...Task 1: Summarize the strategic position of Schultz Wines Limited a. What type of organization is Schultz Wines Limited? Schultz Wines is a listed Australia company. It was established in 1840s by one of the founding winemaking families of Barossa Valley in South Australia who had immigrated from Germany. It has been run by the fifth generation, Frederich Schultz, since 1983 when his father retired. The company was listed on the Australia Stock Exchange in 1996. b. What industry, product segments/markets does Schultz Wines operate in? Schultz Wines ranked 7th among the Australian wine producing companies. Core activities cover harvesting, crushing, fermentation, bottling and distributing. It produces a diverse range of high quality premium varietal wines including red and white table wines, sparkling wines and fortified wines which are sold in both domestic and export markets. (Schultz Wines are distributed in Australia by a well respected, family owned wine merchant, and export wine sales are distributed through well established wine merchants in UK, Continental Europe, as well as North American, New Zealand, Asia and the Pacific region.) Schultz also achieves its sales through the cellar door sales and The Schultz Cellar Club mail order. c. What is the current life-cycle position of the industry? The Australian winemaking industry is at the mature stage of its life cycle. This is demonstrated by the low and medium average growth rate...
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...Contents External environment analysis 2 1. Define the type of organisation and the industry in which it operate 2 a. What type of organisation is 2 b. What industry, product segments/market in 2 c. What is the current life-cycle position of the industry 2 2. Assess the industry’s future growth (8 factors industry life cycle analysis) 3 d. What have been the key issues affecting historical industry growth? What was their impact? 3 e. What are the key issues that will affect future industry growth? What is their like impact and the overall assessment of the industry’s future growth 5 3. Assess the industry’s future profitability (Poter’s five forces and extended forces analysis and value chian analysis) 7 f. What are the key issues that will affect historical industry profitability? What was their impact 7 g. What are the key issues that will affect future industry profitability? What is their likely impact and the overall assessment of the industry’s future profitability? 9 Internal environment analysis 11 4. Answer the five questions in relation to the stated current/future strategy 11 5. What are the strategic capabilities of the company, and are they aligned with its stated strategy (Strategic Capability tests) 11 6. Who are the key stakeholders, what are their objectives, and are they aligned with the company’s strategy 12 7. Assess how the company has performed to date using the balanced scorecard approach 13 8. Who are the main competitors, what are their...
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...To: Starbucks’ Management Fr: HKU Consultancy Team (HK, March 10, 2012) Executive Summary Starbucks was established in 1971 as a single store in Seattle’s Pike Place Market, US. Howard Schultz, who was at that time the director of retail operations and marketing brought in the concept of espresso bars from Milan to Seattle in 1983. He as the current CEO had carried out the turnaround engineering in 2008 to improve its financials. It is suggested to use Porter’s Five Forces framework to understand which area poses biggest threat to Starbucks. (1) Bargaining power of buyers and (2) suppliers: Low impact. It is because spending threshold of coffee beverage is relatively small to consumer’s income, and individual consumers have limited bargaining power to force prices down. Also, it is wise to keep existing purchasing practice of coffee beans from numerous individual suppliers with no trade union reducing the risk of raising price or quality issue of coffee beans. (3) Threat of substitutes: Medium impact. Specialty coffee from cafés can be regarded as one subcategory in beverage industry where different substitutes are widely available, including other forms of coffee, such as canned coffee combining quality with convenience, e.g. Georgia from Coca-Cola; or other specialty beverage venues, such as teahouses which offer similar ambience as Starbucks. Lastly there are (4) Potential new entrants and (5) Competitive Rivalry: High impact which should be focused...
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...27, 2014) | Area served | Worldwide | Key people | * Howard Schultz (Chairman, President and CEO) * Troy Alstead (COO) | Products | Coffee • Tea • Pastries • Frappuccino beverages • Smoothies | Revenue | US$14.89 billion[2] (FY 2013) | Operating income | US$325.4 million[2] (FY 2013) | Net income | US$8.8 million[2] (FY 2013) | Total assets | US$11.5167 billion[3] (2013) | Total equity | US$4.48 billion[2] (FY 2013) | Number of employees | 182,000[4] (2014) | Subsidiaries | * Starbucks Coffee Company * Ethos water * Evolution Fresh * Hear Music * La Boulange Bakery * Seattle's Best Coffee * Tazo * Teavana * Torrefazione Italia | Website | starbucks.com | Starbucks Corporation, doing business as Starbucks Coffee, is an American global coffee company and coffeehouse chain based in Seattle, Washington. Starbucks is the largest coffeehouse company in the world ahead of UK rival Costa Coffee, with 21,160 stores in 63 countries and territories, including 12,067 in the United States, 1,570 in China, 1,451 in Canada, 1,070 in Japan and 793 in the United Kingdom. Starbucks locations serve hot and cold beverages, whole-bean coffee, microground instant coffee, full-leaf teas, pastries, and snacks. Most stores also sell pre-packaged food items, hot and cold sandwiches, and items such as mugs and tumblers. Starbucks Evenings locations also offer a variety of beers, wines, and appetizers after 4pm....
