...IBC If you would like to receive a printed version, please email your details to CRS@olamnet.com Olam AR 2014_IFC 250914_TH_NEW OK.indd 1 Olam A/R_Final cover Size: 662.5(W)x297(H)mm-ISO39L Olam International Limited Olam International Limited 9 Temasek Boulevard 9 Temasek Boulevard #11-02 Suntec Tower Two #11-02 Suntec Tower Two Singapore 038989 Singapore 038989 Telephone (65) 6339 4100 Telephone (65) 6339 4100 Facsimile (65) 6339 9755 Facsimile (65) 6339 9755 olamgroup.com olamgroup.com Transcending Boundaries Annual Report 2014 Annual Report 2014 olamgroup.com In an effort to reduce our printed material, we have produced this year’s Corporate Responsibility & Sustainability Report on CD. Olam International Limited | Annual Report 2014 Connectivity in the Landscape DC PMS8400c NCL U315188 GP1B 01.10.2014 175# MY C K 2 U 14-023 01/10/2014 21:12 Our Vision To be a differentiated, leading, global agri-business. Our Governing Objective Maximising intrinsic shareholder value over time for our continuing shareholders, in an ethical, socially responsible and environmentally sustainable manner. Olam AR 2014_IFC 250914_TH_NEW OK.indd 2 Olam A/R_Final cover Size: 662.5(W)x297(H)mm-ISO39L Front Cover This year’s cover design celebrates Olam’s 25 years of growth. Our name means ‘transcending boundaries’ and this has inspired our journey since our inception in 1989 in Nigeria. DC ...
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...Cogavém | Agave ◦ Coconut ◦ Maqui Berry | | Cogavé is an all-natural, healthy, and effective energy drink. The product strategy is defined in this marketing plan. | | Chad Rodriguez, Alvaro Alvarez, John Paul Mejia, Sabrina Casillas, Huda Tanjung | 5/26/2011 | | Table of Contents I. Executive Summary 3 II. Company Analysis 3 Mission Statement 3 Company Location 3 III. Situational Analysis 3 External Market Environment 3 Economic Environment: 3 Technological Environment: 3 Political Environment: 4 Cultural / Social Environment: 4 Natural Environment: 4 SWOT Analysis 4 IV. Competitive Analysis 5 Competitors’ Advantage: 5 Perceived Advantage: 6 V. Customer Analysis 7 Product Market 7 Product Type 7 Customer Type 7 Customer Needs 7 Geographic Area 7 VI. Target Market Strategy 7 Target Market 7 VII. Positioning Strategy 9 Future Target Market 10 VIII. Marketing Mix 11 Customer (Product) 11 Cost (Price) 12 Capabilities (Place) 14 Competition (Promotion) 15 IX. Action Plan 16 X. Long Term Objectives 17 I. Executive Summary The Cogavém brand was inspired by a growing demand for a natural and healthy alternative to the current energy drink market. Our flagship product, Cogavém, includes three essential ingredients: maqui berry for energy, coconut water for hydration, and agave nectar for flavor. Our company recognized the need for something different - an energy drink that is actually...
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...Building Value through through Values,Valor & Vision Valor & OSIM INTERNATIONAL LTD Annual Report 2012 Calligraphy: An art form that requires careful thought, strength, character, patience, philosophy and point of view. An apt representation of what drives OSIM forward. Sales $ +$48 million 602 Profit before tax $ +17% million 115 87 million EBITDA $ +13% 126 Profit after tax $ +26% million million For year ended 31 December Sales Profit EBITDA Before tax After tax Net cash flow from operating activities Per share (cents) Basic earnings Net assets value At year end Cash & cash equivalents and fixed income investments Shareholders funds Net cash and fixed income investments Returns on shareholders funds Profit before tax Profit after tax Shareholders value Dividend per share (cents) Special dividend per share (cents) 2012 $602m $126m $115m $87m $103m 12 26 $235m $196m $93m 59% 44% 4 2 2011 $554m $112m $98m $69m $99m 10 22 $205m $165m $71m 59% 42% 3 – Growth +$48m +13% +17% +26% +20% +18% +33% 03 FOUNDER, CHAIRMAN & CEO LETTER Creating successful strokes with vision “I am pleased to present a record set of results for the third consecutive year. Profit before tax is at a high of $115 million. I would like to thank my team for the wonderful achievement despite a tough economic environment. I expect that this growth will continue to be driven by market leadership, continuous innovation and productive execution.” ...
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...E&Y Nutraceuticals Critical supplement for building a healthy India Contents Foreword................................................................................................... 04 Introduction............................................................................................. 06 Executive summary................................................................................ 07 An insight into the nutraceuticals market of India Section I: Nutritional status of the population of india....................................10 Section II: Nutraceuticals market: global and India.........................................24 Section III: Way forward............................................................................... 48 Annexure.................................................................................................. 66 Acknowledgements................................................................................ 76 Glossary....................................................................................................77 About FICCI..............................................................................................80 Foreword Ajit Singh Chairman- FICCI Task Force on Nutraceuticals Chairman- ACG Worldwide (formerly Associated Capsules Group) President- Health Foods and Dietary Supplements Association (HADSA) Dear reader, Nutraceuticals as they are called in industry parlance cover a basket of products from...
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...UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 FORM 10-K ፤ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 for the fiscal year ended September 30, 2014. អ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 for the transition period from to . or Commission file number 333-172973 1MAY200918354900 NBTY, Inc. (Exact name of registrant as specified in its charter) DELAWARE (State or other jurisdiction of incorporation or organization) 11-2228617 (I.R.S. Employer Identification No.) 2100 Smithtown Avenue Ronkonkoma, New York (Address of principal executive offices) 11779 (Zip Code) (631) 567-9500 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: None Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes អ No ፤ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ፤ No អ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2)...
