...INTRODUCTION Maersk Line is the principle division of A. P. Moller-Maersk Group, a Danish shipping conglomerate. They are collectively known as Maersk. The group owns and operates container carriers, bulk carriers, supply and specialty ships and tankers. The group primarily operates in Europe and Americas. The group is headquartered in Copenhagen, Denmark and employed approximately 120,000 employees as on December 31, 2008. The company recorded revenues of DKK311,821 million (approximately $61,534.8 million) during the financial year ended December 2008 (FY2008), an increase of 11.8% over 2007. The operating profit of the company was DKK62,509 million (approximately $12,335.5 million) during FY2008, an increase of 39.7% over 2007. The net profit was DKK17,638 million (approximately $3,480.7 million) in FY2008, a decrease of 5.3% over 2007 ("A.p. moller-maersk group," 2009). The purpose of this paper is to ascertain the possibility of growth opportunities for Maerks through freight consolidation between China/Asian markets and the United States. Organization for International Business Activities Selecting a Global Company Structure Maersk is a worldwide conglomerate operating in over 130 countries. Their business areas include container shipping, tankers, terminal activities, oil & gas, retail and technology. Their major source of revenue is the Maersk Line. The organization is broken out into the following companies: CONTAINER SHIPPING UNITS Maersk Line Damco ...
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...9 -7 1 2 -4 4 9 REV: JUNE 1, 2012 FOREST L. REINHARDT RAMON CASADESUS-MASANELL FREDERIK NELLEMANN Maersk Line and the Future of Container Shipping There is a difference between just moving a container and moving it in the most sustainable, easy, and reliable way. And that difference is worth something to our customers. — Morten Engelstoft, Chief Operating Officer, Maersk Line, 2012 It was a cold February afternoon in 2012 as Søren Skou looked out the window of his office across the Copenhagen waterfront. Skou had just recently been promoted to become CEO of Maersk Line, the world’s largest container shipping company, and the flagship company of the Danish conglomerate A.P. Moller-Maersk Group. He was taking the reins at a difficult time: the sluggish global economy had severely depressed container rates, while fuel prices were still at record levels. On some trade routes, the company—like its competitors—wasn’t even meeting the costs of deploying its large and expensive container ships. Skou was confident that the company would pull through. After all, it had recently completed a successful turnaround following the Maersk Line’s first ever annual loss in 2009 and the Group benefited from a diverse holding of activities, which included an oil and gas business. However, Skou needed to assess whether Maersk Line was headed in the right direction, both to be able to compete in this slower market but also once the economy, and global trade, picked up. In 2010...
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...Chapter-1 – INTRODUCTION 1.1 Indian Scenario in Shipping Maritime transport, which plays a vital role in the development of the country, comprises ports, shipping, shipbuilding and ship repair, and inland water transport systems. According to the Ministry of Shipping, Government of India, approximately 95% of the India’s trade by volume, and 70% by value, is moved through maritime transport. India is among the top 20 leading countries having large number of merchant fleets in the world. The Gross Tonnage (GT) under the Indian flag was 10.1 million GT as of 1.09.2010, with as much as 1029 ships in operation. Ports act as an interface between ocean transport and land transport. India has 12 major ports viz. Kolkata (including Dock complex at Haldia), Paradip, Vishakapatnam, Chennai, Ennore, Tuticorin, Cochin, New Mangalore, Mormugao, Jawaharlal Nehru at Nhava, Mumbai, and Kandla, and 187 minor ports. Despite recessionary conditions, traffic handled at major ports has grown on an average by 5.7% in the year 2009-10, over the year 2008-09. However, ports like Haldia (-20.4%), Ennore (-6.9%) and New Mangalore (-3.2%) are few of the main ports that witnessed negative growth in 2009-10. Nevertheless, most of the ports have not achieved their target for the year 2009-10. Mormugao (8.5%), Tuticorin (8.1%) Mumbai (2%), Kandla (2%), and Paradip (1.8%) were the only ports which achieved their growth target for 2009-10. Haldia (-22.1%)...