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...how the goals you have set, and who will be assigned to assist in monitoring the process and accomplishing those goals. Strategic planning is also a process of that involves investigating and assessing the competitions strengths, weaknesses, accomplishments and threats and applying them according to the plans of your business. Financial Planning is managing the finances over a period of time so that the business will and can continue to operate, Plans for the company and employees future. When the strategic plan is developed for the business having the adequate finances play the most important role in getting started, company and organization without the adequate funding and financial guidance, goal and plans set for the business are limited and will not be beneficial and could result in a failing company. Businesses that usually follow their business outline eliminate areas of inefficiencies and ultimately increase its revenue and decrease costs. When this happens businesses usually end up with more money to use for the business. Financial and Strategic planning work together in the initial business plan, when the plan implemented is followed, sometimes getting off track with the plan can result in a bad financial move if not planned well. These two steps work hand in hand, without...
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...The Authors Călin Gurău, GSCM-Montpellier Business School, Montpellier, France Abstract Purpose – The purpose of this paper is to investigate the particularities of integrated marketing communication (IMC) in the online environment. Design/methodology/approach – Both secondary and primary data (face-to-face interviews with 29 marketing or communication managers of UK online consumer retail firms) are analysed in order to identify the various meanings of the integrated online marketing communication, the opportunities and challenges raised by online communication, and the structure of an efficient integrated online marketing communication system. Findings – The transparency, interactivity and memory of the internet force the organisation to adopt a proactive-reactive attitude in online communication, and to combine consistency and continuity with flexibility and customisation. Research limitations/implications – The number of interviews used to collect primary data is relatively small; the use of the information collected is general and unstructured; and the findings are applicable only to online customer product retailers. Practical implications – The messages sent by the company to its online audiences have to be transformed/adapted in a three-stage process. Originality/value – The paper identifies the specific opportunities and challenges raised by the internet for integrated marketing communication, and proposes an original model for the adaptation of online...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1363-254X.htm Integrated online marketing communication: implementation and management ˘ ˘ Calin Gurau GSCM-Montpellier Business School, Montpellier, France Abstract Purpose – The purpose of this paper is to investigate the particularities of integrated marketing communication (IMC) in the online environment. Design/methodology/approach – Both secondary and primary data (face-to-face interviews with 29 marketing or communication managers of UK online consumer retail firms) are analysed in order to identify the various meanings of the integrated online marketing communication, the opportunities and challenges raised by online communication, and the structure of an efficient integrated online marketing communication system. Findings – The transparency, interactivity and memory of the internet force the organisation to adopt a proactive-reactive attitude in online communication, and to combine consistency and continuity with flexibility and customisation. Research limitations/implications – The number of interviews used to collect primary data is relatively small; the use of the information collected is general and unstructured; and the findings are applicable only to online customer product retailers. Practical implications – The messages sent by the company to its online audiences have to be transformed/adapted in a three-stage process. Originality/value – The paper identifies the specific...
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...multiplication of media, demassification of consumer markets, and the value of the Internet in today’s society are just three of the areas in which technological innovation has impacted (Pilotta et al., 2004; Peltier, Schibrowsky, and Schultz, 2003; Reid, 2003; Lawrence, Garber, and Dotson, 2002; Fill, 2001; Low, 2000; Hutton, 1996). This in turn left marketers in a challenging and competitive environment, trying to fulfil customers wants and needs while also developing long-term relationships with them. IMC can help in creating coordinated and consistent messages across various channels of communication. Furthermore, the concept is especially valuable in that it places great emphasis on the importance of all stakeholder groups and, in particular, on customer loyalty, which can only be created through strategic relationship building (Jin, 2003/2004; Cornelissen, 2000; Eagle and Kitchen, 2000; Pickton and Hartley, 1998; Miller and Rose, 1994). To date, academic research on IMC has been limited. The majority of empirical research has been conducted with advertising and PR agencies or companies located in the United States with a clear tendency toward quantitative methodologies (Jin, 2003/2004; Peltier, Schibrowsky, and Schultz, 2003; Kitchen and Schultz, 1999; Beard, 1996; Miller and Rose, 1994). Very few studies have concentrated on the...
