...Despite their conception in 1903, Harley-Davidson and the motorcycle industry as a whole didn’t really take off until after the Second World War. Many people rode motorcycles during the war, with Harley-Davidson themselves supplying almost 90,000 motorcycles for the U.S. military during this time. Many veterans chose to purchase motorcycles upon returning home, as they enjoyed riding during the war and wanted to continue riding in their civilian life. This generation known as the "baby-boomers" quickly became the main target audience for many of Harley-Davidson’s marketing efforts. With sales increasing and the industry growing, many "motorcycle clubs" and "rallies" were introduced. Unfortunately, due to the lewd behavior displayed by most people associated with these clubs and rallies, bikers typically had an image of being disorderly and raucous. Harley-Davidson’s image itself took a big shot due to the Hells Angels. This was a motorcycle gang wishing to become notorious for "drug trafficking and other organized crime activities," who used only Harley-Davidson motorcycles. All of this combined to lead to a decline in demand and sales throughout the entire industry during the 1960’s. The industry was really helped out with the release of the Hollywood film Easy Rider in 1969. This film helped change the public’s perception of bikers and sparked an increase in motorcycle demand which has lasted to this day. The motorcycle industry offers products which can be viewed as luxuries...
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...on consumers’ product evaluation A cross-cultural analysis Nizar Souiden ´ Faculty of Business Administration, Laval University, Quebec, Canada Corporate branding dimensions 825 Received October 2004 Revised September 2005 Accepted January 2006 Norizan M. Kassim Department of Management and Marketing, College of Business and Economics, University of Qatar, Doha, Qatar, and Heung-Ja Hong Faculty of Sociology, Kansai University, Osaka, Japan Abstract Purpose – The paper aims to investigate both Western and Eastern corporate branding thoughts and examine the interrelation among four corporate branding dimensions (i.e. corporate name, image, reputation and loyalty) and their joint impact on consumers’ product evaluation. Design/methodology/approach – Building on extensive literature, a model of consumers’ product evaluation that includes the major determinants of corporate branding is proposed. Based on a sample of 218 Japanese and American consumers, structural equation modeling and general linear model analyses are used to test hypotheses. Findings – The research reveals that Japanese and American consumers have different perceptions with respect to the effect of corporate image and corporate loyalty. The corporate name was found to have a significant impact on corporate image and corporate reputation was found to have a significant affect on corporate loyalty. The corporate reputation is also found to be a mediator of the corporate image’s effect on consumers’ product...
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...discuss is Kodak’s evolution into the digital technology era. I believe the Kotter’s error that relates to them most is, “failing to create short-term wins”. While Kodak felt as if they were making the correct decision, a big goal, coupled with limited planning is a recipe for disaster. Also, by not implementing a series of short-terms wins the staff and investors were both left to wonder what is considered success. If those benchmarks had been set the concern from both of the aforementioned parties could have been ceased or negated altogether. b) The second significant error was made by McDonalds. I believe the Kotter’s error that applies to their scenario is, “Allowing too much complacency”. As an established and well known brand, it is easy for industry leaders such as McDonalds to get complacent. As times change so does the customer. Today’s society is more cognizant of health risk, and now more than ever it is trendy to diet and exercise. As a leading fast-food chain McDonalds should have been ahead of the trend by ways of their research and development. Their complacency resulted in lawsuits and a identify crises that could have likely been prevented through proper R&D. c) The third error that will now be discussed was made by IBM. The Kotter error they made was, “failing to create a sufficiently powerful guiding coalition”. While no one could have predicted how fast the internet age took off, those in the industry have to intelligently use and leverage...
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...Relationship Marketing in Action: The UK Mobile Telecommunications Market [pic] [pic] [pic] Managing Business Relationships Word Count: 1918 Relationship Marketing (RM) is a strategy designed to foster customer loyalty, interaction and long-term engagement. It focuses more on customer retention rather than customer acquisition; in other words, it is about keeping your existing customers happy. Christopher et al. (1991) proposed that RM is where “customer service, quality management and marketing come together” whereas Grönroos (1994), cited by Varey (2002, p.17) includes the concept of other stakeholders, not just customers. He states that it involves “identifying and establishing, maintaining and enhancing and, when necessary, terminating relationships with customers and stakeholders...so that the objectives of all parties involved are met,” and that this is achieved through mutual exchange and fulfilment of promises. A greater need for RM is observed in saturated markets such as the UK mobile telecommunications market (MTM). It has been estimated that approximately 27% of a given provider’s customers are lost each year (Vandenbosch and Dawar, 2002). According to Andic (2006), in the UK, mobile phone operators are losing more than a third of their young customers to other rivals’ networks every year, which costs them over £949m in revenue. Thus, the main challenges that face mobile operators in today’s competitive...
