Four Seasons goes to Paris: 53 Properties, 24 Countries, 1 Philosophy
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This case study explores how Four Seasons developed and adapted to the French market. It discusses the main themes of the case, including information management, culture, and marketing strategy. The study also provides advice for a New Zealand based luxury lodge expanding in Asia.
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Four Seasons goes to Paris: 53 Properties, 24 Countries, 1 Philosophy
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Running Head: Report
Contents
Case Overview.................................................................................................................................2
a. Brief Description of the Case...............................................................................................2
b. Main themes of the case.......................................................................................................2
Information Management................................................................................................................3
1. While entering the new markets:..........................................................................................3
a. Ways in which Four Seasons acquired understanding and appreciation of the market........3
b. Advantages possessed by Four Seasons over smaller operations.........................................4
2. Advices about gathering intelligence for NZ based luxury lodge expanding in Asia..........6
Culture.............................................................................................................................................7
3. Ways in which Four Seasons adapted culture to define their services.................................7
4. Advices to NZ based luxury lodge about standardizing and adapting culture.....................8
Marketing Strategy........................................................................................................................10
5. Mode of Entry options available.........................................................................................10
6. Is Four Seasons a global marketer or a multi-domestic marketer......................................11
References......................................................................................................................................12
1
Contents
Case Overview.................................................................................................................................2
a. Brief Description of the Case...............................................................................................2
b. Main themes of the case.......................................................................................................2
Information Management................................................................................................................3
1. While entering the new markets:..........................................................................................3
a. Ways in which Four Seasons acquired understanding and appreciation of the market........3
b. Advantages possessed by Four Seasons over smaller operations.........................................4
2. Advices about gathering intelligence for NZ based luxury lodge expanding in Asia..........6
Culture.............................................................................................................................................7
3. Ways in which Four Seasons adapted culture to define their services.................................7
4. Advices to NZ based luxury lodge about standardizing and adapting culture.....................8
Marketing Strategy........................................................................................................................10
5. Mode of Entry options available.........................................................................................10
6. Is Four Seasons a global marketer or a multi-domestic marketer......................................11
References......................................................................................................................................12
1
Running Head: Report
Case Overview
a. Brief Description of the Case
Four Seasons is a Canadian restaurant chain which is famous for its cultural adaptability as it has
established its business in a number of companies. The case study “Four Seasons goes to Paris”
shows how Four Seasons developed and adapted to French Market while using its outstanding
standards. The case also depicts how the company developed the diversity and adapted to the
French markets. The managers adapted to become French Employers and to know how
management stands out in the process the leaders implemented several core values. The case
study depicted a great example of an American Hotel that took care of the people’s value through
its creativity, cultivation and high sustainable level of the organisational culture. The company is
expanding its value chain in France with the hotel named George V.
The second part of the case study unveils the opportunities that are present for the firm to
establish George V Paris. The restaurant’s building was refurbished through the state of the Art
and fashion of the French legacy so as to lure a number of customers (Haliowei, Bowen, &
Knoop, 2018).
b. Main themes of the case
The prime themes of the case study are:
The strength of the company is its Diversity and Singularity and thus the company works
over a theme of providing an international hotel to the business and luxury travelers
looking for comfort and service.
2
Case Overview
a. Brief Description of the Case
Four Seasons is a Canadian restaurant chain which is famous for its cultural adaptability as it has
established its business in a number of companies. The case study “Four Seasons goes to Paris”
shows how Four Seasons developed and adapted to French Market while using its outstanding
standards. The case also depicts how the company developed the diversity and adapted to the
French markets. The managers adapted to become French Employers and to know how
management stands out in the process the leaders implemented several core values. The case
study depicted a great example of an American Hotel that took care of the people’s value through
its creativity, cultivation and high sustainable level of the organisational culture. The company is
expanding its value chain in France with the hotel named George V.
