...Cassie Cage GP210: American Government Instructor: Jonathan Dolen Dec. 11, 2015 Week 2 Assignment: The Nine Members of the United States are; 1.) Karan, Elena 2.) Alito, Samuel A., Jr. 3.) Roberts, John G., Jr. 4.) Breyer, Stephen G. 5.Sotomayor, Sonia M. 6.) Ginsburg, Ruth Bader 7.) Thomas, Clarence 8.) Kennedy, Anthony M. 9.) Scalia, Antonin 2. The Defense of Marriage Act (DOMA) enacted in 1996 states that, for the purposes of Federal Law, the words “marriage” and “spouse “ refer to legal unions between one man and one woman., Since some states have allowed same sex marriages. The Federal Government ruled DOMA unconstitutional under the 5th Amendment. According to the article, Edith Windsor and Thea Syper were married in Toronto, Canada. They moved to New York where the stated recognized same sex marriages. Thea Syper died and left her estate to her spouse Edith Windsor. However, the Federal Government taxed the estate for $363,000 due to their marriage not being recognized by Federal Law, had the marriage been recognized the estate would have qualified for a marital exemption and not taxes exposed. 3. The District Court held thhat DOMA. Was unconstitutional . The U. S. Supreme Court of Appeals for the Second District Affirmed. This case impacts the lives, of Americans due to some Americans do not agree with same sex marriages and does not care to see it. Christians that believe that God made marriage for a man and a woman will not like it. This Case impacts Americans...
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...comparing the strategies of two companies from the same industry. The strategies of Nike and Adidas have been compared from the textile industry. Nike and Adidas both specialize in footwear, apparel and accessories and their competition is intense as Nike is the market leader and Adidas is the market challenger. The topics in this assignment cover critical incidents of both Nike and Adidas that occurred in the past and the comparison between both their strategies as well their future plans. This assignment shows us the influence the strategy has on the success or failure of companies and how companies craft sustainable strategies that help them to retain their position in the market. Table of Contents Page 1.0 Introduction 1 2.0 Literature review 1 3.0 Backgrounds of Nike and Adidas 2 3.1 Company overview of Nike 2 3.2 Company overview of Adidas 2 4.0 Critical Incidents that occurred in the past 3 4.1 Critical incidents that affected Nike 3 4.2 Critical incidents that affected Adidas 5 5.0 Comparison of the strategies of the companies 8 5.1 Strategies of Nike 8 5.2 Strategies of Adidas 9 5.3 Comparison of the strategies of Nike and Adidas 11 6.0 Future plans of Nike and Adidas 13 7.0 Conclusion 14 8...
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...to observe NIKE sports footwear marketplace as the firm is overly great and the firm differs from its competitors with its extensive variety of products. In this study researcher will also analyse the company by applying PESTEL analysis, SWOT analysis, Porter’s five forces, BCG matrix and generic strategy of the firm. Nike purposes and improves the earth footwear marketing. However the company also manufactures and sells sports gear, sport fashion and accessories. Products of Nike are managed and sold in 180 countries in the world by operating its physical stores and distributers. The company purchases raw materials such as synthetic rubber, plastic compounds, and foam cushioning materials, nylon, and leather to produce Air-Sole lessening parts that is used in production of footwear. The core aim of the firm though they are manufacturing their footwear goods is to avoid the rain and maintain warmth. There are 11 supplies centers that the company has in the world. Company’s four major product line can be listed as footwear, clothing, equipment and other. 32,500 individuals work for Nike. In 2008 the income of the company was $18,627 million, which displays 14.1 per cent increased from 2007. The net profit was $1,883.4 million, and growth of 26.3% over 2007. The variety of goods Nike manufacture for variety of sports and fitness actions, such as; Athletic footwear, golf, cycling, Nike Air, Swoosh Design NIKE, (http://www.nikebiz.com -25.07.11) 2. History Nike was founded...
