...9-391-189 rP os t Rev. 10/2/93 Cat Fight in the Pet Food Industry (A) The Product op yo “[Pet foods] is an industry waiting for a breakthrough,” said Peter Bowen, marketing manager of H.J. Heinz's 9 Lives cat food.1 In 1986, virtually all U.S. pet owners purchased commercially-produced food for their dogs and cats. However, by the mid-1980s, the nation's pet population, consisting of about 50 million dogs and 50 million cats in half of the U.S. households, had entered a period of slow growth. As pet food consumption stabilized at around 10 billion pounds per year, the industry's major players realized that sales increases would most likely follow only from larger “share of stomach.” The vast majority of pet food sales were for cats and dogs. In 1986, dog food sales exceeded $3.2 billion, while cat food sales were about $2.1 billion. Within each of these two broad categories, however, there were different types and several flavors of pet food made from many different ingredients including grains, poultry, fish, meat, and animal by-products. No tC The principal types of pet food were (in order of sales) dry, canned, and moist. Dry pet food, the largest dog and second largest cat segment in 1986, had a cereal base that was augmented with animal- or plant-based protein, fats, vitamins, and minerals. Dry foods had a low moisture content (5% to 15%), and therefore did not contain preservatives. Canned food for dogs consisted of meat and meat...
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...Cat Fight in the Pet Food Industry While reading the case the first thing that comes to my mind is to analyze the market and competition. The pet food industry seems to be very hard industry to enter for the new companies back in 80s. If we look at the firms, all of them are big, experienced and benefit from Economies of Scale, so for the new firm to enter this industry would be hard. So, that is why most of the firms in this industry do product diversification and enter multiple lines inside the industry, rather than trying to avoid threats from potential entrants. Among the competitors, I think, the best-positioned firm was Ralston Purina, because they were strong in almost everywhere: Cat Food, Dog food and all the sub-segments of these 2 major segments. But we have to also mention here that there were some other well-positioned firms on the market, especially in a specific niche like moist cat food, half-moist dog food, etc. One of the firms, that was very well-positioned on the market in moist-dog-food segment, holding more than 60% of market share, was Anderson Clayton, which was basically dominating the moist-dog-food market. However, they did not have strong position on dry dog food market and have not even entered cat food market. I am outlining this company, because the sentence in the ends of the case: “In mid-1986, the industry structure appeared as though it might change, as Anderson Clayton was rumored to be up for the sale.” So we know from the case that...
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...Harvard Business School 9-795-191 Rev. February 14, 1997 The Ready-to-Eat Breakfast Cereal Industry in 1994 (A) All is not well in the land of Tony the Tiger.1 In early 1994, the ready-to-eat (RTE) breakfast cereal industry had reached a critical turning point in its evolution. In an industry historically characterized by stability and above average profitability, slowing demand growth and a surge in private label sales threatened to undermine the dominant positions of the Big Three: Kellogg, General Mills, and Philip Morris. The 1993 year-end statistics showed that industry sales growth had slowed to under 2%, while private labels had topped 5% market share by sales and 9% by volume for the first time. Price increases by the Big Three had widened the gap between branded and private label products. The competitors had traditionally avoided destructive head-to-head competition, but this mutual restraint appeared to be crumbling. Each of the firms faced major decisions going forward about whether to break with the industry’s lock-step moves and how to deal with the threat of private labels. History of the RTE Breakfast Cereal Industry2 The ready-to-eat breakfast cereal industry got its start in 1894, when Dr. John Kellogg and his brother W.K. Kellogg invented wheat cereal flakes in an attempt to make whole grains appealing to the vegetarian clients of the Seventh-Day Adventist sanitarium Dr. Kellogg ran in Battle Creek, Michigan. 3 W.K. went on to invent the corn flake...
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...Marshall School of Business, University of Southern California MOR 465: ADVANCED METHODS IN STRATEGY ANALYSIS Spring, 2006 T, TH 10 am – 11:50 am BRI-8 Professor: Juan Carlos Araque Office: Bridge Hall 301 Phone: USC Office: (213) 821-5708 Email: araque@marshall.usc.edu Office Hours: Thursday 9:00 am - 10:00 am Advanced Methods in Strategy Analysis is an advanced strategy elective designed for business major undergraduates interested in the strategic management of businesses and corporations. The course represents an extension of the frameworks and materials learned in BUAD 497. In particular, MOR 465 focuses on four main substantive areas of interest: Module 1: Basics of Corporate Strategy Module 2: Competitive Rivalries Module 3: Managing Strategic Change Module 4: Academic Research on Strategy Module 1: Basics of Corporate Strategy extends the frameworks and cases taught in BUAD 497 on “Corporate Strategy”, meaning issues that companies with multiple strategic business units face. We focus on the following issues in this module: 1. 2. 3. 4. The basic tenets of corporate strategy; Diversification and the notion of core competences; Vertical integration, Transaction Cost Economics (TCE) & the “make or buy decision”; and Corporate governance and “managing” the managers We examine these issues through both Harvard Business Review readings and Harvard and Stanford Business School cases. Module 2: Competitive Rivalries examines in more detail how firms compete with each-other...