The second part of the case study unveils the opportunities that are present for the firm to
establish George V Paris. The restaurant’s building was refurbished through the state of the Art
and fashion of the French legacy so as to lure a number of customers (Haliowei, Bowen, &
Knoop, 2018).
b. Main themes of the case
The prime themes of the case study are:
The strength of the company is its Diversity and Singularity and thus the company works
over a theme of providing an international hotel to the business and luxury travelers
looking for comfort and service.
2
Running Head: Report
The company has adopted “Globally Uniform Standards” and due to this it has been able
to operate smoothly at an international level. There are around 270 core worldwide
operating standards.
Four Seasons worked on a crucial Golden Rule, which says “treat your customers as you
want to be treated” and in a few years this rule became the operational policy of the
company (Four Seasons Hotels Limited, 2019).
Information Management
1. While entering the new markets:
a. Ways in which Four Seasons acquired understanding and appreciation of the
market
The story of Four Seasons is a tale of innovation, remarkable expansion and a single as well as
open-minded dedication to achieve the highest standards. There were a number of ways adopted
by the company to acquire an understanding and appreciation of the market:
Firstly, the company tried to redefine luxury by maintaining high quality services in a constant
manner. The luxury was redefined as a service and not as Décor and Architecture. The quality of
the services was given priority over other features of the hotel. This attracted a number of market
segments (Galvin International, 2019).
Secondly, as Four Seasons has learned across borders from different countries and properties, so
it has tried to incorporate the native elements inside the property. The company leaders and other
3
The company has adopted “Globally Uniform Standards” and due to this it has been able
to operate smoothly at an international level. There are around 270 core worldwide
operating standards.
Four Seasons worked on a crucial Golden Rule, which says “treat your customers as you
want to be treated” and in a few years this rule became the operational policy of the
company (Four Seasons Hotels Limited, 2019).
Information Management
1. While entering the new markets:
a. Ways in which Four Seasons acquired understanding and appreciation of the
market
The story of Four Seasons is a tale of innovation, remarkable expansion and a single as well as
open-minded dedication to achieve the highest standards. There were a number of ways adopted
by the company to acquire an understanding and appreciation of the market:
Firstly, the company tried to redefine luxury by maintaining high quality services in a constant
manner. The luxury was redefined as a service and not as Décor and Architecture. The quality of
the services was given priority over other features of the hotel. This attracted a number of market
segments (Galvin International, 2019).
Secondly, as Four Seasons has learned across borders from different countries and properties, so
it has tried to incorporate the native elements inside the property. The company leaders and other
3
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Running Head: Report
members tried to understand the national idiosyncrasies, business culture and the myriads of
labor laws prevailing in the country so as to become efficient French employers (Flam, 2015).
Thirdly, as the French have polychromic culture they considered human relationships in a strong
manner and hence try to build long lasting relationships with them. So, the management tried to
evaluate the ongoing labor policies in the markets and even the staff working hours and
conditions. Later, these were implemented in the core working principles of the firm.
b. Advantages possessed by Four Seasons over smaller operations
The initial success for Four Seasons did build a platform for the company to expand
worldwide. A network of midsized luxury hotel was created in all the key financial cities of the
world. The company possessed a number of advantages while it expanded in France. For
instance, the company used its Brand Image as competitive advantage over the other small
operations in France. The brand image was not responsible for the initial success, but it slowly
became an integral part of the company’s global expansion strategy. The company used its brand
identity to improve its market position and profitability and attain a competitive advantage while
obtaining new management contacts at a global level. As the company operated 72 hotels in 31
countries across the world, so it became a leading player and a well known brand in luxury hotel
business worldwide. The French customers began to recognize Four Seasons as luxury feelings
(Ernst & Young, 2017).
The company even possessed a “direct-line” communication strategy where the general
manager met the employees, supervisors and the employers once a month to establish strong
communications and even solve prevailing issues at the firm. Also the top management at F.S.
4
members tried to understand the national idiosyncrasies, business culture and the myriads of
labor laws prevailing in the country so as to become efficient French employers (Flam, 2015).
