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18th---19th Nov SALESFORCE Pharmacy Business Simulation, only 5 seats left, the closing date is 14th Nov   Since the competition in pharmaceutical industry is becoming severer, it requires the practitioners to develop and implement appropriate sales strategic plans, in accordance with the diverse competitive market circumstances; thereby enabling to invest the limited resource to the clients who offer the most business opportunities. Based on this background, this simulation was triggered and launched on Bayer’s needs. Course Time: 18th-19th Nov, 2012 (Sun-Mon, 2 days) Course Venue: CEIBS Lujiazui Institute of International Finance (Villa B, No. 36 Dongyuan Rd., Pudong, Shanghai)  Facilitator: Cameron Tipping (Translator provided)-Founder of the project  Cost: Group (3-4 persons): RMB 33,000, Individuals: RMB 10,800  Contact: 021-28905937(Lillian Song) or reply to this email directly More information: http://sim.eceibs.com/edm/20121119/ Simulation Environment 1. Your role is sales 2. Your company has recently launched a very competitive and dominant new drugs 3. You need to manage your sales accounts that are physicians from hospital channels 4. Meanwhile to solve your company’s current sales problems… Target Audiences Sales Managers, Marketing Managers Benefits——Revolution of thinking, from execution to strategic thinking 1. Grasp the methods of developing sales strategic planning 2. Understand procedures and communication factors of strategy from planning to execution 3. Unfold the plans, including segmentation and positioning 4. Gain ability of business analysis and problem solving

Global Company – Global Team - Real Madrid

Original: SABRE Simulation, please give sources if someone likes to quote

Volume 13 Letter 3

A global brand can experience local problems when the brand is seen as an extension of the country from which it originates. The recent backlash in China against Japanese made goods is perhaps indicative of what can happen when a company is expanding a product line but has failed to become part of the local culture. One could argue that the same, to a certain degree, has happened to BP inRussia, Google in China and Huawei in the USA. All are seen as outsiders trying to gain a foothold into a local market. Should you doubt the power of patriotism just remember how a Brit was received in the USA as he spoke about the BP Oil disaster. Not that an American would have had an easy time but one thinks BP could have found a Gulf Coast Exec amongst its ranks who could have brought more empathy to the situation. So has anyone got this right?

For the last five years the football club, Real Madrid, has brought in more revenues than any other football club in the world. While much of the success is due to crazed Spanish football fans, the real story lies in Real’s ability to build a global brand attracting fans worldwide. The core of the team is made up of Spanish players, but to boost the foreign fan base increasingly different nationalities are recruited as part of the starring cast. Updates on club activity and other club related content is provided in a myriad of languages on a variety of social media sites as a way of supporting its global brand.

Over one-third of Real Madrid’s revenue is generated by merchandise and licensing fees. As a testament to the global reach of the club, their collection of Real football memorabilia sells in outlets and on line in over 90 countries. Lest you suppose this is in reality just a Spanish club with a mild following from abroad, consider that the large majority of Real Madrid merchandise is sold overseas. This includes the co-brandedAdidas – Real merchandise that.

The ironic twist in this whole global branding story is that Real Madrid is owned by approximately 91,000 local shareholders. The club sells out its forty games a year to local ticket holders and Real is a big part of the local culture in Madrid. One could argue that much of Real’s appeal is that the team is from Madrid!

The ironic twist in this whole global branding story is that Real Madrid is owned by approximately 91,000 local shareholders. The club sells out its forty games a year to local ticket holders and Real is a big part of the local culture in Madrid. One could argue that much of Real’s appeal is that the team is from Madrid!

So how does a Spanish football club become a global brand followed by hundreds of thousands of fans worldwide? Real Madrid has worked hard to strike this global / local balance that global companies need in order to succeed. For example the “face” of Real Madrid changes depending on the country, having the star player along with a local national player (or at very least a player who speaks the local language) represent Real Madrid in a given region. Ten nationalities are represented on the 25 member team coming from South America, Africa and many parts of Europe.

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