and business plan, Dunkin succeeded. In China, Dunkin Donuts serves dry pork and seaweed sprinkled donuts, and in Lebanon, the company produces a mango-chocolate donut.

Dunkin Donuts has more than 3,000 stores outside of the U.S., celebrating cultural differences while preserving its core product.

A strong brand, a core product, and an operationally-efficient headquarters all contributed to the success of the Domino's expansion worldwide. The critical elements of consistent quality and a recognizable brand translated across language and cultural barriers with few changes.

Domino's followed a similar strategy that Dunkin Donuts used. By defining their core product as bread, sauce, and cheese, the pizza company allowed the local franchise to use innovative toppings that accommodated local tastes. The marketing team focused on messaging and serving suggestions without adjusting the menu items constantly. Presenting seafood and fish options in Asia and curry in India, the company was also able to locally source all custom ingredients based on the geographical location.

The Danish toy maker leveraged strong company culture and a rock-solid brand to obtain the capital needed for expansion. The company remained centered on one of their core beliefs: Creativity and building are common to all children.

Expanding into America, exceptional U.S. sales drove the marketing team to deploy the same marketing and promotional concepts elsewhere. Lego quickly realized other countries reacted unfavorably to American-style bonus packs and gift promotions. It wasn't until after the failure of some of the programs that the management team began to research the specifics of what consumer perceptions were in the target market and how to exploit them in Lego's favor.

Like many successful global companies, Lego had a strong base product with long-term consumer loyalty. Parents who loved Lego as a child introduced their children to the popular toy.

The global popularity of the Lego Batman movies has helped boost the brand's image and recognition across the globe.

The Oregon-based athletic company was one of the first American companies to outsource most of its manufacturing to Asia. The company was fortunate enough to have had early exposure to operating in foreign locales when they began importing Tiger Shoes (now called Asics). Tiger provided Nike with plenty of lessons learned and pitfalls to avoid, which helped the company in its nascent efforts to sell Nike overseas.

Like other successful global marketers, Nike had a visual logo that transcended language. Concentrating on using the logo rather than the name, Nike began by endorsing international athletes like Romanian tennis player Ilie Nastase, acclimatizing foreign populations to the Nike logo.

The company used these athlete endorsements as the primary marketing tool for global expansion. Nike broadened the company vision from running shoes and began to brand athletic wear with the Nike name. Choosing to endorse cricket, soccer, golf, and other smaller sports strengthened the brand, equated it with sports success, and ultimately provided name recognition in every sports venue around the world.

Sales of the Japanese-built cars began in North America in late 1957. This first international venture failed. With about 300 cars on the lot in Hollywood, Calif., the Japanese marketers realized their vehicle was underpowered and overpriced for the American market. The model was discontinued while marketers and designers returned to the drawing board.

Determined to give the market the product it wanted, Toyota designed the Corona specifically for American drivers. When released in 1965, the powerful engine, factory-installed air conditioning, and automatic transmission catapulted the company to the third best selling import brand in the U.S. The Japanese manufacturer established its brand as a high-quality, reliable vehicle with just the right creature comforts at just the right price.

Using this same successful marketing strategy, the company continued to release carefully designed new models that catered to American tastes. By the time of the oil crisis in the 1970s, Toyota was well positioned in the North American market. Toyota already had small, fuel-efficient vehicles to sell to consumers who now paid significantly higher prices for fuel.

Realizing that this trend for smaller, more fuel-efficient cars would continue, Toyota acquired manufacturers like Hino Motors, Nippondenso, and Daihatsu Motor and folded them into the Toyota business model. By the end of the 1990s, the Japanese powerhouse had produced more than 100 million vehicles for export.

In a bid to compete with luxury brands BMW and Mercedes, Toyota marketed its brand of luxury by launching Lexus. Later, when the hybrid craze began, Toyota introduced the Prius, the world's first mass-produced hybrid vehicle. Partnerships and acquisitions followed until 2008 when Toyota surpassed General Motors in vehicle production for the first time.

Like other successful models for global marketing, Toyota built a strong, recognizable brand and then customized it to meet local market needs. Using international manufacturing techniques backed by an uncompromising branding model, the company became the world's best-selling car manufacturer.

Today, the lessons learned by these forerunners of global marketing, coupled with the instantaneous communications and visual reach of the internet, has helped many more companies successfully market their brand abroad.

Being successful requires experience in the international markets, a strong visual brand that crosses language barriers, strict business processes, and a flexible marketing team willing to adapt prices and promotions within regional markets.

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7 Companies that Paved the Way for Global Marketing

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It may seem perfectly normal today to see a sign for Coca-Cola or a Toyota vehicle when you travel abroad, but that hasn't always been the case. Before instant communication was as simple as a phone call, email or text, global marketing was much more chall

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Ethics and Corporate Social Responsibility

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Ethics and Corporate Social Responsibility

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https://www.l3harris.com/sites/default/files/2022-06/L3Harris_2021_DiversityEquityandInclusion_AnnualReport%20%284%29_0.pdf

https://www.honeywell.com/content/dam/honeywellbt/en/documents/downloads/Hon-Corporate-Citizenship-Report.pdf