Thirdly, as the French have polychromic culture they considered human relationships in a strong
manner and hence try to build long lasting relationships with them. So, the management tried to
evaluate the ongoing labor policies in the markets and even the staff working hours and
conditions. Later, these were implemented in the core working principles of the firm.
b. Advantages possessed by Four Seasons over smaller operations
The initial success for Four Seasons did build a platform for the company to expand
worldwide. A network of midsized luxury hotel was created in all the key financial cities of the
world. The company possessed a number of advantages while it expanded in France. For
instance, the company used its Brand Image as competitive advantage over the other small
operations in France. The brand image was not responsible for the initial success, but it slowly
became an integral part of the company’s global expansion strategy. The company used its brand
identity to improve its market position and profitability and attain a competitive advantage while
obtaining new management contacts at a global level. As the company operated 72 hotels in 31
countries across the world, so it became a leading player and a well known brand in luxury hotel
business worldwide. The French customers began to recognize Four Seasons as luxury feelings
(Ernst & Young, 2017).
The company even possessed a “direct-line” communication strategy where the general
manager met the employees, supervisors and the employers once a month to establish strong
communications and even solve prevailing issues at the firm. Also the top management at F.S.
4
Running Head: Report
George V discussed the glitches on a daily basis where the things that may have gone wrong the
previous day were openly discussed and resolved. Such well established communication system
gave a great advantage to the company over the other small operations in the French markets.
In the case of Human Resource Management, Four Seasons focused on hiring talented
employees with a superior attitude. The hired employees were trained extensively to adapt to the
French culture and provide friendly services to the customers. Moreover, the company developed
a clear strategic direction and planning and even tried to understand all sorts of current marketing
positions. It even tried to build small to medium sized hotels offering exceptional services
(Parilla, Marchio, & Trujillo, 2016).
The F.S. George V gave an easy way to Four Seasons as they entered the markets of Paris
and the signed agreement with the HRH Prince enabled the company to own unique capabilities
to international expansions. This helped it to create a famous reputation throughout the world
and even provided a real distinctiveness that the rivals and other small operations cannot easily
match.
5
George V discussed the glitches on a daily basis where the things that may have gone wrong the
previous day were openly discussed and resolved. Such well established communication system
gave a great advantage to the company over the other small operations in the French markets.
In the case of Human Resource Management, Four Seasons focused on hiring talented
employees with a superior attitude. The hired employees were trained extensively to adapt to the
French culture and provide friendly services to the customers. Moreover, the company developed
a clear strategic direction and planning and even tried to understand all sorts of current marketing
positions. It even tried to build small to medium sized hotels offering exceptional services
(Parilla, Marchio, & Trujillo, 2016).
The F.S. George V gave an easy way to Four Seasons as they entered the markets of Paris
and the signed agreement with the HRH Prince enabled the company to own unique capabilities
to international expansions. This helped it to create a famous reputation throughout the world
and even provided a real distinctiveness that the rivals and other small operations cannot easily
match.
5
Running Head: Report
2. Advices about gathering intelligence for NZ based luxury lodge expanding in Asia
If any New Zealand based Luxury Lodge plans to expand in Asia, then it could learn a number of
lessons from Four Seasons’ expansion in France about how to gather intelligence. Following
advices could be followed:
As different languages affect the management communication in a drastic manner so
Four Seasons organized a number of training facilities for the expatriates so that they can
learn French language, culture and manners. It is advised for a NZ based Luxury Lodge
that while its expansion into the Asian markets, it should train the expatriates to have a
good knowledge about the language and culture of Asia and specifically of the countries
where expansion will occur. This will help them to gather information about the Asian
markets in a more refined manner (Jones, 2017).
In order to gather intelligence, Four Seasons also adapted to the local culture and
introduced a number of service performance standards for the employees. As Asians are
also quite attached to their cultural beliefs and values, hence it is advised to the managers
of the NZ based luxury lodge to understand the Asian culture and incorporate it in the
service performance standards of the company so that the intelligence could be gathered
in an efficient manner (OECD, 2018).