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...United States economy is facing. Another interesting thing to note about the motorcycle industry is the different appeal bikes carry in different global regions. In the United States for instance, Harley-Davidson has had much success because of the market trends and tastes people enjoy. Harley-Davidson has benefited from a U.S. market which enjoys casual and recreational riding. This isn’t necessarily the case overseas, as in Europe the trendy pick is a sleeker street bike, with a focus on speed and handling as opposed to power and comfort. Despite these somewhat unfavorable market characteristics, Harley-Davidson has found success in the motorcycle industry. Some key factors in order to achieve this include having a strong and adaptable brand image, having a strong marketing effort (both domestically and globally), and having...
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...pp. 395–421 Mergers with differentiated products: the case of the ready-to-eat cereal industry Aviv Nevo* Traditional merger analysis is difficult to implement when evaluating mergers in industries with differentiated products. I discuss an alternative, which consists of demand estimation and the use of a model of postmerger conduct to simulate the competitive effects of a merger. I estimate a brand-level demand system for ready-to-eat cereal using supermarket scanner data and use the estimates to (1) recover marginal costs, (2) simulate postmerger price equilibria, and (3) compute welfare effects, under a variety of assumptions. The methodology is applied to five mergers, two of which occurred and for which I compare predicted to actual outcomes. 1. Introduction Traditional analysis of horizontal mergers is based primarily on industryconcentration measures. The market is defined and pre- and postmerger market shares of the relevant firms are used to compute pre- and postmerger concentration measures, which give rise to presumptions of illegality. Using this approach to evaluate mergers in industries with differentiated, or closely related but not identical, products is problematic. In many cases the product offerings make it difficult to define the relevant product (or geographic) market. Even if the relevant market can easily be defined, the computed concentration index provides a reasonable standard by which to judge the competitive effects of the merger only under strong...
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...CRAFT BREWERS ALLIANCE, INC. 2010 Annual Report 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 December 31, 2010 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from _______________ to ______________ Commission File Number 0-26542 CRAFT BREWERS ALLIANCE, INC. (Exact name of registrant as specified in its charter) Washington (State of incorporation) 929 North Russell Street Portland, Oregon (Address of principal executive offices) 91-1141254 (I.R.S. Employer Identification Number) 97227-1733 (Zip Code) (503) 331-7270 (Registrant’s telephone number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Common Stock, Par Value $0.005 Per Share Name of Each Exchange on Which Registered The NASDAQ Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None. (Title of Class) Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No 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...
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...Instructor’s Manual CASE TEACHING NOTES The Global Pharmaceutical Industry Sarah Holland (Manchester Business School) and Bernardo Bátiz-Lazo (London South Bank University) 1. Introduction The case describes how the prescription pharmaceutical industry has changed since its modern beginnings in the early 1950s. The various forces affecting the competitive environment of the industry are discussed in terms of origins, immediate past and immediate future (2004 onwards). As a result, the note provides insights into the evolution of barriers to enter and exit the industry for prescription pharmaceuticals, while aiming to help students to recognise how to set boundaries for an industry. This is a detailed industry note on the “ethical” pharmaceutical industry which provides an opportunity to analyse key success factors of major players. The note centres on a descriptive overview of the predominant issues in the three major Triad market areas: the US, Europe and Japan (although major issues in emerging markets are also mentioned). The note covers the overall industry environment with in-depth discussion of the driving forces in the industry such as globalisation (in particular global regulatory issues, changing world demographics and worldwide pricing disparities); development of new technology; the importance of time to market; and amalgamations. The case also examines issues around corporate social responsibility. 2. Position of the Case The pharmaceutical industry...
