...Business Strategy (Ford) Competitive Strategy Ford adopted their latest business strategy in 2007. They call it their One Ford Plan. The One Ford plan is an expansion of their four-point business plan for achieving success globally. The four-point business plan first consists of aggressively restructuring to operate profitably at the current demand and changing model mix, and then to accelerate development of new products their customers want and value. The last two points include financing their plan and improving their balance sheet and finally to work together effectively as one team. Being a global company, it is important for Ford to be able to predict the percent of international sales from their total sales. In 2000, 72% of Ford’s total sales came from the U.S. and the other 28% came from Europe, Asia Pacific and Africa. They have predicted in 2020 that only 43 % of their sales will come from the U.S. with 25% from Europe and 32% from the Asia Pacific and Asia. They are not predicting this on the assumption that sales in the U.S. are going to decrease they just believe that the sale in the Asia Pacific and Africa are just going to increase dramatically. Since Ford is a major multinational company, their activities have far reached environmental, social and economic impacts. The first part of their value chain analysis is Product Planning and Design. This is where they decide what products that are going to make, what technology they will develop and implement and...
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... www.businessmodelgeneration.com Management summary The travel industry is one of the largest and also one of the fastest changing industries in the World. The emergence of the internet has radically changed the way business is conducted throughout the industry. This research focuses on a Dutch tour operator which is having trouble adjusting to the fast changing business environment. This tour operator did not make the transition to online direct selling but still sells its products via retail partners only. Due to fierce competition of online niche players, who do not have high overhead costs and a large back‐office, profit margins are under pressure and sales are declining. The tour operator has specialized itself in long haul traveling, which means fly‐hotel vacation trips outside of Europe. This market segment is shrinking because of the current economic circumstances, which inevitably means...
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...order to cater this growth trajectory mobile handset manufacturers are introducing new products in the market that are technologically advanced. The India Mobile handset market posted a net growth of 14.7% in FY13 whereas gross sales piled upto Rs 35,946 crore as compared to Rs 31,330 crore in FY12. The sale of Smartphone primarily contributed for this growth. According to the data received from CyberMedia Research (CMR) that tracks shipments of mobile handsets on a monthly basis, India registered 73.5 million mobile handset shipments for the period January-April 2013, registering a growth of 11.1% year-on-year. During the same period, 9.4 million smartphones were shipped in the country, a growth of 167.3% on an annual basis. Form Factor | Unit Shipments Jan-Apr ‘13[million] | Growth (YoY) Jan-Apr ’13 over Jan-Apr’12 | Unit Shipments Apr’13 [million] | Growth (YoY) Apr ’13 over Apr’12 | Mobile Handset | 73.5 | 11.1% | 19.4 | 22.1% | Featurephones | 64.1 | 2.4% | 16.6 | 10.3% | Smartphones | 9.4 | 167.3% | 2.8 | 233.1% | CMR quarterly Mobile Handset Data What is the outlook for the industry in India? What are key forecasting variables in that industry? The smartphones sales in India grew over 100% (year-on-year) in 2012 to reach 20 to 22 million units. Although both Nokia and Blackberry lost significant market share, Samsung continued its momentum from late 2011 into all of 2012 to lead the...
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...LEAVE YOUR PAIN TO US 2 A NEW VENTURE FROM DK GROUPS OF COMPANIES BUSINESS PLAN Prepared by: DINESH KUMAR.N.G 4 Managing Director DK GROUPS OF COMPANIES 01-01-2014 Table of Contents Confidentiality Agreement 1.0 1.1 1.2 1.3 2.0 2.1 2.2 2.3 3.0 3.1 3.2 3.3 4.0 4.1 4.2 4.3 5.0 Executive Summary Objectives Mission Keys to Success Company Summary Start-up Summary Company Locations and Facilities Products Product Description Competitive Comparison Sales Literature Sourcing Technology Future Products Market Analysis Summary Market Segmentation Distribution Patterns 6 | This document is the proprietary property of DK Groups of Companies Copying or otherwise distributing the information contained herein is a breach of confidentiality agreement. DKLIFE CARE 1 4 Strictly Private & Confidential 2 0 © 5.1 5.2 5.3 6.0 6.1 6.2 6.3 7.0 7.1 7.2 7.3 8.0 8.1 Competition and Buying Patterns Main Competitors Strategies and Implementation Summary Marketing Strategy Pricing Strategy Promotion Strategy Sales programs Sales Forecast Organizational Structure Personnel Plan Important Assumptions Break-even Analysis Projected Cash Flow 7 | This document is the proprietary property of DK Groups of Companies Copying or otherwise distributing the information contained herein is a breach of confidentiality agreement. DKLIFE CARE 1 4 Strictly Private & Confidential 2 0 © Confidentiality Agreement The undersigned reader acknowledges...