6
2. Advices about gathering intelligence for NZ based luxury lodge expanding in Asia
If any New Zealand based Luxury Lodge plans to expand in Asia, then it could learn a number of
lessons from Four Seasons’ expansion in France about how to gather intelligence. Following
advices could be followed:
As different languages affect the management communication in a drastic manner so
Four Seasons organized a number of training facilities for the expatriates so that they can
learn French language, culture and manners. It is advised for a NZ based Luxury Lodge
that while its expansion into the Asian markets, it should train the expatriates to have a
good knowledge about the language and culture of Asia and specifically of the countries
where expansion will occur. This will help them to gather information about the Asian
markets in a more refined manner (Jones, 2017).
In order to gather intelligence, Four Seasons also adapted to the local culture and
introduced a number of service performance standards for the employees. As Asians are
also quite attached to their cultural beliefs and values, hence it is advised to the managers
of the NZ based luxury lodge to understand the Asian culture and incorporate it in the
service performance standards of the company so that the intelligence could be gathered
in an efficient manner (OECD, 2018).
6
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Running Head: Report
Culture
3. Ways in which Four Seasons adapted culture to define their services
The entry to the French markets was a challenging job for Four Seasons. The French markets had
competitors and customers with a Polychromic culture which emphasized more on developing
and maintaining human relations. On the contrary, Americans are always considered easy going
and are known for developing temporary yet impactful relationships. Hence, to have a smooth
functioning in the French markets the company adapted to their culture in a number of ways:
The company realized that each hotel is tailor-made and a single set of policies and
standards are not applicable on all types of hotels. To design a specific set of policies,
procedures and core principles for functioning in French markets, the company developed
a great knowledge of the national idiosyncrasies, the prevailing wage rules and labor laws
and even about the staff working conditions and hours. The firm also interacted with the
local competitors to understand the distinct form of business culture that prevail in the
markets (ITA, 2019).
Four Seasons even hired Didier Le Calvez as the General Manager of George V as he has
25 years of international experience and during this period of his service he has
developed immense tolerance and patience to deal with the local subordinates and co-
workers after the opening of a branch of Four Seasons in the French markets.
To adapt to the cultural values of Paris, as task force of 35 people was also assigned by
the firm to assist the general manner and his team members to understand the core
principles and mission behind the Four Seasons operations and even guide the expatriates
about the specific cultural and linguistic aspects of French markets (Orme-Lynch, 2018).
7
Culture
3. Ways in which Four Seasons adapted culture to define their services
The entry to the French markets was a challenging job for Four Seasons. The French markets had
competitors and customers with a Polychromic culture which emphasized more on developing
and maintaining human relations. On the contrary, Americans are always considered easy going
and are known for developing temporary yet impactful relationships. Hence, to have a smooth
functioning in the French markets the company adapted to their culture in a number of ways:
The company realized that each hotel is tailor-made and a single set of policies and
standards are not applicable on all types of hotels. To design a specific set of policies,
procedures and core principles for functioning in French markets, the company developed
a great knowledge of the national idiosyncrasies, the prevailing wage rules and labor laws
and even about the staff working conditions and hours. The firm also interacted with the
local competitors to understand the distinct form of business culture that prevail in the
markets (ITA, 2019).
Four Seasons even hired Didier Le Calvez as the General Manager of George V as he has
25 years of international experience and during this period of his service he has
developed immense tolerance and patience to deal with the local subordinates and co-
workers after the opening of a branch of Four Seasons in the French markets.
To adapt to the cultural values of Paris, as task force of 35 people was also assigned by
the firm to assist the general manner and his team members to understand the core
principles and mission behind the Four Seasons operations and even guide the expatriates
about the specific cultural and linguistic aspects of French markets (Orme-Lynch, 2018).