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...International Marketing | PM 305 | | | OLANREWAJU OLABODE | I.D NUMBER 33344 | 3/19/2016 | | TABLE OF CONTENTS 1.0 Introduction............................................................................................................. ......3 2.0 Situational Analysis................................................................................................. ..4-7 3.0 Swot and Tow matrix................................................................................................ 7-10 4.0 Market Selection......................................................................................................... .11 5.0 Recommended Markets and Market entre Strategies............................................11-12 6.0 Marketing Strategies........................................................
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...* Chapter 2 * Nike’s customer-driven marketing * To build image and market share, Nike * Outspent competitors on big endorsements * Conducted splashy promotional events * Started big-budget ads * Sales slipped in the late 1990s * Turnaround- new product innovation and a focus on customer relationships * Mastered social networking, creating deep engagement and community among customers * * Strategic planning * Involves adapting the firm to take advantage of opportunities in its constantly changing environment * Strategic planning helps a firm to maintain a strategic fit between its goal and capabilities and its changing marketing opportunities * * Mission statement * Statement of the organization’s purpose * - What it wants to accomplish in the larger environment * Market oriented and defined in terms of satisfying basic customer needs * Emphasizes the company’s strengths * Focuses on customers and the customer experience the company seeks to create * * Business portfolio * Collection of businesses and products that make up the company * Steps in business portfolio planning 1. Analyze the firm’s current business portfolio 2. Develop strategies for growth and downsizing to shape the future portfolio * * Portfolio analysis * Evaluation of the products and businesses that made up the company by the management * Steps: 1. Identifying the strategic business units...
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...impacted by what is going on economically. Golf is a relatively expensive sport to play with any regularity, when you take into consideration the equipment costs and green fees. One of the first activities that are limited is recreational spending in a down economy. The company will suffer if people’s discretionary spending is limited for extended periods of time. Callaway is affected by Legal and Regulatory forces because its governing body, the United States Golf Association (USGA) can make changes to equipment any time it wants to. Callaway incorporates technology heavily in their club and ball design. This is one of Callaway’s major focuses. There are several competitors in the golf club industry. The most common competitors are Nike, TaylorMade, Ping, Titleist, Cobra, Cleveland, Srixon, and Mizuno. These companies, among others, are competing for the business of a slowly shrinking group. Strengths Callaway Golf prides itself on investing in innovation of...
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...Understanding the Five Forces Porter regarded understanding both the competitive forces and the overall industry structure as crucial for effective strategic decision-making. In Porter's model, the five forces that shape industry competition are: Competitive rivalry. This force examines how intense the competition currently is in the marketplace, which is determined by the number of existing competitors and what each is capable of doing. Rivalry competition is high when there are just a few businesses equally selling a product or service, when the industry is growing and when consumers can easily switch to a competitors offering for little cost. When rivalry competition is high, advertising and price wars can ensue, which can hurt a business's bottom line. Rivalry is quantitatively measured by the Concentration Ratio (CR), which is the percentage of market share owned by the four largest firms in an industry. Bargaining power of suppliers. This force analyzes how much power a business's supplier has and how much control it has over the potential to raise its prices, which, in turn, would lower a business's profitability. In addition, it looks at the number of suppliers available: The fewer there are, the more power they have. Businesses are in a better position when there are a multitude of suppliers. Sources of supplier power also include the switching costs of firms in the industry, the presence of available substitutes, and the supply purchase cost relative to substitutes...
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...Assignment by :Chandandeep SINGH Executive Summary This is a critical assessment of Giorgio Armani 'The Leading Fashion Brand'. In this report there would be the critically review of the current status of the organisation. There would be the analyse of current business strategies of the organisation and would try to develop a future strategy for the company. Content Pages Title page1 Executive Summary2 Content summary3 Introduction4 Current position5 The Brand segmentation5.1 BCG Matrix5.2 SWOT Analysis7 Competitive Advantage 7.1 Competitors7.2 PESTLE Analysis8 Market Philosophy8.1 Market Analysis8.2 Bargaining Power9 Future & Recommendations9.1 References 10 Introduction Armani is one of the worlds leading fashion brand. The Armani group has 250 outlets in 37 countries. Giorgio Armani the founder of Armani brnad was born on July 11, 1934 in Northern Italy. Giorgio Armani worked as a buyer for ''La Rinascente'' department store for seven years. Then he worked as a fashion designer for Hitma, Nino Cerroti's men's clothing company. Armani established his own company ''Giorgio Armani'' on July 24,1975 with his partner Sergio Galeotti. And by the end of the decade Armani fashion house has been counted in worlds leading fashion house. Current Position Today Armani organisation has a great retail network around the world. It has its own 60 Giorgio Armani Boutiques, 11 Collezioni, 122 Emporio Armani, 94 Armani Exchange, 13 Armani Junior...