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...Healthcare's (SKB) 2QCY11 adjusted PAT grew 15% YoY to INR825m (against our estimate of INR873m). Net sales grew ~22%, led by 16% volume growth. Biscuit volumes grew 49% and exports grew 57%. Input cost pressure drove a 300bp decline in gross margins and 34% higher ad spend led to a 150bp decline in EBITDA margins of 15.1%. SKB increased MFD prices by an average of 2.3% in July to recover some of the lost margins. Foodles grew just 13% (22% in 1HCY11). GSK launched Horlicks Gold at a 30% premium to the base Horlicks variant. New launches yet to make significant impact; Valuations rich for a single category business; Downgrade to Neutral We believe SKB is well placed to capture healthy growth in the MFD space and a strong rebound from 1QCY11 is testament to that. However, with competitive intensity increasing in this segment, SKB will have to continue to spend aggressively, which may reduce the frequency of new product introductions. Margin pressures are likely to persist and though we do not expect a severe gross margin contraction to continue, firm input costs and a changing product mix (rising share of low margin non-MFD) will restrict meaningful margin expansion in future. We are revising our estimates downwards by 1-2% to factor in lower margins and lower sales growth in Foodles and Nutribar. Our CY11 MFD volume growth estimates are revised from 10.5% to 11%. Limited success of new product launches (failure of Chilled Dood, Nutribar and Horlicks Asha and moderating growth...
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......................................................................... 5 Overview of Indian Electronics and IT Hardware sector........................................................ 6 Key segments in the Indian electronics hardware sector ........................................................ 8 Consumer Electronics ........................................................................................................... 10 IT Hardware .......................................................................................................................... 11 Telecommunication Equipment ............................................................................................ 13 Electronic Components ......................................................................................................... 14 Strategic Electronics ............................................................................................................. 15 Overview of Industrial Electronics and other products......................................................... 15 Demand Drivers for the Electronics and IT Hardware industry ....................................... 16 Key Players and Major Production Clusters ..................................................................... 19 Key Success Factors and Risk Factors...
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...Study “Chemical Distribution 2012“ - Results Dr. Matthias Hornke, LL.M. (M&A) Münster, February 2012 Matthias.Hornke@gmx.de Agenda Status Quo and Study Overview Results: Overview Results of the Online Survey Function/ Responsibility of the Respondent Role of Chemical Distributors Challenges and Key Success Factors of Chemical Distributors Classification of Respondents Contact: Grosse-Hornke Private Consult 1 Chemical distributors with growing relevance to chemical manufacturers and end-customers of chemical products Status Quo Chemical Distribution Economic recovery of the chemical distribution in 2010 and 2011 with record revenues of approx. €190bn generated by the German chemical industry in 2011 Growing relevance of chemical distributors as partners of the chemical manufacturers representing >10% of market share (in terms of revenues) for basic and special chemical products Increasing coverage of news about the chemical distribution in trade media as well as general business media stressing the economic relevance and development (e.g. M&As) in this industry ard trend tow continued f the distribution a “There is rcing o d outsou rers [to crease in manufactu sident hemical] Pre […] by [c n Zillmer, rs].” (Joh distributo nivar, 2010) ,U and CEO rowth ontinued g ss, D set on c “IMC ical Busine CIS Chem path.” (I 2011) n in the Distributio shifts up a gear “M&A Activity al Week, 2011) Sector.” (Chemic ...
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...SOAD DAHDAL AMERICAN INTERCONTINENTAL UNIVERSITY PRESENTING BUSINESS PLANS MGMT422 – 1202A - 02 ADVANCED ENTREPRENEURSHIP 04/22/12 Table of Contents I. Table of Contents……………………………………………………………….2 II. Executive Summary……………………………………………………………..3 III. Introduction …………………………………………………………………….4 IV. Business Description…………………………………………………………….5 V. Description of Proposed Product………………………………………………..6 VI. Definition of the Market…………………………………………………………7 VII. Organization and management descriptions………………………………….8 VIII. Marketing Strategies………………………………………………………….11 IX. Financial Management……………………………………………………………12 X. Appendixes…………………………………………………………………….12 XI. Plan Updating Check List………………………………………………………15 Executive Summary Find Your Gadget, Inc. is the name of the new S corporation I started to introduce my invention product “Ring – in Finder” to market. The industry is huge and the market is big and after researching the market, I found that there is a big demand for this type of product. Being difficult to fund the start – up my business; my best choice is to look for venture capitalists to adopt the idea and support my business financially and help me with the best management strategies advice to reach my goals and succeed with my venture. Convincing venture capitalists requires a solid business plan to be presented with...