7
Running Head: Report
Comparison of the approach to Walt Disney while launching Euro Disney
Euro Disney was a theme park (launched by Walt Disney) that failed to generate profits in Paris
as it failed to attract visitors. For the people this park was too expensive and it even did not
follow the French Culture. There were a number of errors made by the firm and one of them was
the Walt Disney’s policy of not serving alcohol in its theme parks in California, Florida and
Tokyo. The company extended this American Strategy in France to which it was highly
criticized. In French culture alcohol is considered as a regular beverage and it has become an
integral part of the daily life of French people. The theme park had very low visitors, but as Walt
Disney revised its management plan on May 1993 by cutting the prices and allowing wine and
beer in the park more and more visitors were attracted and the park regained its popularity
(Grant, 2015).
So in comparison to the Four Seasons, Walt Disney failed to recognize the minute cultural
beliefs of the French people and thus failed to attract profits in the initial days of its
establishment.
4. Advices to NZ based luxury lodge about standardizing and adapting culture
As the NZ based luxury lodge is planning an international expansion in the Asian markets, hence
a number of advices could be followed in order to be as successful as Four Seasons in the
markets of Paris:
Firstly, as all the markets are unique, hence the expatriates should be made aware about the
culture of the country they are being sent and they should even develop a strong tolerance level
to face the upcoming challenges with patience and politeness (Delios, Beamish, & Lu, 2010).
8
Comparison of the approach to Walt Disney while launching Euro Disney
Euro Disney was a theme park (launched by Walt Disney) that failed to generate profits in Paris
as it failed to attract visitors. For the people this park was too expensive and it even did not
follow the French Culture. There were a number of errors made by the firm and one of them was
the Walt Disney’s policy of not serving alcohol in its theme parks in California, Florida and
Tokyo. The company extended this American Strategy in France to which it was highly
criticized. In French culture alcohol is considered as a regular beverage and it has become an
integral part of the daily life of French people. The theme park had very low visitors, but as Walt
Disney revised its management plan on May 1993 by cutting the prices and allowing wine and
beer in the park more and more visitors were attracted and the park regained its popularity
(Grant, 2015).
So in comparison to the Four Seasons, Walt Disney failed to recognize the minute cultural
beliefs of the French people and thus failed to attract profits in the initial days of its
establishment.
4. Advices to NZ based luxury lodge about standardizing and adapting culture
As the NZ based luxury lodge is planning an international expansion in the Asian markets, hence
a number of advices could be followed in order to be as successful as Four Seasons in the
markets of Paris:
Firstly, as all the markets are unique, hence the expatriates should be made aware about the
culture of the country they are being sent and they should even develop a strong tolerance level
to face the upcoming challenges with patience and politeness (Delios, Beamish, & Lu, 2010).
8
Running Head: Report
Secondly, before permanently sending an employee to look into the overseas business it is
recommended that a small exchange program of short duration is organized for them so that they
are well versed with the cultural and linguistic differences they are going to face and are well
prepared to face the upcoming challenges as they are shifted to a new location.
Thirdly, while designing the new policies and procedure or while reconstructing the old ones the
managers and other leaders should keep in mind that the instead of including all the policies that
are in the favor of NZ’s culture almost equal portion of the Asian culture policies and procedures
should be included. This will avoid any legal as well as cultural gap issues while the company’s
overseas operations (Nakaso, 2015).
Fourthly, along with the local manager the company should even appoint a manager from its host
country during the initial period of operation. This will help the expatriate subordinates to feel
comfortable in the new place and interact freely with their host country manager about any
crucial changes or issues. Also, the local staff members will develop a belief that the foreign
company is serious in its operations and hence have appointed an authority to look over into
crucial matters. Once the firm has established its business in the markets, then only one manager
could be kept on the basis of his/her performance as well as popularity among the subordinates.
9
Secondly, before permanently sending an employee to look into the overseas business it is
recommended that a small exchange program of short duration is organized for them so that they
are well versed with the cultural and linguistic differences they are going to face and are well
prepared to face the upcoming challenges as they are shifted to a new location.