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...Problem formulation 7 1.4. Delimitation 7 2. Science and methodology approach 2.1. Approaches to science 2.1.1. Ontology 2.1.1.1. Objectivism 2.1.1.2. Constructivism 2.1.2. Epismotology 2.1.2.1. Positivism 2.1.2.2. Hermeneutics 9 9 9 9 10 10 10 2.2. Methodology 2.2.1. Types of research 2.2.2. Types of data 2.2.2.1. Quantitative data 2.2.2.2. Qualitative data 2.2.2.3. Primary and secondary data 11 12 13 13 13 14 2.5 Reliability and validity 15 3. Theoretical framework 3.1. The structure of this thesis 16 3.2. Theory on strategy and competitive advantage 3.2.1. The Positioning School 3.1.1.1. Theory on Porter´s Five Forces model 3.2.1.2. Theory of Generic Strategies 3.2.2. The Resource-based School 3.2.2.1. Theory on SWOT analysis 18 24 20 23 25 27 4. The low fare airline business model 4.1. Introduction 28 4.2. Differences between the LFA model and the FSA model 4.2.1. The service factor 29 29 2 4.2.2. Turnaround times 4.2.3. Homogenous fleet 4.2.4. Point-to-point travel vs hub-and-spoke travel 4.2.5. Higher seat density 4.2.6. Choice of airports 4.2.7. Distribution system 4.2.8. Frequent flyer programmes 30 31 31 32 32 33 34 5. Analysis of the macro environment 5.1. Introduction to the theoretical framework – PEST Analysis 34 5.2. Political/legal issues 5.2.1. Liberalising the European airline industry 5.2.2 State aid 5.2.3. Commision vs Ryanair/Charleroi Airport ...
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...Introduction It was a cold morning in February 2013. Jesper Møller, the CEO of Toms Confectionery Group, was looking down at the frozen fountain in the courtyard by Toms’ headquarters outside Copenhagen. Designed in 1962 by the famous Danish architect Arne Jacobsen, the headquarters, like the company, was an iconic piece of Danish history. For decades, Toms had been a Danish household name and local market leader within the confectionery industry. Today, however, it was time to look ahead. Toms, like most other companies, had gone through the financial crisis with a solid focus on the cost base. However, as a small player in the global confectionery industry, the company could only go so far with cost cutting alone. Instead, Toms needed to make a thorough analysis to capture the opportunities that lay ahead. That morning, Møller had called together his management team to discuss Toms’ fiveyear strategy for the chocolate confectionery business under the following headline: In the spring of 2012, Toms took a significant step forward by acquiring the German chocolate company Hanseatische Chocolade GmbH. Overnight, Toms added sales of 360 million Danish kroner. However, the management team agreed that this was only the first step in Toms’ path. As Møller and the management team watched the day’s first truckload of cocoa beans approach the factory loading dock, they began reflecting on the past, present and future of Toms as a chocolate confectionery company. How should Toms...
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...JOCM 11,4 282 Foreign companies and Chinese workers: employee motivation in the People’s Republic of China Terence Jackson Centre for Cross Cultural Management Research, EAP European School of Management, Oxford, UK and Mette Bak BASF, Shanghai, China Introduction: the challenge of motivating Chinese employees At the end of 1978, during its “third plenum”, the Chinese Communist Part Central Committee gave economic reform top-level priority. Following the Second Session of the Fifth National People’s Congress on 1 July 1979, foreigners were permitted by law “to establish equity joint ventures together with Chinese companies, enterprises or other economic organizations … within the territory of the People’s Republic of China, on the principle of equity and mutual benefit” (PRC, 1987). Since the beginning of these economic reforms in 1979 the Chinese economy has exploded, with an average annual growth rate in GNP of 10 per cent over the last decade, with the attainment of 20 per cent in the coastal areas designated “special economic zones” (EIU, 1994). Foreign direct investment more than doubled between 1987 and 1990 (Kelley and Shenkar, 1993), despite a slow-down after the Tiananmen Square incident, with an estimate of more than 150,000 joint ventures in China. Much of this investment comes from Hong Kong (68.2 per cent in 1992) and other countries of Eastern Asia, with European countries, and even the USA (with 4.6 per cent in 1992) badly represented. Despite this...
