...9-604-080 REV: SEPTEMBER 11, 2006 ANDREW MCAFEE ALISON BERKLEY WAGONFELD Business Intelligence Software at SYSCO Introduction Twila Day left the meeting excited, but also a little nervous. Her Technology and Applications Group had just been given approval by the Director’s Council of SYSCO to proceed with a companywide deployment of business intelligence (BI) software. The effort was intended to help SYSCO, the largest food distributor in North America, make better use of the information generated by its operations and serve its customers better. The Director’s Council, a group of senior managers with substantial power and influence, had been impressed enough by the results of a prototype to recommend full-scale adoption. Day’s IT group would provide the bulk of the required technical support, as well as consulting and training on the use of BI. They would be assisted in this work by the professional services group of Business Objects, the BI software vendor chosen by SYSCO as the new corporate standard. While there was a great deal of development and configuration work to do on the BI software, Day was hoping that deployments within SYSCO’s operating companies could start as early as July 2003, just six months away. Day was not concerned about the magnitude of the effort—she had been involved in two recent successful IT projects that were both larger in scale and scope—but she did intend to watch progress closely, especially in the early stages. She felt that BI was...
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...For the exclusive use of M. Robinson, 2015. 9-604-080 REV: SEPTEMBER 11, 2006 ANDREW MCAFEE ALISON BERKLEY WAGONFELD Business Intelligence Software at SYSCO Introduction Twila Day left the meeting excited, but also a little nervous. Her Technology and Applications Group had just been given approval by the Director’s Council of SYSCO to proceed with a companywide deployment of business intelligence (BI) software. The effort was intended to help SYSCO, the largest food distributor in North America, make better use of the information generated by its operations and serve its customers better. The Director’s Council, a group of senior managers with substantial power and influence, had been impressed enough by the results of a prototype to recommend full-scale adoption. Day’s IT group would provide the bulk of the required technical support, as well as consulting and training on the use of BI. They would be assisted in this work by the professional services group of Business Objects, the BI software vendor chosen by SYSCO as the new corporate standard. While there was a great deal of development and configuration work to do on the BI software, Day was hoping that deployments within SYSCO’s operating companies could start as early as July 2003, just six months away. Day was not concerned about the magnitude of the effort—she had been involved in two recent successful IT projects that were both larger in scale and scope—but she did intend to watch progress closely...
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...PLASTICS INC. 2011 BUSINESS PLAN EXECUTIVE SUMMARY Plastics Inc. Mission: To provide a solution to the cutlery dispensing issues that our food service industry that will allow for efficiencies in day to day operations across the industry in all food service venues. Plastics Inc. Vision: To build a legacy of superior customer service, with the focus being our clients and their need for more efficiency in their day to day operations in the food service industry. Overview: Plastics Inc. is a start up company looking to take advantage of a market that has not been tapped into yet. What market might that be you may ask? We have identified a rapid growing need that many food service venues are faced with daily. The need to reduce the amount of germs in our food service environment while providing plastic cutlery to the customer. To do this, Plastics Inc. has created a plastic cutlery device that will dispense cutlery to the customer while eliminating contact with large number of utensils. The traditional methods for providing utensils to customers is to either have them open to the public in stand-alone containers or to utilize silverware. This product will also attract new vendors as it will solve many of the issues operators are facing. The attached document will explain how our product will provide our vendors with the opportunity to reduce employee hours, eliminate additional waste while at the same time minimizing contamination of cutlery to the customer...