Thirdly, while designing the new policies and procedure or while reconstructing the old ones the
managers and other leaders should keep in mind that the instead of including all the policies that
are in the favor of NZ’s culture almost equal portion of the Asian culture policies and procedures
should be included. This will avoid any legal as well as cultural gap issues while the company’s
overseas operations (Nakaso, 2015).
Fourthly, along with the local manager the company should even appoint a manager from its host
country during the initial period of operation. This will help the expatriate subordinates to feel
comfortable in the new place and interact freely with their host country manager about any
crucial changes or issues. Also, the local staff members will develop a belief that the foreign
company is serious in its operations and hence have appointed an authority to look over into
crucial matters. Once the firm has established its business in the markets, then only one manager
could be kept on the basis of his/her performance as well as popularity among the subordinates.
9
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Running Head: Report
Marketing Strategy
5. Mode of Entry options available
There are a number of market entry options available for the NZ based Luxury Lodge to enter
the Asian markets. The prime recommendations are:
Merger or Takeover: With this mode, the NZ based Lodge could take over or buy any
local competitor in the international markets. This will help the company to have an
instant access to the markets and the well established sales network. This mode will even
help the company to take over the existing business operations and prevailing
technological ideas in a very small time span. As the company is a luxury lodge so it can
invest a good amount of capital in terms of money and resources (Biolik, 2016).
Joint Venture: If a company considers the international expansion as a risky option and
doesn’t want to invest a huge amount then it can easily opt for a Joint Venture. In this
mode, the international marketer could easily join hands with the existing suitable trade
partners which have managed to make a great brand image in the local markets. In this
case the NZ based luxury lodge will be able to access and leverage on the local
company’s presence and reputation while the local firm will get a chance to expand
quickly (Lazareff, 2017).
10
Marketing Strategy
5. Mode of Entry options available
There are a number of market entry options available for the NZ based Luxury Lodge to enter
the Asian markets. The prime recommendations are:
Merger or Takeover: With this mode, the NZ based Lodge could take over or buy any
local competitor in the international markets. This will help the company to have an
instant access to the markets and the well established sales network. This mode will even
help the company to take over the existing business operations and prevailing
technological ideas in a very small time span. As the company is a luxury lodge so it can
invest a good amount of capital in terms of money and resources (Biolik, 2016).
Joint Venture: If a company considers the international expansion as a risky option and
doesn’t want to invest a huge amount then it can easily opt for a Joint Venture. In this
mode, the international marketer could easily join hands with the existing suitable trade
partners which have managed to make a great brand image in the local markets. In this
case the NZ based luxury lodge will be able to access and leverage on the local
company’s presence and reputation while the local firm will get a chance to expand
quickly (Lazareff, 2017).
10
Running Head: Report
6. Is Four Seasons a global marketer or a multi-domestic marketer
The Global and the Multi-domestic companies are same as they have developed their operations
in two or more companies, but there is a central difference between the two types and that
difference is strategic. The multi-domestic marketers change some aspect of their core values and
principles on the basis of the country in which they are operating, whereas the Global Marketers
maintain the same business approach in each of the markets they possess and operate.
Here in the case of Four Seasons it is quite clear that it has followed a Multi-Domestic marketing
strategy as it has tried to adapt the cultural values and standards of the French market so as to
satisfy the needs and demands of the local customers and develop a strong competitive advantage
over the other similar competitors in the markets. The company believes that the customers are
the prime assets of any firm an in order to lure and retain them for a longer period the best
strategy that could be adopted is to cater them in their style. So instead of adopting a free and the
temporary relationship building cultural style of Americans the company compelled the
employees to follow a Polychromic culture and try to build strong and long lasting relationships
with the customers as well as with the co-workers (Kokemuller, 2017).
