Page 346 - Aamir Rehman - Dubai & Co Global Strategies for Doing Business in the Gulf States-McGraw-Hill (2007)

328 Index

Al-Jazeera, 119 Levitt, Theodore, 162
Jebel Ali Port, 106, 249 Lifestyle policies, Dubai, 109-110
Jesus, 23 Literacy, 23
Joint venture market-entry strategies, 132, Long-term human capital strategies,
135-136, 146-154 210-212
Jordan, 6, 21, 25-26, 28-29, 83 Low-skill expatriate labor, 48-49, 94-95, 187,
Judaism, 23, 232 189-190, 192, 253
K M
Karande, Kiran, 170 Mack, John, 292
Khaleeji (culture of Gulf states), 270 Mahfouz, Naguib, 26
Al Khalifa family, 120 Maintenance of global standards,
Al Khalifa, Hamad bin Isa, 118 organizational design, 281-283
Khoury, Elissa, 169 Al Maktoum, Hasher bin Maktoum, 104
Kingdom of Saudi Arabia (KSA) (See Saudi Al Maktoum, Maktoum bin Rashid, 105
Arabia) Al Maktoum, Mohammed bin Rashid, 102,
Kissinger, Henry, 99 105, 208
Kraft, 10, 180, 242, 254-255 Al Maktoum, Rashid bin Saeed, 104, 105,
Kuwait 249, 277
within the broader Middle East, 19, 24, Manual labor, expatriate, 48-49, 187,
31, 33-34 189-190, 192, 253
as capital source, 214, 218, 220-222, 224, Manufacturing sector, 43, 253-255
226-227, 229, 234, 237 Market attractiveness, 63-90
First Gulf War and Kuwait invasion, 19, GCC, 81-90, 150-151
24, 34, 114, 122-124 Opportunity Formula, 65-81
human capital and expatriates, 187, 198 review in strategic planning cycle,
market attractiveness, 67, 69, 73-75, 83-84, 294-295
88, 93 sustainability of, 8-9, 63-64
market-entry, 140, 153 Market-entry strategies, 131-158
marketing strategy for, 163, 178-179 Arab domination as misconception, 39,
misconceptions regarding, 38, 40-41, 58-61
43-44, 48, 58 direct market entry, 132, 136, 154-157
operations/logistics strategies, 253-254, distribution agreements, 132, 134-135,
258-259, 262 137-146
overview, 2-3, 9, 12 Engagement Spectrum, 133-157
“prosperity and vulnerability” in GCC, expatriate importance to local economy,
10, 112, 114, 122-124 58-61
Kuwait Finance House, 88, 123 joint venture, 132, 135-136, 146-154
Kuwait Investment Authority, 2-3, 41, 214, overview, 11, 131-132
226, 237 Toyota in Saudi Arabia, 131-132
(See also Organizational/logistical design)
L Market risks, 64, 90-96, 186
Labor (See Workforce) Marketing strategy, 159-183
Leahy, Patrick, 290 Four Degrees of Adaptation, 160-179
Lebanon, 6-7, 21, 25, 28, 60, 81-85, 207, 277, noncustomization, 161-167
297 overview, 12, 159-160
Legal considerations and Islamic Law, product customization and design,
115-116 161-162, 177-179
Lesar, David, 290 universal, 163
Levant (Bilad al-Sham), three cluster model, McDonald’s, 12, 50, 168-169, 173-174,
6-7, 21-26, 28-29, 269 177-180, 289