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...British Journal of Management, Vol. 9, 91-114 (1998) Attributes of Successful and Unsuccessful Acquisitions of US Firms^ Michael Hitt,* Jeffrey Harrison,^ R. Duane Ireland* arid Aleta Best§ *Lowry Mays College of Business Administration, Texas A&M University, College Station, TX 77843-4221, •College of Business Administration, University of Central Florida, Orlando, FL 32816, 'Hankamer School of Business, Baylor University, Waco, TX 76798-8004, and ^College of Business and Industry, University of Massachusetts Dartmouth, North Dartmouth, MA 02747, USA Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support. This paper describes a multiple rater, multiple-case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics offiriendlinessduring acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low...
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...tolerated Henri’s new formula and it provided the nourishment that saved his life. Within a few years the first Nestlé product was marketed in Europe. In 1874, Jules Monnerat purchased the Nestlé Company. Nestlé developed its own condensed milk to contend with its competitor, the Anglo-Swiss Condensed Milk Company. The Anglo-Swiss Condensed Milk Company made products like cheese and instant formulas. The two companies merged in 1905, the year after Nestlé added chocolate to its line of foods. The newly formed Nestlé and Anglo-Swiss Milk Company had factories in the United States, Britain, Spain and Germany. Soon the company was full-scale manufacturing in Australia with warehouses in Singapore, Hong Kong and Bombay. Most production still took place in Europe. The start of World War I made it difficult for Nestlé to buy raw ingredients and distribute products. Fresh milk was scarce in Europe, and factories had to sell milk for the public need instead of using it as an ingredient in foods. Nestlé purchased several factories in the U.S. to keep up with the increasing demand for condensed milk and...
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...Insights into the Food, Beverage, and Consumer Products Industry GMA Overview of Industry Economic Impact, Financial Performance, and Trends The Grocery Manufacturers Association (GMA) represents the world’s leading branded food, beverage, and consumer products companies. Since 1908, GMA has been an advocate for its members on public policy issues and has championed initiatives to increase industrywide productivity and growth. GMA member companies employ more than 2.5 million workers in all 50 states and account for more than $680 billion in global annual sales. The association is led by a board of member company chief executives. For more information, visit the GMA website at www.gmabrands.com The Food Products Association (FPA) is the largest trade association serving the food and beverage industry in the United States and worldwide. FPA’s laboratory centers, scientists, and professional staff provide technical and regulatory assistance to member companies and represent the food industry on scientific and public policy issues involving food safety, food security, nutrition, consumer affairs, and international trade. For more information, visit FPA’s website at www.fpa-food.org The member firms of the PricewaterhouseCoopers network (www.pwc.com) provide industry-focused assurance, tax, and advisory services to build public trust and enhance value for its clients and their stakeholders. More than 130,000 people in 148 countries across our network work collaboratively...
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...Management Report 2008 © 2009, Nestlé S.A., Cham and Vevey (Switzerland) The Management Report contains forward looking statements which reflect Management’s current views and estimates. The forward looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those contained in the forward looking statements. Potential risks and uncertainties include such factors as general economic conditions, foreign exchange fluctuations, competitive product and pricing pressures and regulatory developments. The World’s leading Nutrition, Health and Wellness Company Photography Nicole Bachmann, Gaëtan Bally/Keystone, Nathan Beck, Patrick Brown/Panos Pictures, Markus Bühler-Rasom, Goh Seng Chong/Keystone, Douglas Engle/Panos Pictures, Sam Faulkner/NB Pictures, Jonathan Fong, Peter Ginter, Georgina Goodwin, Marcel Grubenmann, Alain Herzog/EPFL, Harmen Hoogland/Nestec, Wollodja Jentsch, Marc Latzel, George Osodi/Panos Pictures, Philippe Prêtre/APG Image, Sergio Santorio, Qilai Shen/Panos Pictures, Christian Vogt, Cédric Widmer Printing Entreprise d’arts graphiques Jean Genoud SA (Switzerland) Paper This report is printed on Consort Royal, a paper produced from well-managed forests and other controlled sources certified by the Forest Stewardship Council (FSC) Management Report 2008 Letter to our shareholders Board of Directors of Nestlé S.A. Executive Board of Nestlé S.A. Corporate Governance and...
