...Annual report 2010/11 burberry An iconic british luxury brand established in 1856 leverages its rich heritage, proven strategies and talented team to assure sustainable, profitable growth on a global scale Contents 4 8 12 18 22 28 44 54 58 66 68 71 76 86 87 88 89 90 91 92 93 Financial highlights Chairman’s letter Chief Executive Officer’s letter Executive team Burberry Group overview Strategy Business and financial review Risk Corporate responsibility Board of Directors Directors’ Report Corporate governance Directors’ Remuneration Report Statement of directors’ responsibilities Independent auditors’ report to the members of Burberry Group plc Group income statement Group statement of comprehensive income Group balance sheet Group statement of changes in equity Group statement of cash flows Notes to the financial statements 133 Five year summary 135 Independent auditors’ report to the members of Burberry Group plc 136 Company balance sheet 137 Notes to the Company financial statements 141 Shareholder information 143 Executive team 1 FINANCIAL HIGHLIGHTS DELIVERING RECORD PROFITS Total revenue (Year to March) £1,501m 11 10 10* 09 08 07 0 1501 1,501 1,185 1,280 1,202 995 850 Retail revenue (Year to March) £962m 11 10 10* 09 08 07 0 962 962 710 749 630 484 410 Wholesale revenue (Year to March) £441m 11 10 10* 09 08 07 0 489 441 377 434 489 426 354 Revenue by channel in 2010/11 Retail 64% Wholesale 29% Licensing 7% ...
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...INDUSTRY REVIEW REPORT SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREEOF BACHELORS OF BUSINESS ADMINISTRATION BY: T. Samuel (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) UNDER THE GUIDANCE OF Prof. Nagendra Nayak Department of Management Studies CHRIST UNIVERSITY BANGALORE 2013 DECLARATION We, T.Samuel Pongen, Yash Singh Dabi and Aakriti Tyagi hereby declare that the industry review report on the performance of the FASHION INDUSTRY with specific reference to Chanel, Tommy Hilfiger and Burberry submitted to Christ University, in partial fulfilment of the requirements for the award of the Degree of Bachelor of Business Administration is a record of original and independent research work done by us during 2011 – 2012 under the supervision and guidance of Prof. Nagendra Nayak Department of Management Studies and it has not formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other similar title of recognition to any candidate of any University. DATE: FEBRAUARY 2013. COMPILED BY: T.Samuel Pongen (1211643) Yash Singh Dabi (1211646) Aakriti Tyagi (1211647) Acknowledgement We would like to express our profound gratitude to all those who have been instrumental in the preparation of this Entrepreneurship Development Report. We wish to place on records, our deep gratitude to our project guide, Prof. Nagendra Nayak, for guiding us through this project with...
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...ACKNOWLEDGEMENT “Acknowledging the debt is not easy for us as we are indebted to so many people”. I take this opportunity in expressing the fact that this project report is the result of incredible amount of encouragement and co-operation that I have received from others. Words alone cannot express my deep sense of gratitude to Mr. Asoka Weerakoon-HR-Admin EAM maliban Textiles Pvt Ltd. Jordan, who provided me an opportunity to meet him when he came to Srilanka and to get the information I needed to do this project. His valuable guidance & support made this project work an enlightening educational experience. I would like to express my deep sense of gratitude to everyone who directly or indirectly helped me during my project work. M.V.M. Rodrigo EXECUTIVE SUMMARY People form an integral part of the organization. The efficiency and quality of its people determines the fate of the organization. Hence choice of right people and placing them at right place becomes essential. Recruiting and selection comes at this point of time in the picture. Recruiting is a strategic function for HR department. Recruitment and selection form the process of hiring the employees. Recruitment is the systematic process of generating a pool of qualified applicant for organization job. The process includes the step like HR planning attracting applicant and screening them. This step is affected by various factors, which can be internal as well as external. The organization...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Sector Leadership Best Global Brands 2013 10 86 BISH Methodology Creative Leadership 70 120 Contributors China’s New Brand Leaders 74 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership roles...