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...Zlokovich Amphire ConAgra Foods United Foodservice Purchasing Co-op, LLC Land O’ Lakes, Inc. SYSCO, Inc Tyson Foods, Inc Answers Systems, Inc IFDA is a Washington, D.C. based trade organization representing foodservice distributors throughout the U.S., Canada, and internationally. IFDA’s 130+ members include broadline, systems, and specialty foodservice distributors that supply food and related products to restaurants, institutions, and other food away from home foodservice operations. IFDA members operate more than 550 facilities, and sell more than $75 billion in food and related products to the fastest growing sector in the food industry. GS1 US is a not-for-profit organization dedicated to the adoption and implementation of standards-based, global supply chain solutions. GS1 US-based solutions, including business processes, GS1 Business Message Standards using Extensible Markup Language (XML), Electronic Data Interchange (EDI), and the bar code identification standards of the GS1 System, formerly the EAN.UCC System, are currently used by more than one million companies worldwide. EFR/GS1 US Committee Participants Diane Albright Vaishali Angal David Aulen Bill Barker Mark Barnekow Paul Borrusch Todd Brindley Joe DeWitt Jack Downes Allan Eklund Sheel Kishore David Leppert Kirby McBride David McNally ECOLAB Amphire Kraft Kraft Amphire US Foodservice ConAgra Amphire SYSCO Corporation Unified...
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...Contents BUSINESS ETHICS REPORT 1 1. Introduction 3 2. The Growth Story: Expanding Boundaries 4 3. Problems Due to Expansion 5 4. Response towards the Problems and Further Issues 6 5. Accounting Issues 6 Fraudulent Accounting at U.S. Foodservice 7 6. The Aftermath 7 Role of the Auditor 8 Regulatory Bodies 8 7. The Verdict 8 8. The Road to Recovery program 8 1. Introduction Headquartered in the Netherlands, Royal Ahold is one of the world’s largest international retail grocery and food service companies. At its peak in 2001, Ahold’s reported sales and profits were €66.6 billion and €1.1 billion and it operated 5,155 stores in 27 countries with nearly a quarter of a million employees. Ahold was started as a family firm in 1887 by the Heijn family. It was a family-controlled business, operating primarily in the Netherlands for over 100 years. The company went public in 1948. In 1989, Ahold underwent a major transition from a family-controlled to a management controlled firm. This transition resulted in a phenomenal period of success for the firm. It generated over a 1,000% return for its shareholders and had a market capitalization of €30.6 billion by November 2001. In February 2003, Ahold witnessed a reversal of fortunes and suffered a complete meltdown. The firm was in a complete disastrous state with nothing going in their favour: a failed strategy, an accounting scandal, the firing of professional management, and litigation filings from all parts of...
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...Wei-Yu Liao Sky Bakery 18455 E. Colima Rd. Rowland Heights, CA. 91748 (310) 341-5271 (310) 354-5472 www.skybakery.com Confidentiality Agreement The undersigned reader acknowledges that the information provided by _______________ in this business plan is confidential; therefore, reader agrees not to disclose it without the express written permission of _______________. It is acknowledged by reader that information to be furnished in this business plan is in all respects confidential in nature, other than information which is in the public domain through other means and that any disclosure or use of same by reader may cause serious harm or damage to _______________. Upon request, this document is to be immediately returned to _______________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a business plan. It does not imply an offering of securities. 1. Executive Summary 5 2. Company Description 6 2.1. Mission and Objective 6 2.2. Management Team 7 2.3. Location and Geography 7 2.4. Development Stage 9 2.5. Product and Services 9 2.6. Financial Status 10 3. Management and Organizational Structure 11 3.1. Overview 11 3.2. Management Team Background 11 3.3. Human Resources Management 12 3.4. Training Program 13 4. Industry Analysis 13 4.1. Size and Growth Trends 13 4.2. Maturity of the Industry 14 ...
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...Licensed to: iChapters User Licensed to: iChapters User Modern Food Service Purchasing Robert Garlough Vice President, Career and Professional Editorial: Dave Garza Director of Learning Solutions: Sandy Clark Senior Acquisitions Editor: Jim Gish Managing Editor: Larry Main © 2011 Delmar, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, Web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. Product Manager: Nicole Calisi Editorial Assistant: Sarah Timm Vice President Marketing, Career and Professional: Jennifer Baker Executive Marketing Manager: Wendy Mapstone Senior Marketing Manager: Kristin McNary Marketing Coordinator: Scott Chrysler Production Director: Wendy Troeger Senior Content Project Manager: Kathryn B. Kucharek For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions. Further permissions questions can be e-mailed to permissionrequest@cengage.com. Library of Congress Control Number:...