11
6. Is Four Seasons a global marketer or a multi-domestic marketer
The Global and the Multi-domestic companies are same as they have developed their operations
in two or more companies, but there is a central difference between the two types and that
difference is strategic. The multi-domestic marketers change some aspect of their core values and
principles on the basis of the country in which they are operating, whereas the Global Marketers
maintain the same business approach in each of the markets they possess and operate.
Here in the case of Four Seasons it is quite clear that it has followed a Multi-Domestic marketing
strategy as it has tried to adapt the cultural values and standards of the French market so as to
satisfy the needs and demands of the local customers and develop a strong competitive advantage
over the other similar competitors in the markets. The company believes that the customers are
the prime assets of any firm an in order to lure and retain them for a longer period the best
strategy that could be adopted is to cater them in their style. So instead of adopting a free and the
temporary relationship building cultural style of Americans the company compelled the
employees to follow a Polychromic culture and try to build strong and long lasting relationships
with the customers as well as with the co-workers (Kokemuller, 2017).
11
Running Head: Report
References
Biolik, A. (2016). Build successful Asian market entry strategies with these 3 tips for SMEs.
Retrieved from http://www.tradeready.ca/2016/trade-takeaways/build-successful-asian-
market-entry-strategies-with-these-3-tips-for-smes/
Delios, A., Beamish, P., & Lu, J. (2010, May 27). International Business: An Asia pacific
perspective. Retrieved from
http://ptgmedia.pearsoncmg.com/images/9789810684204/samplepages/9810684207.pdf
Ernst & Young. (2017). International Expansion: A roadmap to successful growth for
entrepreneurs. Retrieved from https://www.ey.com/Publication/vwLUAssets/EY-
international-expansion-october-2017/$File/ey-international-expansion-october-2017.pdf
Flam, R. (2015). 10 tips for a successful business meeting with French people. Retrieved from
https://www.innovation-prime.com/10-tips-for-a-successful-business-meeting-with-
french-people/
Four Seasons Hotels Limited. (2019). Four Seasons Hotel George V: Paris. Retrieved from
www.fourseasons.com: https://www.fourseasons.com/paris/
Galvin International. (2019). Top Tips for Expanding to France. Retrieved from
https://www.galvininternational.com/resources-news/top-tips-for-expanding-france/
Grant, R. (2015). Euro Disney: From Dream to Nightmare . Retrieved from
https://www.blackwellpublishing.com/content/GrantContemporaryStrategyAnalysis/
6th_Edition/case_teaching_notes/CSA6CaseNotes_15.pdf
12
References
Biolik, A. (2016). Build successful Asian market entry strategies with these 3 tips for SMEs.
Retrieved from http://www.tradeready.ca/2016/trade-takeaways/build-successful-asian-
market-entry-strategies-with-these-3-tips-for-smes/
Delios, A., Beamish, P., & Lu, J. (2010, May 27). International Business: An Asia pacific
perspective. Retrieved from
http://ptgmedia.pearsoncmg.com/images/9789810684204/samplepages/9810684207.pdf
Ernst & Young. (2017). International Expansion: A roadmap to successful growth for
entrepreneurs. Retrieved from https://www.ey.com/Publication/vwLUAssets/EY-
international-expansion-october-2017/$File/ey-international-expansion-october-2017.pdf
Flam, R. (2015). 10 tips for a successful business meeting with French people. Retrieved from
https://www.innovation-prime.com/10-tips-for-a-successful-business-meeting-with-
french-people/
Four Seasons Hotels Limited. (2019). Four Seasons Hotel George V: Paris. Retrieved from
www.fourseasons.com: https://www.fourseasons.com/paris/
Galvin International. (2019). Top Tips for Expanding to France. Retrieved from
https://www.galvininternational.com/resources-news/top-tips-for-expanding-france/
Grant, R. (2015). Euro Disney: From Dream to Nightmare . Retrieved from
https://www.blackwellpublishing.com/content/GrantContemporaryStrategyAnalysis/
6th_Edition/case_teaching_notes/CSA6CaseNotes_15.pdf
12
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Running Head: Report
Haliowei, R., Bowen, D., & Knoop, C. (2018). Four Seasons Goes to Paris:"53 Properties, 24
Countries, 1 Philosophy. Retrieved from
https://www.re-consulting.fr/wp-content/uploads/2018/01/harvard-business-school-2018-
01-08.pdf
ITA. (2019). France - Market Entry Strategy. Retrieved from www.export.gov:
https://www.export.gov/article?id=France-Market-Entry-Strategy
Jones, G. (2017). International Business and Emerging Markets: A Long-Run Perspective.