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...Table of Contents 1.0 Executive Summary 2 2.0 Situation Analysis 3 2.1 Company Background/Business Description 4 2.2 Mission and Vision Statements 5 2.3 Customer Profile 6 2.4 Products/Services Description 7 2.5 Location, Operation, Legal Ownership 8 2.6 Broad Business and Marketing Goals 9 3.0 Market Summary 10 3.1 National Market Share 11 3.2 Market Demographics/Target Market Profile 12 3.3 Market Needs and Trends 13 3.4 Target Market Sales Projections/Forecasts 14 4.0 Operating Environment (SWOT) 15 4.1 Key Industry Driving Forces/Key Opportunities 16 4.11 Technological, Economic, Social/Cultural, Political, Legal, Regulatory Factors 17 4.2 Industry and Competitive Dynamics 18 4.2.1 Competition Discussion 19 1.0 Executive Summary 2.0 Situation Analysis 2.1 Company Background/Business Description Pacific Titan, Inc. is a commercial and industrial painting and coating contractor based in Riverside, California. Ownership of the company is shared equally by the three founding members: Michael D. Hugh (President), Jack Boyd (Vice President), and Patrick Ricciardi (Vice President). The company is the result of the merging of two smaller businesses, and the owners now bring over forty-five years of combined industry experience to the firm. Pacific Titan is not limited by either state or national borders, being willing and able to operate nearly anywhere in the world where its services are needed and price can be...
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...Consumers Take a Shine to Apple Inc. Summary This case describes Apple Inc. from humble beginnings in 1976, early success followed by near bankruptcy in the early 1980’s due to product flops, to the firing of Steve Jobs in 1985 as a result of internal conflicts and his return that led the company to extraordinary success over the past 10-15 years. The key component to Apple’s success has been their ability to determine customers’ current and future needs even before the customers themselves knew they needed it. Apple uses this information about customers needs to shape their pricing, promotion, and marketing strategies. Apple has also formulated a unique approach for their retail stores by aligning all aspects of their stores, from design to customer service, with the company image. Answers to Questions 1. How has Apple implemented the marketing concept? Apple has implemented the marketing concept by applying simplicity in their marketing approach. They understand the customer’s needs, both currently and in the future, and develop simple marketing campaigns that highlight the benefits and value of their products. DeMers (2014) cites a specific ad campaign, their Mac versus PC ads: 2 guys just standing and talking, set against a white background...Each ad aims to make one point, and one point only: one way in which Macs are better than PCs. 2. Describe the roles of Apple stores as an important part of its marketing strategy. The role of Apple stores...
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...REPORT ABOUT EASYJET Seite 1/53 REPORT ABOUT EASYJET Analyses about Industry, Market, Competition and chosen strategy Reinhard Fellner Wien, am 09.06.2002 C:\Users\rf\Documents\A R C H I V 311013\F 160108\B820_Strategy\TMA\TMA01\TMA01_B820rf.doc I R M E N R E I N H A R D 301109\MBA FILES Druck: 20.11.13, 22:42 REPORT ABOUT EASYJET Seite 2/53 Executive Summary Deregulation has seriously changed the environment and structure of airline industry. Out of STEP analysis I have identified the following ain issues: Deregulation will stimulate competition, but also market growth Lower prices will cause focus on costs Focus on security measures will increase costs There is no need for added values in connection with prestige Analysing the airline industry by Porter’s “Five Forces” I have stated: Big Player and/or Alliances fight a price war, often using a second brand (Buzz, etc.) Big Players have not identified and reacted on the change in environment Few structural changes to support the need of cost effectiveness und to bring them in line with new customer requirements Because of the very static picture I have supported that analysis by BCG strategic model: BCG's Strategic Enviroments Matrix Many Source of Advantage FRAGMENTED Airline Industry SPECIALIZATION 2nd brand for Budget Segment STALEMATE Budget Airlines VOLUME Few Small Size of Advantage Big Global airlines which come from the „Fragmented...