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...Pg2Pg2 Dr. Sue Greener Business Research Methods ...
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...finances . . . . . . . . . . . . . . . . . 1.1.4 The content of this textbook . . . . . . . . . . 1.2 What is a company? . . . . . . . . . . . . . . . . . 1.3 Types of company. . . . . . . . . . . . . . . . . . . 1.3.1 Production companies . . . . . . . . . . . . . 1.3.2 Trading companies . . . . . . . . . . . . . . . 1.3.3 Service companies . . . . . . . . . . . . . . . 1.4 Company functions. . . . . . . . . . . . . . . . . . 1.4.1 Functions in a trading company . . . . . . . . 1.4.2 Functions in a production company . . . . . . 1.5 The company environment . . . . . . . . . . . . . . 1.5.1 The immediate environment . . . . . . . . . . 1.5.2 The remote environment . . . . . . . . . . . . 1.5.3 Interest groups . . . . . . . . . . . . . . . . . 1.5.4 Conflict and harmony between interest groups. 1.6 Company ownership . . . . . . . . . . . . . . . 1.6.1...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...Strong… Neptune Orient Lines Limited Annual Report 2011 CONteNts 6 The Most Honoured Names in Global Trade 8 NOL Group at a Glance 10 Chairman’s Message 12 Board of Directors 14 Group President and CEO’s Message 18 Management Team 20 Liner Review 23 Logistics Review 26 Source of our Strength 28 Dedicated People 29 Financial Wherewithal 30 Sound Investments 31 Superior Technology 32 Recognised Brands 33 Sustainable Operations 34 Community Spirit 36 Corporate Data 37 Corporate Governance and Summary Financial Statements & Sound NOL Group has a healthy balance sheet plus fully committed financing for investments. In the midst of an industry downturn, the Group is positioned for future growth. Leaner… A group-wide Efficiency Leadership Programme is accelerating the drive to streamline operations and improve our cost base. 2 Neptune Orient Lines Limited Annual Report 2011 Neptune Orient Lines Limited Annual Report 2011 3 & Cleaner NOL is committed to sound environmental stewardship in all its activities. Trade must be environmentally sustainable or it can’t grow to meet the needs of the global economy. Neptune Orient Lines Limited Annual Report 2011 5 The Most Honoured Names in Global Trade Best Logistics Service Provider – Sea Freight Asian Freight and Supply Chain Awards Ship Operator of the Year Lloyd’s List Best Shipping Line, Asia-Europe Trade Asian Freight and Supply Chain Awards Innovation IT of the Year Containerisation...
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...2010 Andrew Whalley & Ventus Publishing ApS ISBN 978-87-7681-643-8 Download free eBooks at bookboon.com 3 Contents Strategic Marketing Contents Preface 9 1. 1.1 1.2 1.3 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 1.3.6 1.3.7 1.4. 1.4.1 1.4.2 1.5 So what is marketing? The Three levels of Marketing The value of Marketing; Needs, Utility, Exchange Relationships & Demand The Theoretical basis of competition Generic Strategy: Types of Competitive Advantage What is the basis for competitive advantage? How is competitive advantage created? How is competitive advantage implemented? How is competitive advantage sustained? What are core competencies and capabilities? Resource-Based View of the Firm (RBV) Alternative Frameworks: Evolutionary Change and Hypercompetition Evolutionary Change Hypercompetition The Marketing Concept 11 11 13 20 21 23 24 27 30 31 33 36 36 37 38 2. 2.1 2.2 2.3 What can be marketed? Core Benefit Product Basic product Augmented product 43 47 47 48 Create connections with more impact Technology Roles This is a chance not just to work with a vast range of clients – but to use technology to help them solve some of the most complex challenges they face. In other words, whether you’re in a technical role or one that’s focused on the business side, you’ll have the potential to revolutionise the way the business world works. We...
