...Brand Strategy What can a brand do to stay profitable during a recession? Here are some realistic possibilities: • Add a lower-price item with fewer features to your product line. You might even launch it under a different brand name. Most companies should produce a line of products at different price points. • Add some additional value to the offer, such as free shipping or installation. • Maintain the current price but advertise heavily as to why customers should pay more for this brand. Procter & Gamble (P&G) uses this strategy with Tide, instead of cutting the price. • Change the brand’s image through a new campaign. Dove introduced its “Real Beauty” campaign in China in 2011 based on the notion that most women have real beauty—and Dove can help them realize it. • Innovate something new. Apple introduced its iPhone just before the Great Recession and caused Nokia’s market share to decline from 50 percent to 10 percent in five years. • Shift to win the low price position but maintain the brand value and promise. Insurance provider Geico sells auto insurance mainly online and, as a well-known brand, owns the low-cost position. Top Twelve Branding Keys For 2012 by Derrick Daye The 12th year of the 21st century is close upon us, bringing not just a new slate, but also a sense of significance: the very number 12 commands a lot of attention, in different ways. For product brands it’s a unit of trade – 12 units to a dozen, said to be cheaper than other...
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...1.0 STRATEGIC PROFILE AND CASE ANALYSIS PURPOSE 1.1 Strategic Profile The case study is about the challenges faced by Stephen Elop who is the new appointed president and Chief Executive Officer of Nokia Corporation in year 2010. Stephen Elop as the former head of Microsoft’s Business Division3 (MBD), was brought in to fix the numerous problems faced by the world’s leading mobile phone company, Nokia. His task for entering Nokia is an exertive job because he is expected to reverse not only Nokia’s eroding market share in the high-end smartphone industry segment but also its sharp dropping profits. The Finland-based Nokia had a presence in over 160 countries as of 2010. Although it was the world’s largest mobile phone maker in the first quarter of 2010, Nokia had been losing market share consistently in the high-end mobile phone market. Due to its profit margins have a dropping figure that caused by the company threats, year 2010 has been considered as a tough year for Nokia. On the end of second quarter of Nokia, the company received a substantial drop in profits. According to the analysts, the company’s problems started since 2007 when smartphone portfolio created by competitors and catch an enormous attention on the market. The company loses its customers in the high-end mobile phone market and failed to establish its presence in the world's largest smartphone market, United State as the company failed to create striking smartphone constitutes to catch the eyes of customers...
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...Creating Value for our StakeholderS the lg electronics Code of Conduct ContentS getting Started Print BaCk ForWard Creating Value for our StakeholderS the lg electronics Code of Conduct 2011 the lg Way No. 1 LG ong-do Je ement Manag sed ect Ba t Resp emen g Mana lue ng Va s i Creat tomer s for Cu 2 Creating Value For our StakeholderS ContentS getting Started Print BaCk ForWard the lg Way is a reflection of core beliefs, values and aspirations that has driven our growth and success over the years. this is the success that leads us to create greater value for all our stakeholders. ever since our products first touched our customers more than 50 years ago, a strong dedication to enrich our customers’ lives and a spirit of respect and unity among colleagues has always been at the heart of the Company. our management philosophy is a reflection of core beliefs, values and aspirations that has driven our growth and success over the years. this is the success that leads us to create greater value for all our stakeholders. Our Vision Being a no. 1 company is not about being the biggest or the most profitable. a true no. 1 company is one that holds sound and transparent management practices as the foundation to achieving global competitiveness and preeminent market presence. this is our promise to our stakeholders. We continue to practice “the right Way” to build an lg electronics that is respected by competitors,...
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...semiconductor manufacturers; Samsung Electronics is also South Korea's top electronics company. It makes many kinds of consumer devices, including DVD players, digital TVs, and digital still cameras; computers, color monitors, LCD panels, and printers; semiconductors such as DRAMs, static RAMs, flash memory, and display drivers; and communications devices ranging from wireless handsets and smart phones to networking gear. The company, which is the flagship member of Samsung Group, also makes microwave ovens, refrigerators, air conditioners, and washing machines. Nearly half of sales come from the Asia/Pacific region. Top industries for Samsung Electronics Co. are memory chip and module manufacturing, communications chip manufacturing, wireless telephone handset manufacturing. 1.1) The strategic contexts and terminology – missions, visions, objectives, goals, core competencies of Samsung. * THE STRATEGIC CONTEXTS OF SAMSUNG. Samsung Electronics was founded in 1969, is the largest part of the Samsung Group, and is one of the largest electronics companies in the world. It specializes in providing electronic equipment is advanced...