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...\CONSUMER BEHAVIOUR Basic concepts and definition Objectives: By the end of this lesson you will be able to: Explain why marketing managers should understand consumer behavior Define and explain basic concepts in the study of consumer behavior. Introduction Why is it difficult to market any product to consumers? The reason is simple: Consumers are complex and constantly changing. Not only is it difficult to figure what marketing program will work but also what worked yesterday may not work today. Thus marketers must constantly improve their understanding of customers. Understanding consumer behavior and knowing your customers is never simple. Customers may say one thing but do another. They may not be in touch with their deeper motivation. They may respond to last minute influences. Some companies like Kenya Airways, Equity Bank, Microsoft, Coca-Cola e.t.c have stood to profit from understanding how and why their customers buy. On the other hand not understanding your customer’s motivations, needs and preferences can hurt. In Kenya, companies like Elliott’s and Sang Yong Motors failed. Consider also the case of Kodak when it introduced its Advantage camera and proudly marketed it as a high-tech product but to a generation (usually referred to as middle-aged baby comers) for which the bells and whistles of new technology had lost their appeal. It was a costly bust. Basic definitions and concepts Marketing: Just to remind ourselves we can say that...
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...Positioning, Competition and Branding 4. Services and Pricing 5. Promotions and Marketing Conclusions Introduction This project will cover research done on the Fitbit Ultra, a fitness aid device design to help ambulatory people track their wellness and fitness. The report will open with a brief background and history of Fitbit, Inc and introduce the device features. The second section will cover a Market Analysis of the Fitbit Ultra. Research done on the demographic trends and economic trends that currently impact marketability of the Fitbit Ultra will be discussed. Additionally, consumer’s tastes and preferences, along with cultural factors that influence consumer purchasing of the device will also be covered in this report. Aspects of product positioning, to include social factors, personal factors, psychological factors, and other behavior that would influence a consumer to purchase the Fitbit Ultra will help identify more specific marketing strategies. The next section is devoted to research of the competition. This will include a SWOT analysis and a synopsis of the most competitive brands vying for market share with Fitbit Ultra. Analyzing the target markets and their potential for best customer impact is explored as well. The report will explore branding and services regarding the Fitbit Ultra and the website Fitbit.com. Pricing is a vital component of any market report, so details will be presented with promotional information followed by marketing potential...
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...publication may be reproduced, repackaged, redistributed, resold in whole or in any part, or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping, or by information storage or retrieval, or by any other means, without the express written consent of the publisher. DISCLAIMER All information contained in this publication has been researched and compiled from sources believed to be accurate and reliable at the time of publishing. However, in view of the natural scope for human and/or mechanical error, either at source or during production, Business Monitor International accepts no liability whatsoever for any loss or damage resulting from errors, inaccuracies or omissions affecting any part of the publication. All information is provided without warranty, and Business Monitor International makes no representation of warranty of any kind as to the accuracy or completeness of any information hereto contained. Singapore Pharmaceuticals & Healthcare Report Q3 2010 ©...
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...Confirming Pages bye80180_appB_539-654.qxd 11/19/09 9:17 AM Page 539 technology ventures - management dell’imprenditorialità e dell’innovazione Richard C. Dorf, Andrew J. Nelson, Roberto Vona Copyright © 2011 – The McGraw-Hill Companies srl A P P E N D I X B Cases 539 bye80180_appB_539-654.qxd 11/19/09 9:17 AM Page 540 Confirming Pages technology ventures - management dell’imprenditorialità e dell’innovazione Richard C. Dorf, Andrew J. Nelson, Roberto Vona Copyright © 2011 – The McGraw-Hill Companies srl 540 APPENDIX B Cases TREXEL We’ve never met a customer who wasn’t interested in our technology. —David Bernstein, CEO of Trexel David Bernstein hung up the phone with Alex d’Arbeloff, Trexel’s largest investor, and contemplated an upcoming Board of Directors meeting scheduled for June 25, 1998. The meeting was only 10 weeks away and Bernstein, Trexel’s president and chief executive officer, needed to present a coherent vision of the company’s new strategy. Bernstein believed that Trexel’s patented technology for manufacturing foamed plastics had the potential to revolutionize much of the worldwide plastics industry. His innovative process technology, known as MuCell, allowed the Woburn, Massachusetts company to produce foamed plastic utilizing 25% to 50% less material than traditional solid plastics without a significant decrease in the strength of the plastic. Bernstein believed the market for products produced via this...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...A Former Harvard Business School Admissions Board Member Reveals the Insider Keys to Getting In • Prepare your resume and professional record • Discover the differences between business schools • Top essay and interview strategies • Behind the scenes of the admissions process • Qualitative factors that can make you stand out • Application insights from insiders Chioma isiadinso, M.ed. former Admissions Board Member of Harvard Business School The Best Business Schools’ Admissions Secrets A Former Harvard Business School Admissions Board Member Reveals the Insider Keys to Getting In Chioma Isiadinso, M.ED. © 2008 by Chioma Isiadinso Cover and internal design © 2008 by Sourcebooks, Inc. Cover photo © Punchstock Sourcebooks and the colophon are registered trademarks of Sourcebooks, Inc. All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems—except in the case of brief quotations embodied in critical articles or reviews—without permission in writing from its publisher, Sourcebooks, Inc. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. —From...
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