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...Coloplast A/S - Annual report 2012/13 Annual report 2012/13 The Coloplast story begins back in 1954. Elise Sørensen is a nurse. Her sister Thora has just had an ostomy operation and is afraid to go out in public, fearing that her stoma might leak. Listening to her sister’s problems, Elise conceives the idea of the world’s first adhesive ostomy bag. Based on Elise’s idea, Aage Louis-Hansen created the ostomy bag. A bag that does not leak, giving Thora – and thousands of people like her – the chance to return to their normal life. A simple solution with great significance. Today, our business includes ostomy care, urology and continence care and wound and skin care. But our way of doing business still follows Elise’s and Aage’s example: we listen, we learn and we respond with products and services that make life easier for people with intimate healthcare needs. Coloplast develops products and services that make life easier for people with very personal and private medical conditions. Working closely with the people who use our products, we create solutions that are sensitive to their special needs. We call this intimate healthcare. Our business includes ostomy care, urology and continence care and wound and skin care. We operate globally and employ more than 8,000 people. The Coloplast logo is a registered trademark of Coloplast A/S. © 2013-10. All rights reserved Coloplast A/S, 3050 Humlebæk, Denmark. Coloplast A/S Holtedam 1 3050 Humlebæk ...
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...economic, social and environmental performance Evolution of the main indicators 2011 Turnover (in millions of euros) Sales 2010 13,793 12,527 Results and cash flow (in millions of euros) Operating profit (EBITDA) Operating profit (EBIT) Net income Net income attributable to the parent company Cash flow 3,258 2,522 1,946 1,932 2,613 2,966 2,290 1,741 1,732 2,540 Financial and management ratios ROE ROCE 28% 37% 30% 39% Other relevant information Number of stores Net openings Number of markets with commercial presence Number of employees % men/women Overall energy consumtion (Tj) Number of suppliers Social investment (in millions of euros) 5,527 483 82 109,512 20.5/79.5% 3,381 1,398 14 5,044 437 77 100,138 19.5/80.5% 3,230 1,337 11 Highlights Sales 13,793 12,527 9,435 10,407 11,048 10,000 7,500 15,000 12,500 5,000 2,500 0 2007 2008 2009 2010 2011 Sales by geographical Rest of Europe 45% Spain 25% America Asia and the rest of the 12% world 18% Net profit 2,500 1,946 1,741 1,258 1,262 1,322 2,000 1,500 1,000 500 0 2007 2008 2009 2010 2011 Number of employees 0 20,000 40,000 60,000 80,000 100,000 120,000 2011 2010 2009 2008 2007 79,517 109,512 100,138 92,301 89,112 Inditex´s Annual Report addresses its economic, social and environmental performance for the purposes of achieving the maximum transparency in its relationship with all...
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...“A critical component of any winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull...
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...IN THIS CHAPTER YOU WILL . . . 1 Learn that economics is about the allocation of scarce resources Examine some of the tradeof fs that people face Learn the meaning of oppor tunity cost See how to use marginal reasoning when making decisions TEN OF PRINCIPLES ECONOMICS Discuss how incentives af fect people’s behavior The word economy comes from the Greek word for “one who manages a household.” At first, this origin might seem peculiar. But, in fact, households and economies have much in common. A household faces many decisions. It must decide which members of the household do which tasks and what each member gets in return: Who cooks dinner? Who does the laundry? Who gets the extra dessert at dinner? Who gets to choose what TV show to watch? In short, the household must allocate its scarce resources among its various members, taking into account each member’s abilities, efforts, and desires. Like a household, a society faces many decisions. A society must decide what jobs will be done and who will do them. It needs some people to grow food, other people to make clothing, and still others to design computer software. Once society has allocated people (as well as land, buildings, and machines) to various jobs, 3 Consider why trade among people or nations can be good for everyone Discuss why markets are a good, but not per fect, way to allocate resources Learn what determines some trends in the overall economy 1 TLFeBOOK 2 4 Ten Principles...
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