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...Assignment 1 Assignment 1 is worth 10% of your final grade, and should be completed after Lesson 3. It has two parts. * Part A: seven short-answer questions worth a total of 35 marks * Part B: two case analyses worth a total of 65 marks Part A: Short-Answer Questions (35 marks total) Answer each question in one to two paragraphs. (5 marks each) 1. What are the major similarities and differences between the Google and Yahoo business models? -Value Proposition – Through search engines users get useful responses to their queries with both Yahoo and Google. Google offers hosted web-based Google apps, and Android an open source mobile software platform to create applications for mobile devices. Yahoo has also been attracted to other ventures such as Dialpad to compete with Skype. Google has targeted Ads using Adwords and they extend advertising campaigns to network members through Adsense. Yahoo offers location specific home pages to access news relevant to your area. -Revenue Model – Google earns larger revenues through advertisers buying ad space on google websites, sale of enterprise products and advertising through network members. Yahoo also sells ad space but competing with google for revenue from enterprise products has created a large gap between Yahoo and Google. Market Opportunity – Google has a large market opportunity served through Internet users, advertisers, google network members, mobile device owners, and its continued efforts at entering...
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...FIRST, BREAK ALL THE RULES What the World’s Greatest Managers Do Differently By Marcus Buckingham and Curt Coffman THE SUMMARY IN BRIEF Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. You...
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...Strategy Analysis MGMT 562 Rusty Gates Margaret Hogan Liberty McCarty Anita Ramachandran Tony Reed TABLE OF CONTENTS Executive Summary…………………………………………………………….3 Introduction……………………………………………………………………..4 External Analysis……………………………………………………………….5 Suppliers………………………………………………………...…….5 Customers………………………………………………………..……5 Competitors…………………………………………………………...6 New Entrants………………………………………………………….7 Substitutes……………………………………………………………..7 Opportunities and Threats……………………………………………..8 Internal Analysis………………………………………………………………..8 Strengths………………………………………………………………8 Weaknesses…………………………………………………………...9 Value Chain, VRIO Framework, Core Competencies……………….10 Key Strategies………………………………………………………………….11 Investment Recommendation………………………………………………….12 References…………………………………………………………………….13 2 Executive Summary Starbucks Coffee Company, founded in 1971 is headquartered in Seattle, WA and operates in 37 countries around the world. The backbone of Starbuck’s business is its company-operated retail stores. Starbucks has employed a strong differentiation strategy in order to turn a traditional $.50 commodity into a $4 experience. This following report provides an analysis of the strategies used by Starbucks to stay on top of its growing and volatile industry. Starbucks’ governing principles are based on three strategic stances: the third place experience, creating a human connection, and providing a quality everyday experience for customers. The specific strategies used by Starbucks include:...
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...FIRST, BREAK ALL THE RULES What the World’s Greatest Managers Do Differently By Marcus Buckingham and Curt Coffman THE SUMMARY IN BRIEF Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors...
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...FACILITY SUPPLY DISTRIBUTOR IN BRITISH COLUMBIA by Derek Brooks B.A., Simon Fraser University, 1993 PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION In the Executive Masters of Business Program of the Faculty of Business Administration ©Derek Brooks, 2014 SIMON FRASER UNIVERSITY Spring 2014 All rights reserved. However in accordance with the Copyright Act of Canada, this work, may be reproduced, without authorization, under the conditions for Fair Dealing. Therefore, limited reproduction of this work for the purposes of private study, research, criticism, review and news reporting is likely to be in accordance with the law, Particularly if cited appropriately. APPROVAL Name: Degree: Title of Project: Derek Brooks Master of Business Administration A Strategic Analysis of a Facility Supply Distributor in British Columbia Supervisory Committee: _____________________________________ Dr. Aidan Vining Senior Supervisor CNABS Professor of Business and Government Relations & Area Coordinator, Strategy. _______________________________________ Dr. Andrew von Nordenflycht Second Reader Associate Professor Date Approved: _______________________________________ i ABSTRACT This paper presents a business level strategic analysis of RST Corporation’s facility supply division, in British Columbia Canada. The facility supply industry is in decline. Firms find it increasingly difficult to achieve...