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...PART II INSTRUCTOR’S NOTES ON TEXT CASES CASE GUIDE CHAPTER CASE | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 1–1 Starbucks – Going Global Fast | X | X | | X | X | | | | | | X | X | | | | | | | | 1–2 Nestlé – The Infant Formula Incident | | X | X | X | X | | | X | | | X | X | | | | | | | | 1–3 Coke and Pepsi Learn to Compete in India | | | | X | X | X | | | | | X | X | | | | | | | | 1-4 Marketing Microwave Ovens to a New Market Segment | | | | X | X | | | | | | X | X | | | | | | X | | 2–1 The Not-So-Wonderful World of EuroDisney | | | | X | | X | X | X | | | X | | | | | | | X | | 2-2 Cultural Norms, Fair and Lovely, and Advertising | | | | X | X | | | X | | | X | X | | | | | | | | 2–3 Starnes-Brenner Machine Tool Company – To Bribe or Not to Bribe | | | | | X | | X | | | | | | | | | | X | | | 2-4 Ethics and Airbus* | | | | X | X | X | X | | | | | | X | | | | | | | 2–5 Coping with Corruption in Trading with China | | | | | X | X | X | | | | | | | | | | | | | 2–6 When International Buyers and Sellers Disagree | | | | | | | X | | | | | | | | X | | | | | 2-7 McDonald’s and Obesity | ...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...------------------------------------------------- Business Strategy and Change Management BLACKBERRY Submitted by: Sharma Monika 20142256 Kaur Sandeep 20141745 Khurana Ashish 20150364 Kumar Rohit 20150599 Submitted by: Sharma Monika 20142256 Kaur Sandeep 20141745 Khurana Ashish 20150364 Kumar Rohit 20150599 EXECUTIVE SUMMARY The report is about the decline of Blackberry and factors responsible for its downfall. These factors have been precisely described below in the form of PESTEL and SWOT analysis. All the latest data collected in relation to a company Blackberry has been demonstrated in the form of charts and tables correspondence to other rivalry groups, which shows the clear picture and downfall of company in smartphone industry. The latest market data reveals the current scenario and situation of the company in today’s market. The report also demonstrates how the company struggles and make effective use of different strategies of various marketing communication means and tools to stay tuned and compete with such a challenging industry especially in India. It also shows the impact of other line products that contributes to the decline of the company. * * Table of Contents 1 Introduction 3 1.1 Market Data 3 1.2 RIM (Research in Motion) 9 2 Analysis 13 2.1 PESTEL Analysis 13 2.2 SWOT Analysis- Blackberry 16 2.3 Benchmarking 18 3 Conclusion and Recommendations 21 4 References 22 ...
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...Inventec Corporation Whoever owns the distribution channel owns the business. We are just the guys behind the scenes . - Inventec executive Louis Woo In Inventec Corp.'s gleaming new manufacturing compound on the outskirts of Shanghai's Pudong district, six automated assembly lines hummed with state of the art equipment. Hermetically sealed machines dispensed adhesive onto tiny boards. ext, high speed machines picked micro chip components off tapes and placed them onto the boards. Other machines soldered, cleaned and tested, until the guts of a notebook personal computer (PC) popped out to be encased in black plastic or metallic silver by human hands. Each line produced a new notebook computer every 16 seconds, for a combined output of 13,500 PCs per day . However, none of these PCs carried the Inventec name. Instead, the notebooks produced in this Chinese factory bore the brand logos of three competing multinational computer companies. Each PC was packaged in a brand manufacturer box, and shipped to client distribution centers around the world. Some were shipped via UPS from the Shanghai factory directly to consumers in the United States, with return address labels bearing the name and U.S. address of the brand company. Inventec, with annual revenues topping 150 billion ew Taiwan Dollars (NT$)a and market capitalization valued at over $1 billion, was one of Taiwan's leading Original Design Manufacturers (ODM). ODMs designed and manufactured electronic products such as computers...
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...Introduction CHAPTER 1 Introduction to Global Marketing Case 1-1 The Global Marketplace Is Also Local onsider the following proposition: We live in a global marketplace. McDonald’s restaurants, Sony digital TVs, LEGO toys, Swatch watches, Burberry trench coats, and Caterpillar earthmoving equipment are found practically everywhere on the planet. Global companies are fierce rivals in key markets. For example, American auto industry giants General Motors and Ford are locked in a competitive struggle with Toyota,Hyundai,and other global Asian rivals as well as European companies such as Volkswagen. U.S.based Intel, the world’s largest chip maker, competes with South Korea’s Samsung. In the global cell phone market, Nokia (Finland), Ericsson (Sweden), Motorola (United C States), and Samsung are key players. Appliances from Whirlpool and Electrolux compete for precious retail space with products manufactured and marketed by China’s Haier Group and LG of South Korea. Now consider a second proposition: We live in a world in which markets are local. In China, for example, Yum Brands’ new East Dawning fast-food chain competes with local restaurants such as New Asia Snack.1 France’s domestic film industry generates about 40 percent of local motion picture box office receipts; U.S.-made movies account for about 50 percent. In Turkey, local artists such as Sertab account for more than 80 percent of recorded Exhibit 1-1: England’s Burberry Group celebrated its 150th anniversary in...