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...Porter's Five Forces: Analyzing the Competition By Katherine Arline, Business News Daily ContributorFebruary 18, 2015 08:35 am EST Credit: vichie81 | Shutterstock Whether you are starting a new business or looking for more insight into your existing company's prospects, you probably have questions about the competition. One way to answer those questions is by using Porter's Five Forces model. Originally developed by Harvard Business School's Michael E. Porter in 1979, the five forces model looks at five specific factors that help determine whether or not a business can be profitable, based on other businesses in the industry. "Understanding the competitive forces, and their underlying causes, reveals the roots of an industry's current profitability while providing a framework for anticipating and influencing competition (and profitability) over time," Porter wrote in a Harvard Business Review article. "A healthy industry structure should be as much a competitive concern to strategists as their company’s own position." According to Porter, the origin of profitability is identical regardless of industry. In that light, industry structure is what ultimately drives competition and profitability —not whether an industry produces a product or service, is emerging or mature, high-tech or low-tech, regulated or unregulated. "If the forces are intense, as they are in such industries as airlines, textiles, and hotels, almost no company earns attractive returns on investment," Porter...
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...CHAPTER SEVEN STRATEGY FORMULATION: CORPORATE STRATEGY True/False 1. Corporate strategy deals primarily with the choice of direction for the firm as a whole and the management of its business or product portfolio. Answer: T (pp.164-165) 2. Corporate parenting is the coordination of cash flow among units. Answer: F (p.165) 3. The most widely pursued corporate directional strategies are those designed to achieve growth. Answer: T (pp.165-166) 4. A merger is a transaction involving two or more corporations in which stock is exchanged, but from which only one corporation survives. Answer: T (p.166) 5. A strategic alliance is a partnership of two or more corporations or business units to achieve strategically significant objectives that are mutually beneficial. Answer: T (p.166) 6. The two basic growth strategies are concentration and strategic alliances. Answer: F (p.166) 7. Vertical integration is going backward on an industry’s value chain. Answer: F (p.167) 8. Vertical integration is the degree to which a firm operates vertically in multiple locations on an industry’s value chain from extracting raw materials to manufacturing to retailing. Answer: T (p.167) 9. Forward integration is often more profitable than backward integration. Answer: F (p.167) 10. BP Amoco and Royal Dutch Shell are examples of fully integrated firms because they internally make 100% of their key supplies and completely control their distributors...
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...by Sanchai Khammaha (5849102) STRATEGIC MARKETING MANAGEMENT (MGMG 508) Marketing Basics The Marketing Frame Work Customers SITUATION ANALYSIS (5Cs) Company Competitors Collaborators CREATING VALUE (STP) Targeting Segmentation Product Climate Positioning CAPTURING VALUE (4Ps) Place Price Promotion SUSTAINING VALUE (CRM) Customer Acquisition Custormer Retention PROFIT Situation Analysis (5Cs) Analyze market situation → Consider internal and external factors → identify opportunities, threats 5Cs framework 1. Company – What is the firm’s competency? → SWOT 2. Customers ื้ – Who are they? Market Size? (Maybe Consumer ≠ Consumer; แม่ซอ ผ ้าอ ้อมให ้ลูก) 3. Competitor – Who are serving the same needs (Direct & Indirect) 4. Collaborators – Supportive network 5. Climate/Context – Environmental, Market (Political, Economic, Social impact, Technology) Create Value (STP) Identify the various market need and select one or more to develop the positioning for the product (There are 3 Steps). 1. Segmentation – Grouping consumers with similar needs. o Demographic → Personal attributes such as age, marital status, gender, ethnicity, sexuality, education, or occupation. o o o Geographic → by country, region, state, city, or neighborhood. Psycho-graphic → by personality, risk aversion, values, or lifestyle. Behavioral → by how people use the product, how loyal they are, or the benefits that they are looking for...