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...QuickMBA / Strategy / Porter's 5 Forces Porter's Five Forces A MODEL FOR INDUSTRY ANALYSIS The model of pure competition implies that risk-adjusted rates of return should be constant across firms and industries. However, numerous economic studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure. Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates. Diagram of Porter's 5 Forces | SUPPLIER POWER Supplier concentration Importance of volume to supplier Differentiation of inputs Impact of inputs on cost or differentiation Switching costs of firms in the industry Presence of substitute inputs Threat of forward integration Cost relative to total purchases in industry | | THREAT OF NEW ENTRANTS Barriers to Entry Absolute cost advantages Proprietary learning curve Access to inputs Government policy Economies of scale Capital requirements Brand identity Switching costs Access to distribution Expected retaliation Proprietary products | | THREAT OF SUBSTITUTES -Switching costs -Buyer inclination to substitute -Price-performance trade-off of substitutes | | BUYER POWER Bargaining leverage Buyer volume Buyer information Brand identity Price sensitivity...
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...1 Step-By-Step Guide: Building a Marketing Plan Marketing Plan Manual The marketing plan is an integral part of an organizations’ strategy for success. The overall goal of a Marketing Plan is to ensure the business will be profitable. The marketing planning process involves building a strategy for getting products and services to market in a meaningful, cost effective, and profitable way. This manual provides an outline of a basic Marketing Plan, using a descriptive format to guide the development of your final project. Pay close attention to the layout of the marketing plan outline. You will need to format your marketing plan using the same format. Marketing is an all-encompassing discipline, and quite literally, affects every aspect of a business. In fact, marketing has a profound impact on society as a whole, and the life of every individual. For this reason, learning the fundamentals of marketing and how to develop a basic marketing plan is essential to your success as a business professional and savvy consumer. The marketing planning process consists of a set of activities centred on delivering a quality product or service, intended to meet customer needs, wants, and desires while earning a reasonable amount of profit for the company. At the most basic level, these marketing planning activities include: conducting in-depth market research, product development, distribution strategy, promotional strategy, and pricing strategy. Disclaimer: The organization and characters...
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...Abstract Entitlement, as defined by The American Heritage Dictionary (1985), is "to furnish with a right or claim to something." The legal definition of entitlement as defined by Merriam-Webster Dictionary (2007), is “an individual’s right to benefits by law or contract.” “Entitlement Mentality” as defined by our textbook is the general belief that someone is owed something (for example, a job, an education, a living wage, or health care) just because she or he is a member of society (Carroll & Buchholtz, 2008). In this paper we will discuss the entitlement mentality of various demographic groups along with the other generations we have labeled, and how the idea of Pluralism plays a part in the Entitlement way of thinking as well. Along with how this mentality is perceived, why and how it’s been acquired by our new generation and how other generations played a part in this new mind set and the potential effect and how or what we can do to remedy the situation. Introduction I would like to explain my background as I feel this will lay the groundwork for this paper and portray my personal beliefs as to why the various generations have played a part in my life and others lives as well. I myself was born in 1964 in Chicago the last year of the “Baby Boomer Generation” (1946-1965) one year before “Generation X’ (1965-1981) and from parents of the “Silent Generation” (1928-1945) and I now have children from the “Millennial” (1982-2009) or “Generation Y” (Pew, 2010). ...
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