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...Industry Author Note This paper was prepared for MRK 3001 Marketing Strategies, taught by Associate Professor Burcu İlter. TABLE OF CONTENTS ABSTRACT This study aims at measuring industry analysis about smartphone. Firstly, we had to determine which smartphone industry is going to handle. We did brain stormy with group members on this subject. We looked over many web pages about this subject. And then, we did internet searching about the comparison of industry analysis examples. We did task distribution after internet searching. Description of smartphone, smartphone industry and nature of the industry is handled by Emir Nişancı. Structural analysis within the industry and industry dynamics are handled by Merve Demirkıran, Damla Dutlu and Perihan Yıldırım. Competitor analysis for each key player is handled Anna Bivol. We have had a lot of knowledge that we didn’t know about the smartphone industry through this term project. This term project has had enjoyable and beneficial for us. Keywords: Smartphone Industry, Industry Dynamics, Key Player of Smartphone Industry 1. Introduction This report will focus on the smartphone industry given that the global market, in terms of the major players involved. In this report, we mainly focused on the dynamics of the smartphone industry and the factors that affects the change over the conditions of competition. The smartphone industry consists of all companies that manufacture and sell smartphones to consumers. This industry is...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University 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 prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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...International Business- Dr. R. Chandran 1. International Business: Meaning And Scope Interdependency is a natural phenomenon; nations, living beings and companies cannot totally depend on themselves. It is the major driving force for international business. Learning value: This chapter covers the essential aspects, 1. 2. 3. 4. 5. Definition of international business Emergence of developing nations in international business Motives of international business from companies and nations Fundamental differences between Domestic and International business Few successful organizations in Domestic & International business International business: Meaning and Scope In the post independence era, more than half-century Indian entrepreneurs concentrated on domestic operations and a surplus production was exported. The physical movement of goods, called EXPORT cannot represent International business. International business is defined as “any commercial transaction-taking place across the boundary lines of a sovereign entity”. It may take place either between countries or companies or both. Private companies involve themselves in such transactions for revenue, profit and prosperity. If governments are involved, they need to maintain their image, dependency and economic growth. Sometimes economic ties are strengthened through such transactions. These transactions include investments, physical movements of goods and services, transfer of technology and manufacturing. Today every company...
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...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, former Chief HR Officer, LG Electronics, Seoul, South Korea “Dave Ulrich and his...
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...important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals. • Distinguish among planning, organizing, leading, and controlling (the four principal managerial functions), and explain how managers’ ability to handle each one can affect organizational performance. • Differentiate among three levels of management, and understand the responsibilities of managers at different levels in the organizational hierarchy. • Identify the roles managers perform, the skills they need to execute those roles effectively, and the way new information technology is affecting these roles and skills. • Discuss the principal challenges managers face in today’s increasingly competitive global environment. Management Snapshot Different Approaches to Management at The Home Depot and Lowe’s: What Is High-Performance Management? Home Depot shot to fame when its founders, Bernie Marcus and Arthur Blank, developed a new concept for a home improvement store. Their vision was to fill a warehouse-type store from floor to ceiling with a wide range of lowpriced products and to provide excellent customer service. Home Depot’s well-informed salespeople offered customers knowledgeable advice and they even conducted classes showing do-it-yourselfers how to install bathrooms or tile floors, for example. According to Home Depot’s founders, even the stores’ somewhat “scruffy” appearance was deliberate because Marcus and Blank wanted them...
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...SUBSTANCE Gucci Quality is remembered long after the price is forgotten Haier Inspired living Harley-Davidson If you don't have to answer to anyone, what would you do Harrod's retailer, ENTER A DIFFERENT London WORLD Hero Honda CBZ Motorcycling Unplugged Hero Honda Born in a studio, not in a Passion factory Hindustan Times Let there be light Hitachi Inspire the Next Honda The power of dreams Honda DIO FROM INDIA TO THE WORLD.AND TO YOU HSBC World's local bank Hughes Software Think skywards HYUNDAI Play a bigger game ELANTRA Hyundai's new ad Drive your way Jobsahead.com FILL IN YOUR AMBITION Johnnie Walker Keep Walking whiskey Kingfisher airlines Fly the good times Kodak You press the button and we do the rest Lacoste Because what you are LG EXPAND YOUR LIFE LG AC BREATHE HEALTHY Lufthansa There is no better way to 1 Created By: S.Sriram MBA-HR, TAMILNADU srirams@gmx.com Company Accenture Air Deccan Air India Air Sahara Airtel AKAI Allen Solly Allianz Insurance Apple Computers Bajaj Auto Bajaj Pulsar Bajaj spirit Blue Star BluestarAC Bournvita Brooke Bond BSNL BUSINESS STANDARD BUSINESSWORL Magazine of the new D economy CA THE SOFTWARE THAT MANAGES e-BUSINESS Cholamandalam ENTER A BETTER LIFE Insurance Citibank The city never sleeps Club Mahindra Holidays for a lifetime Holidays Crocodile Tough Guys, dress easy CROMPTON Everyday solutions GREAVES D’dmas Art of Beauty DHL We move the world TagLine/AdLine/BaseLi ne Innovation delivered Simplifly Moving India Forward EMOTIONALLY YOURS...
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