The global market entry strategy that Mary Kay used when it entered
India was the exporting market entry strategy. The priorities of Mary Kay when
doing business was God first, family second and career third. In India however
it was adapted that faith first, family second and career third. Mary Kay does this for the purpose of the
religion and for the sake of respecting those who practice their religions.
Answer:
video game
Explanation:
because I don't go outside, I'm a gamer
Explanation:
In this case, the ideal is to reject a task that is not mandatory in your contract. The boss's attitude in this situation was somewhat sexist, as it reduced the professional skills of a female investment analyst to having to be liked and serving coffee to bankers, since the professional was there to make a great professional presentation.
These unprofessional attitudes can be combated with an assertive attitude, without the professional feeling cornered by the possibility of suffering reprisals, but it is by maintaining an ethical, professional attitude and imposing respect, that it is possible for such unethical acts to be combated and not accepted any more. formal work environment.
Based on historical perspective, the age range of the early game designers is between <u>40 to 60years old.</u><u> </u>Also, the gender for which the games were being designed is <u>male</u>.
<h3>History of Game Designs.</h3>
The history of game designs can be traced to William Higinbotham, a Physicist who created the first video game in 1958 at the age of 48 years.
William Higinbotham created the first video game during the Brookhaven annual visitors day to lighten the exhibition show.
The video game he created was tennis, known as "Tennis for Two," and the men in attendance played it.
Hence, in this case, it is concluded that the game designers were <u>men</u>, and they are in the age range of <u>40 to 60 years</u>.
Learn more about the video game industry here: brainly.com/question/14468591
<span>To find overall assessment of company's strength below steps are followed:
1. Evaluating how well the strategy is working
2. Scanning the environment to determine a company's best and most profitable customers
3. Assessing whether the company's costs and prices are competitive
3. Evaluating whether the company is competitively stronger or weaker than key rivals
5. Pinpointing what strategic issues and problems merit front-burner management attention</span>