Retrieved from https://www.hbs.edu/faculty/Publication%20Files/18-020_0da6ca17-
091e-4491-8ec1-974156463cb7.pdf
Kokemuller, N. (2017). Differences in Multidomestic & Global Companies. Retrieved from
https://bizfluent.com/list-7549638-differences-multidomestic-global-companies.html
Lazareff, A. (2017). Doing Business in Asia – Why Investors Have Their Sights Set On Asia’s
Growing Economy. Retrieved from https://www.bizlatinhub.com/business-asia-investors-
asias-economy/
Nakaso, H. (2015, September). Asian Economy: Past, Present, and Future. Retrieved from
https://www.boj.or.jp/en/announcements/press/koen_2015/data/ko150424a1.pdf
OECD. (2018). Economic Outlook for Southeast Asia, China and India 2018: Fostering growth
through digitalisation. Retrieved from
https://www.oecd.org/dev/SAEO2018_Preliminary_version.pdf
Orme-Lynch, D. (2018). Top 10 challenges of doing business in France . Retrieved from
https://www.tmf-group.com/en/news-insights/articles/2018/july/france-top-10-
13
Haliowei, R., Bowen, D., & Knoop, C. (2018). Four Seasons Goes to Paris:"53 Properties, 24
Countries, 1 Philosophy. Retrieved from
https://www.re-consulting.fr/wp-content/uploads/2018/01/harvard-business-school-2018-
01-08.pdf
ITA. (2019). France - Market Entry Strategy. Retrieved from www.export.gov:
https://www.export.gov/article?id=France-Market-Entry-Strategy
Jones, G. (2017). International Business and Emerging Markets: A Long-Run Perspective.
Retrieved from https://www.hbs.edu/faculty/Publication%20Files/18-020_0da6ca17-
091e-4491-8ec1-974156463cb7.pdf
Kokemuller, N. (2017). Differences in Multidomestic & Global Companies. Retrieved from
https://bizfluent.com/list-7549638-differences-multidomestic-global-companies.html
Lazareff, A. (2017). Doing Business in Asia – Why Investors Have Their Sights Set On Asia’s
Growing Economy. Retrieved from https://www.bizlatinhub.com/business-asia-investors-
asias-economy/
Nakaso, H. (2015, September). Asian Economy: Past, Present, and Future. Retrieved from
https://www.boj.or.jp/en/announcements/press/koen_2015/data/ko150424a1.pdf
OECD. (2018). Economic Outlook for Southeast Asia, China and India 2018: Fostering growth
through digitalisation. Retrieved from
https://www.oecd.org/dev/SAEO2018_Preliminary_version.pdf
Orme-Lynch, D. (2018). Top 10 challenges of doing business in France . Retrieved from
https://www.tmf-group.com/en/news-insights/articles/2018/july/france-top-10-
13
Running Head: Report
challenges/
Parilla, J., Marchio, N., & Trujillo, J. (2016). Global Paris: profiling the region’s
internationalcompetitiveness and connections. Retrieved from
https://www.jpmorganchase.com/corporate/Corporate-Responsibility/document/gci-paris-
ada-nov11-2016.pdf
14
challenges/
Parilla, J., Marchio, N., & Trujillo, J. (2016). Global Paris: profiling the region’s
internationalcompetitiveness and connections. Retrieved from
https://www.jpmorganchase.com/corporate/Corporate-Responsibility/document/gci-paris-
ada-nov11-2016.pdf
14
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