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...Contents IntroductionDay 1MarketingDay 2Ethics Day 3AccountingDay 4Organizational BehaviorDay 5Quantitative AnalysisDay 6 FinanceDay 7OperationsDay 8Economics Day 9StrategyDay 10MBA Mini-Courses ResearchPublic SpeakingNegotiating International BusinessBusiness LawTenDay MBA DiplomaAppendix: Quantitative Analysis TablesBibliographyMBA Abbreviation LexiconIndex AcknowledgmentsAbout the AuthorPraise for the Ten-Day MBACopyrightAbout the Publisher Introduction After I earned my MBA, I had a chance to reflect on the two most exhausting and fulfilling years of my life. As I reviewed my course notes, I realized that the basics of an MBA education were quite simple and could easily be understood by a wider audience. Thousands of Ten-Day MBA readers have proven it! Readers are applying their MBA knowledge every day to their own business situations. Not only useful in the United States, The Ten-Day MBA has been translated into many languages around the world. So many people are curious about business education, including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals...
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...Contents IntroductionDay 1MarketingDay 2Ethics Day 3AccountingDay 4Organizational BehaviorDay 5Quantitative AnalysisDay 6 FinanceDay 7OperationsDay 8Economics Day 9StrategyDay 10MBA Mini-Courses ResearchPublic SpeakingNegotiating International BusinessBusiness LawTenDay MBA DiplomaAppendix: Quantitative Analysis TablesBibliographyMBA Abbreviation LexiconIndex AcknowledgmentsAbout the AuthorPraise for the Ten-Day MBACopyrightAbout the Publisher Introduction After I earned my MBA, I had a chance to reflect on the two most exhausting and fulfilling years of my life. As I reviewed my course notes, I realized that the basics of an MBA education were quite simple and could easily be understood by a wider audience. Thousands of Ten-Day MBA readers have proven it! Readers are applying their MBA knowledge every day to their own business situations. Not only useful in the United States, The Ten-Day MBA has been translated into many languages around the world. So many people are curious about business education, including doctors, lawyers, businesspeople, and aspiring MBAs. This book answers their questions. The Ten-Day MBA really delivers useful information quickly and easily. Current MBA students have written me that they even use the book to review for exams. Ten-Day MBAs are “walking the walk and talking the talk” of MBAs every business day. It’s proven that this book can work for you. Written for the impatient student, The Ten-Day MBA allows readers to really grasp the fundamentals...
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...Advertising, Promotion, and other aspects of Integrated Marketing Communications Terence A. Shimp University of South Carolina Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States Advertising, Promotion, & Other Aspects of Integrated Marketing Communications, 8e Terence A. Shimp Vice President of Editorial, Business: Jack W. Calhoun Vice President/Editor-in-Chief: Melissa S. Acuna Acquisitions Editor: Mike Roche Sr. Developmental Editor: Susanna C. Smart Marketing Manager: Mike Aliscad Content Project Manager: Corey Geissler Media Editor: John Rich Production Technology Analyst: Emily Gross Frontlist Buyer, Manufacturing: Diane Gibbons Production Service: PrePressPMG Sr. Art Director: Stacy Shirley Internal Designer: Chris Miller/cmiller design Cover Designer: Chris Miller/cmiller design Cover Image: Getty Images/The Image Bank Permission Aquistion Manager/Photo: Deanna Ettinger Permission Aquistion Manager/Text: Mardell Glinski Schultz © 2010, 2007 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means—graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. For product information and technology assistance, contact us at Cengage Learning Customer &...
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...Ivy League Admission: 180 Successful Business School (MBA) Essays Nancy L. Nolan, Ph.D. Ivy League Admission: 180 Successful Business School (MBA) Essays Nancy L. Nolan, Ph.D. First Edition Magnificent Milestones, Inc., Florida Copyright 2006. Nancy L. Nolan, Ph.D. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system without written permission from the author, except for the inclusion of brief quotations in a review. Electronic and CD-ROM versions published by: Magnificent Milestones, Inc. Post Office Box 100582 Palm Bay, Florida 32910 www.ivyleagueadmission.com CD ROM Edition 10-digit ISBN 0977376443 13-digit ISBN 9780977376445 PDF Version 10-digit ISBN 0977376494 13-digit ISBN 9780977376490 Printed in the United States of America Disclaimers: (1) This book is a compilation of successful admission essays; it does not claim to be the definitive word on the subject of MBA admission. The opinions expressed are the personal observations of the author based on her own experiences. They are not intended to prejudice any party. Accordingly, the author and publisher do not accept any liability or responsibility for any loss or damage that have been caused, or alleged to have been caused, through the use of information in this book. (2) Admission to business school depends on several factors in...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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