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...introduction earlier that year. As she waited for her colleagues to join her, Day reflected on the company’s recent performance. While other retailers were still reeling from the post-9/11 recession, Starbucks was enjoying its 11th consecutive year of 5% or higher comparable store sales growth, prompting its founder and chairman, Howard Schultz, to declare: “I think we’ve demonstrated that we are close to a recessionproof product.”1 Day, however, was not feeling nearly as sanguine, in part because Starbucks’ most recent market research had revealed some unexpected findings. “We’ve always taken great pride in our retail service,” said Day, “but according to the data, we’re not always meeting our customers’ expectations in the area of customer satisfaction.” As a result of these concerns, Day and her associates had come up with a plan to invest an additional $40 million annually in the company’s 4,500 stores, which would allow each store to add the equivalent of 20 hours of labor a week. “The idea is to improve speed-of-service and thereby increase customer satisfaction,” said Day. In two days, Day was due to make a final recommendation to both Schultz and Orin Smith, Starbucks’ CEO, about whether the company should move forward with the plan. “The investment is the EPS [earnings per share] equivalent of almost seven cents a share,” said Day. In preparation for...
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...dedication in providing a good work environment for their employees. Starbucks provides their employees with a great work environment and they treat them with the up most respect. More importantly, Starbucks provide 24 hour training for all their employees that Is very thorough about the company. They learn about coffee making and how to offer excellent customer service to their customers. Learning how to remember customer’s names has proven to improve customer satisfaction. Starbucks employees have an eighty-two percent job satisfaction rate according to a Hewitt Associates Starbucks Partner View Survey (Hammers, 2003). Starbucks also motivates their employees. They offer full health care benefits to all their employees, and also limited stock options. One incident in Japan, Starbucks employees came up with a new product , green tea frappuciono. Management grasps the idea and offered it resulting in the product becoming a big winner. This example shows that the company takes their employees ideas in consideration. Starbuck is also highly visible in different locations that attract their customers. Starbucks stores are found in every area, in urban and suburban areas, as well as rural communities. The numerous locations offer convenient alternatives for their customers. “Starbucks main strength over the years has been their tireless effort to make their product an uplifting part of people’s lives. Starbucks strategy for expanding its specialty operations is...
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...Abstract This paper explores the global strategies of McDonald’s Corporation and Starbucks Corporation. An overview of the company histories is included along with the basic business philosophies. The focus of the paper is on the marketing strategies, both domestic and international, examining the marketing mix for each company. The four P’s of marketing are detailed with examples of how each company uses them to their advantage. The reasons for the successful global expansion of both companies are incorporated into the compiled information. A Look at the Global Marketing Strategies of McDonald’s and Starbucks McDonalds and Starbucks are two domestic companies that are very successful. Both have emerged first as leaders in their respective markets domestically, and because of that success have been able to grow and expanded into countries all over the world. This paper will examine these two companies from a global perspective in order to evaluate their marketing strategies, with a particular emphasis on how successful they have been in foreign markets. The paper will focus on how each company has applied the four P’s of price, product, place and promotion in their marketing mix, detailing how they are used gain an advantage in their respective markets. Finally, the paper will evaluate the success of these organizations in developing niches in their markets as compared to their competition. The first company examined is McDonald’s Corporation or McDonald’s as the...
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...World Journal of Entrepreneurship, Management and Sustainable Development Analysing the impact of green marketing strategies on consumer purchasing patterns in Mauritius Thanika Devi Juwaheer Sharmila Pudaruth Marie Monique Emmanuelle Noyaux Article information: Downloaded by UNIVERSITI TEKNOLOGI MALAYSIA At 10:18 08 October 2014 (PT) To cite this document: Thanika Devi Juwaheer Sharmila Pudaruth Marie Monique Emmanuelle Noyaux, (2012),"Analysing the impact of green marketing strategies on consumer purchasing patterns in Mauritius", World Journal of Entrepreneurship, Management and Sustainable Development, Vol. 8 Iss 1 pp. 36 - 59 Permanent link to this document: http://dx.doi.org/10.1108/20425961211221615 Downloaded on: 08 October 2014, At: 10:18 (PT) References: this document contains references to 124 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 4276 times since 2012* Users who downloaded this article also downloaded: Elham Rahbar, Nabsiah Abdul Wahid, (2011),"Investigation of green marketing tools' effect on consumers' purchase behavior", Business Strategy Series, Vol. 12 Iss 2 pp. 73-83 Kaman Lee, (2008),"Opportunities for green marketing: young consumers", Marketing Intelligence & Planning, Vol. 26 Iss 6 pp. 573-586 Charles Dennis, Lisa Harris, Ken Peattie, Andrew Crane, (2005),"Green marketing: legend, myth, farce or prophesy?", Qualitative Market Research: An International Journal...