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...marketing programs. First, we look at the organization’s overall strategic planning. Next, we discuss how marketers partner closely with others inside and outside the firm to serve customers. We then examine marketing strategy and planning—how marketers choose target markets, position their market offerings, develop a marketing mix, and manage their marketing programs. Finally, we look at measuring and managing return on marketing investment. ANNOTATED CHAPTER NOTES/OUTLINE FIRST STOP Nike’s Customer-Driven Marketing: Building Brand Engagement and Community The Nike “swoosh” is everywhere! Early on, to build image and market share, Nike lavishly outspent competitors on big-name endorsements, splashy promotional events, and big-budget, in-your-face “Just Do It” ads. Competitors stressed technical performance; Nike built customer relationships. In the late 1990s, Nike stumbled, and its sales slipped. Looking back, Nike’s biggest obstacle may have been its own...
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...singer). In 1992 economical problems lead Tapi to sell Adidas to Lyonnais bank. Lyonnais sold Adidas to Robert Louis-Dreyfus who was also the president of the Olympique de Marseille football team. In 1997, Adidas AG acquired the Salomon Group, and its corporate name was changed to Adidas-Salomon AG. Seven years later, top English fashion designer Stella McCartney launched a joint-venture line with Adidas. This line was a sports performance collection for women called "Adidas by Stella McCartney". After 2 years, Adidas introduced the Adidas 1, the first ever production shoe to utilize a microprocessor. In August 2005, Adidas bought rival Reebok. At the same time sales had been closer to those of Nike in North America. The acquisition of Reebok would also allow Adidas to compete with Nike worldwide as the number two athletic shoemaker in the world. Three months later Adidas released a new version of the Adidas 1, make it better, stronger and faster. On April 11 2006, Adidas announced an 11-year deal to become the official NBA apparel provider. 2. Products Adidas manufactures anything related to sport, like shoes, clothes, watches, balls, Sunglasses, Protective Equipment,...
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... New Mission and Vision Statement ........................................................................................ 3 III. SWOT and Environmental Analysis......................................................................................... 3 Columbia SWOT Analysis ...................................................................................................... 3 Columbia SWOT Matrix ......................................................................................................... 4 Cabela's SWOT Matrix............................................................................................................ 4 Patagonia SWOT Matrix ......................................................................................................... 5 Lululemon SWOT Matrix ....................................................................................................... 5 Under Armour SWOT Matrix ................................................................................................. 5 Marmot SWOT Matrix ............................................................................................................ 6 Macroeconomic Factors...
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...1.0 Strategic Management Process It is a process that describes the responsibilities a particular firm undertakes in order to attain strategic competitiveness over other companies and acquire more than the expected average return. (Ireland, Hoskisson and Hitt, 2010) Figure 2.1.1 The External Environment Strategic Entrepreneurship Strategic Leadership Organizational Structure and Controls Corporate Governance Cooperate Strategy Corporate Level Strategy International Strategy Merger and Acquisition Strategies Competitive rivalry and competitive Dynamics Business Level strategy Strategic Inputs Vision Mission The Internal Organization Strategic Actions Source: The management of Strategy Concept and Cases, Ireland, Hoskisson, Hitt, 9th Edition Feedback Strategic Outcomes Competitiveness Above average Returns Strategy Implementation Strategy Formulation Above is the diagram which summarizes the three main types of strategic management processes that are Strategic Analysis, Strategic Formulation and Strategic Implementation. It also shows how the three components are combined together and the contribution of the three components to the strategic management process. 2.0 Strategic Analysis The strategic analysis comprises of the internal and external environment of the company. Internal analysis of the company identifies the strength and weakness of a company while the external analysis identifies the opportunities and threats for a company...
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