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...Croc’s Operational Case Study Jeff S. Escher Herzing University – Madison, WI Dr. Armando Salas-Amaro 20 October 2013 Croc’s Operational Case Study Introduction In examining, the case study on Crocs; it displays an overview of the company’s objectives in operations to include the supply chain. This examination reveals the success behind how the company thrives in times when others are unable. Part of Crocs leading objectives and primary function is to reinvent the supply chain to provide less shortages and increase awareness and customer satisfaction. This paper will outline a brief overview of company history, Crocs two primary core competencies and in which manner do they exploit them; continued evaluation will cover vertical integration, acquisition, or product extension growth. Further discussion consists of company production and inventory as well, as how margins affect their decisions. History and a Foundation for Core Competencies Lyndon Hanson, Scott Seamans, and George Boedecker created Crocs, INC. in 2002 out of Boulder Colorado. The idea came from a trip taken by the three, where one of them had purchase a pair made from a company out of Canada. The decision to start a business selling the shoes was realized after they leased a warehouse in Florida; when sales took off, they contacted Ronald Synder a college friend who which was employed for Flextronics (electronics manufacture) in an executive position. The addition of Snyder was positive as he helped...
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...COLLEGE OF BUSINESS MANAGEMENT AND ACCOUNTING SULTAN HAJI AHMAD SHAH CAMPUS MUADZAM SHAH, PAHANG ACSB 413 CASE STUDY “PROTON –FROM SAGA TO EXORA” PREPARED BY: BIBI SHAZREENA BINTI NOORZILA AC087143 MUHAMMAD SYAFIQ RAZELIN BIN ANIS ROZIDI AC088438 NOR AIME BINTI MOHD NOR AC088220 NURAINI BINTI ABDUL AZIZ AC088484 PREPARED FOR: SIR AZWAN ABDUL RASHID COMPANY BACKGROUND PERUSAHAAN OTOMOBIL NASIONAL BERHAD or PROTON was incorporated on May 7, 1983 to manufacture, assemble and sell motor vehicles and related products, including accessories, spare parts and other components. PROTON produced Malaysia’s first car, the Proton SAGA which was commercially launched on July 9, 1985 by Malaysian Prime Minister, Dato’ Seri Dr. Mahathir Mohamad who conceived the idea of a Malaysian car. PROTON was publicly listed on the Kuala Lumpur Stock Exchange (KLSE) in 1992 and its shareholders include Khazanah Nasional Berhad, Petroliam Nasional Berhad, Mitsubishi Corporation, Mitsubishi Motors Corporation, Employee Provident Fund Board and other local and foreign investors. Proton Holdings Berhad, through its subsidiaries, manufactures, assembles, and sells motor vehicles and related products primarily in Malaysia. It also involves in the importation, distribution, and wholesale of motor vehicle and related parts; development and management of properties, as...
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...Federal Trade Commission DEBORAH PLATT MAJORAS ORSON SWINDLE THOMAS B. LEARY PAMELA JONES HARBOUR JON LEIBOWITZ Maryanne Kane Charles H. Schneider Susan A. Creighton Lydia B. Parnes Luke Froeb William Blumenthal Anna H. Davis Nancy Ness Judy Maureen K. Ohlhausen Donald S. Clark Chairman Commissioner Commissioner Commissioner Commissioner Chief of Staff Executive Director Director, Bureau of Competition Director, Bureau of Consumer Protection Director, Bureau of Economics General Counsel Director, Office of Congressional Relations Director, Office of Public Affairs Director, Office of Policy Planning Secretary of the Commission Report Drafters and Contributors Louis Silvia, Assistant Director, Bureau of Economics David Meyer, Bureau of Economics Sarah M. Mathias, Office of General Counsel Policy Studies Michael S. Wroblewski, Assistant General Counsel Policy Studies Phillip L. Broyles, Assistant Director, Bureau of Competition J. Elizabeth Callison, Bureau of Economics Jeffrey Fischer , Bureau of Economics Nicolas J. Franczyk, Bureau of Competition Daniel E. Gaynor, Bureau of Economics Geary A. Gessler, Bureau of Economics James F. Mongoven, Bureau of Competition John H. Seesel, Associate General Counsel for Energy Christopher T. Taylor, Bureau of Economics Michael G. Vita, Assistant Director, Bureau of Economics Anthony G. Alcorn, Bureau of Economics Sarah Croake, Bureau of Competition Madeleine McChesney, Bureau of Economics Guru Raj, Bureau of Competition Natalie Shonka...