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...18 September 2014 18 September 2014 08 Fall 08 Fall Exercise A - Starbucks in US: strategies and core competencies GROUP 6 Exercise A - Starbucks in US: strategies and core competencies GROUP 6 Thijs Bavelaar - 091698 Carlijn Swagemakers - 120014 Sam Verlaat - 111449 Bas Vliegen - 122959 Thijs Bavelaar - 091698 Carlijn Swagemakers - 120014 Sam Verlaat - 111449 Bas Vliegen - 122959 Executive summary Within this report the Starbuck’s Corporation is being analyzed, in this way the company can be positioned on how they are performing within the competitive set. Through research Starbucks’ core competencies are found, and on elaborated. Those competencies are researched in the competitive set with the main competitors of Starbucks’ as well, via basic benchmarking there has been determined where Starbucks is within the market. Table of Contents Introduction 4 Core competencies 5 Key competitors 9 Competitive advantages 11 Communication within organization 12 Competency - strategy matrix 13 Conclusion and recommendations 14 Bibliography 15 Appendices 19 Appendix 1: Value chain analysis 19 Appendix 2: SWOT analysis 22 Appendix 3: Functional analysis 25 Appendix 4: VRIO analysis 26 Introduction The purpose of this paper is to analyze both Starbucks’ strategies and core competencies, and use this analysis to assess the degree of synergy between the two. First, the core competencies of Starbucks, specified...
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...University of World and National Economy Department: Economics in English STUDENT PAPER Topic: Old Spice (Social Media Impact on Marketing) Year 2012 Content 1 What is Social Media 2 2 Classification of social media 3 3 How does social media work 4 4 Why is social media so popular 5 5 Social media and marketing 6 6 Old Spice – the Company 7 7 Marketing Strategy 8 8 The beginning of “Smell like a man, man!” campaign 9 8.1 It’s not about Social 10 8.2 Define the right strategy before defining the digital agenda 11 8.3 Leave room for experimentation, even failure 11 9 The Post-Old-Spice principles of social media marketing 11 9.1 Create a persona that is strong and on point 11 9.2 Seed social networks with invitations to interact 12 9.3 Engage the engaged, the famous and the influencers 12 9.4 Personalize the response and people will compete for inclusion 13 9.5 Make it episodic and easy to share 13 9.6 Keep the videos simple and short 13 9.7 Promote it with tie-ins offline 14 10 Conclusion 14 11 Sources 15 What is Social Media It is a revolutionary way of communicating with the audience. It includes web based and mobile technologies, making communities, organizations and individuals interact. Social media is defined by Michael Haenlein and Andreas Caplan as: "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0 and that allow the creation and exchange of user-generated...
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...http://www.guardian.co.uk/lifeandstyle/2003/jul/19/shopping.features 17/03/13 11.52am The card up their sleeve It sounds good - loyalty cards entitle us to freebies or cash simply for shopping at our local superstore. Of course, retailers get something in return: a heap of information about us we might prefer them not to know. That's before they get started on the new tags that track you and what you buy. Rachel Shabi investigates Every time you reach the checkout in the two biggest supermarket chains, it's the same question: have you got a card? It can get irritating, but nonetheless we have willingly signed up to their reward schemes - in droves. According to market researchers TNS, around 85% of UK households have at least one loyalty card. We've accepted the membership rules of these innocent-looking, points-mean-prizes clubs: you show us some loyalty, say the retailers, and we'll give you nice bonuses in return. That loyalty, on the face of it, is based on how much you spend with one particular retailer. Sure, the rewards aren't huge but, as Tesco likes to put it, "Every little helps." Besides which, we in the UK love bargains, and getting something for nothing even more. But the question is: how much does the nothing really cost? It is not simply a matter of choosing to be "loyal", now synonymous with "open your wallet", to one supermarket over another - the cost is in having your purchases scrutinised and analysed in staggering detail by the loyalty card retailers...
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