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...Best Global Brands 2013 Table of Contents JEZ Leadership is evolving. It must now be shared. CEOs, CMOs, and consumers all have the power to drive brand value. Brands are where business strategy meets reality. GINNI The New Rules of Brand Leadership 2 From Information to Intelligence 82 Best Global Brands 2013 Sector Leadership 86 BISH 10 Creative Leadership 70 Methodology 120 China’s New Brand Leaders 74 Contributors 126 Corporate Citizenship 2.0 78 MARK CHIEKO The New Rules of Brand Leadership By Jez Frampton In our globalized, hyperconnected age, one question persists in boardrooms, corner offices, business schools, and conferences all over the world: What is leadership and how has it changed in the 21st century? Driven by rapid technological advancement, the digitization of nearly everything, and the ever more intricate interdependencies of the global market, the business landscape has transformed over the past two decades. Operating in a bewildering new environment in which little is certain, the pace is quicker and the dynamics more complex. Those who lead today’s brands can no longer rely on once immutable truths or principles of leadership honored in times past. It is a new world. And as purchasing increasingly shifts from a physical experience to a virtual one and transaction-based interactions between brands and consumers shift to relationship-based interactions, new skills and sensibilities are needed. Leadership...
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...invisible hand Aiming high The real issue A non-standard approach At what price? High-speed trains: A series of unfortunate events Getting on with it Chapter 6: Honour thy master The renminbi By other means Nissan: According to plan Investing in R&D Chapter 7: Gearing up to play the game Overcoming the fear factor Appendix: Survey results 2 3 6 9 10 12 13 16 16 19 20 22 23 25 28 29 30 32 32 33 34 36 38 41 42 43 44 46 48 1 Multinational companies and China: What future? Preface Multinational companies and China: What future? is an Economist Intelligence Unit report, sponsored by CICC. The EIU conducted the survey and interviews independently and wrote the report. Gaddi Tam was responsible for layout. The cover design is by Harry Harrison. The findings and views expressed here are those of the EIU alone and do not necessarily reflect the views of the sponsor. Many interviewees for this report have asked to remain anonymous and we have respected their wishes. We would like to thank all interviewees for their time and insights. November 2011 2 Multinational companies and China: What future? Executive summary ith leading economies of the world in dire shape, China now has become a crucial engine of global growth—sooner than anyone had imagined. While developed countries remain in a quagmire, China keeps roaring ahead. While consumers elsewhere worry about their jobs and financial future, many in China...
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...Seven Steps to a Successful Business Plan This Page Intentionally Left Blank Seven Steps to a Successful Business Plan Al Coke American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www. amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Coke, Al. Seven steps to a successful business plan / Al Coke. p. cm. Includes bibliographical references and index. ISBN 0-8144-0648-3 1. Business planning. 2. Strategic planning. 3. Success in business. I. Title. HD30.28 .C6422 2001 658.4'012—dc21 2001033579 ©2002 Alfred M. Coke All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system...
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...ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________...
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...Breakout Strategy Meeting the Challenge of Double-Digit Growth Sydney Finkelstein Charles E. Harvey Thomas C. Lawton (McGraw-Hill, New York, 2006) Table of Contents Dedication Acknowledgements Table of Contents List of figures Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Breakout Strategy Getting on the Fast Track Staying out Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout Leadership Appendix: case study companies Index List of Figures Figure 1.1 Figure 2.1 Figure 3.1 Figure 4.1 Figure 5.1 Figure 5.2 Figure 5.3 Figure 5.4 Figure 5.5 Figure 6.1 Figure 6.2 Figure 6.3 Figure 6.4 Figure 7.1 Figure 7.2 Figure 7.3 Figure 8.1 Figure 8.2 Figure 8.3 Figure 9.1 The Breakout Strategy Cycle Companies Getting on the Fast Track Companies Staying Out Front Types of Capital and the Capital Accumulation Process The Vision Wheel State Transition for Harley-Davidson: Organization State Transition for Harley-Davidson: Culture State Transition for Harley-Davidson: Relationships State Transition for Harley-Davidson: Markets The Six Pillars of a Value Proposition Leveraging up the Apple Value Proposition Reconciling Different Value Propositions Leveraging up Samsung Electronics’ Value Proposition Components of a Business Model Aligning the Business Model and Value Proposition Business Model Needs Analysis Delivering Strategy System Balance and Strategy Delivery at...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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...Andrew Whalley Strategic Marketing Download free eBooks at bookboon.com 2 Strategic Marketing © 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...
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