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...Case Study Apple-Merging Technology, Business, and Entertainment Marcus Burch University of Maryland, University College Author Note This paper was prepared for AMBA 640. Executive Summary In the case study of Apple-Merging Technology, Business, and Entertainment, Apple transformed itself from a computer company with limited success to a major digital company with almost limitless potential and outstanding success. Apple Inc. brings more than 35 years of mission management and problem solving ability to the digital environment. The computer and or digital industry is latent with slogans and catch phrases about its technology, innovations and proven commitment to development. Apple’s core products are the most revolutionary innovations of the digital age. The iPod, iPad, iPhone, and iOS App Store help usher in a change in the way we use and purchase products. These products spawned a new revolution in the marketing of electronics. Introduction The purpose of this case analysis is to critically analyze the case study, Apple-Merging Technology, Business, and Entertainment from Baltzan’s book Business Driven Information Systems 3E.(2012). The analysis will discuss the influence that the iPhone, iPad, iPod, and other Apple products have had over the last 10 years on the company and its competitors. Over the last 30 plus years Apple has transformed itself from a computer hardware or PC...
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...Resources & Organisation Irene Steenwelle Supply Development Arno Centen Brewery Zoeterwoude Godfried Meijer Purchasing & Sourcing Management Hubert te Braake Brewery Den Bosch Paul Bleijs Brewery Wijlre Peter van Besouw Customer Services & Logistics Fred Holvast HNS Sales volume per region (in HL) (Based on 2009 Full Year Results) HNS Produced volume per Brewery (Based on 2009 Full Year Results) Product Portfolio; 900 SKU’s – 3 Breweries – 30 Packaging Lines – 150 Countries... Pack types 82% • Amstel 14% • Brand 2% • Others 2% about 50% of Heineken Group volume ! Cans 22% • Heineken 44% Brands Bottle One-way Bottle Return 17% Kegs 7% Bulk/Tankers 5% Draught keg 4% Others 1% HNS Supply chain set-up Market Demand Management HNS SC Management Distributors Buying Contract Mgt Suppliers HUSA Inbound Logistics Brewing & Packing Outbound Logistics ROW Retail Distributors Retail Retail DC HNL Retail Wholesale On-site Accountability per unit Marketing / Sales: Return on Sales Supply Organisation: Demand Fulfillment Loading efficiency improvements at HNS • Loading automation & mechanisation at HNS - Manage...
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...principal that behavior can be predicted before it occurs based on a consequence of reinforcement and that reinforcement will cause learning and thus future predictable behavior. The concept that Drive causes energy only supports the theory to a point. It is what happens with the energy and the reward that impacts learning and then behavior. In the case of work related experiences, motivation of employees to reach higher levels of performance are key to an organizations growth and success. As a manager and leader of a work team, it is critical to find points of stimulus that will match well with the individuals needs. In the article Don’t let them be like Mike, the author made the statement “the best thing you can do when trying to motivate very successful people is ask them how they want to be rewarded”(Alonzo, 1999, p. 22). This statement helps focus attention on what an employee sees as important. Once a manager understands what the source of energy is, they can apply a stimulus to cause behavior that will drive success. The learning that will occur by the employee over time will then reinforce the desired behavior to reach the goal. Work Example 1 - Restructure The company has just undertaken a major restructuring to focus closer attention on its dealer body. This restructuring is being done at a time in which the industry was in the middle of its worst downturn, yet the company just recorded its best year ever. As part of the restructuring, a significant...
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... internally and externally, and create objectives to help reach the strategic direction. Background: LadySport is a friendly, owner-run business that promotes healthy living in the lower mainland. Since 1983, LadySport has been providing active women with the most complete selection of athletic wear and shoes anywhere in Canada. LadySport is a company that focuses on serious personal sales and long term customer relationships. LadySport carries a wide range of athletic and casual clothing and footwear with all sizes offered. Outside of general operations, the store has a weekly running clinic and holds 4 Diva Run events a year in order to generate brand interest and awareness. LadySport’s current customer base is comprised of mainly elderly people who are familiar with the store and require a higher level of service and knowledge for difficult fitting issues. Its owners, Phil Moore and Brett Davidson, operate LadySport and take pride in providing superior service to the community they work in. They have maintained sales revenues over the past 5 years and are now looking for ways to grow sales and attain a larger market. External Environment: 1. Does the industry offer attractive opportunities for growth? The global sports and fitness clothing market is expected to reach $126.30 billion dollars by the year 2015. This growth will be caused by the dramatic lifestyle changes, and the increase in sports participation. There will particularly be an increase in sport participation...
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