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...is with prices. While the importance of quality is undisputed and issues about quality are mentioned pervasively in competition agency guidelines and court decisions, there is no widely-agreed framework for analysing it which often renders its treatment superficial. There are a number of reasons why in practice, courts and competition authorities rarely analyse quality effects as rigorously as they analyse price effects. First, quality is a subjective concept and therefore much harder to define and measure than prices. In addition, microeconomic theory offers little help in predicting how changes in the level of competition in a market will affect quality and it is usually up to empirical analysis to determine how quality will change in response to varying degrees of competition in the context of particular markets. Given difficulties in terms of the evaluation of quality factors, particularly in quantitative assessment, competition agencies end up using qualitative tools such as customer surveys and interviews, to assess quality where necessary. While experience with the implementation of quantitative econometric techniques is rather limited, they may become more readily applicable and widely used in the future. At the level of competition...
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...THE EFFECT OF MERGER AND ACQUSITION ON ORGANISATIONAL PERFORMANCE. (A case study of Equity Indemnity Insurance Co. Ltd) CHAPTER ONE INTRODUCTION 1.0 BACKGROUND OF THE STUDY Every organisation is set up with a vision to be profitably productive so that the interest of every stakeholder is satisfied; consequently the performance of every organisation is graded on various performance parameters to determine how well the company is doing when compared with its set goals and the performance of other companies. The following are areas of expectation of good performance. o The organisation’s vision objective and associated plan – how much of this is seen in reality of the organ’s operation / result. o The organisation’s structure, values and culture – which are what, distinguish one organisation from the other even though they are in same market/industry. o The sector and market in which the organisation operates and the organisation’s share of the market. o The organisation’s competitive strength this being able to take more share of the market and determine price movement. o The financial strength and investment potential of the organ to venture into new areas/ development of existing market and pelt. Many organisations have had problems in driving the above fully to the advantage of their organisation hence have consistently not improve in their performance when assessed by the stakeholders in the organisation. The Annual General Meeting...
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...academic disciplines. All the information in the reports is verified to the best of the authors’ and the publisher’s ability, but neither can accept responsibility for loss arising from decisions based on these reports. © ABOUT Publishing Limited 2005 Contents ii ii iv 1 1 1 3 3 4 5 6 8 8 10 13 14 17 17 18 19 23 26 27 30 30 32 33 33 34 34 35 35 36 36 37 38 39 39 40 List of tables List of figures The author Chapter 1: Introduction Setting the scene The re-evaluation of marketing strategies Chapter 2: How the markets have changed in the last 50 years The car and the economy The car and lifestyles Functionality of vehicles How effectively has the manufacturer dealt with these issues? Chapter 3: Brand loyalty Where has all the brand loyalty gone? Brand loyalty has to be earned Brand loyalty and the younger...
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...Annual Report WHAT IS At PepsiCo, Performance with Purpose means delivering sustainable growth by investing in a healthier future for people and our planet. As a global food and beverage company with brands that stand for quality and are respected household names—Quaker Oats, Tropicana, Gatorade, Lay’s and Pepsi-Cola, to name a few—we will continue to build a portfolio of enjoyable and wholesome foods and beverages, find innovative ways to reduce the use of energy, water and packaging, and provide a great workplace for our associates. Additionally, we will respect, support and invest in the local communities where we operate, by hiring local people, creating products designed for local tastes and partnering with local farmers, governments and community groups. Because a healthier future for all people and our planet means a more successful future for PepsiCo. This is our promise. PerFormance To all our investors… It’s a promise to strive to deliver superior, sustainable financial performance.* Our GOals and COmmitments toP line: • Grow international revenues at two times real global GdP growth rate. • Grow savory snack and liquid refreshment beverage market share in the top 20 markets. • Sustain or improve brand equity scores for Pepsico’s 19 billion-dollar brands in top 10 markets. • rank among the top two suppliers in customer (retail partner) surveys where third-party measures exist. bottom line: • continue to expand division operating margins. • increase cash...
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