...Case Study: The Consolidated Brewery Corporation I. History The consolidated Brewery Corporation was established by Mr. Carlos Lim. His sales manager Joe Pineda, his finance manager Peter Go Liao, and his production manager David Tiu, they’re all came from San Miguel Corporation and they’d been there for so many years. Only the market research director, Mario Benitez was the only one who’s a non-SMC. Now, they’re planning to launch a new brand of beer to screw the San Miguel Corporation. II. Identify the problem The sales manager, finance manager and production manager were so eager to launch their new brands of beer without conducting a market research that the market research director has been suggested. III. Alternative Course of Action * In order to Mr. Benitez to convince the chairman, sales manager, finance manager and production manager, he has to discuss to them the types of marketing research and the point of having a research before they launch a product in the market. * They must discuss it again on their conference and Mr. Benitez should explain to his executives the possible outcome of launching new brands of beer instantly. * Conduct a marketing research immediately. IV. Summary, Conclusion and Recommendation Summary The three former employees of SMC, the sales manager Joe Pineda, finance manager Peter Go Liao and production manager David Tiu decided to launch their new brand of beer that can compete against the SMC. But their market research...
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...DISPUTES AT SAN MIGUEL CORPORATION: ITS RESOLUTIONS AND THE IMPLICATION IN THE BUSINESS OPERATION A Final Paper presented to The Faculty of the Graduate Studies Southern Leyte State University In partial fulfilment of the course MM 505 : Management and the Law Summer 2015 RIZA MAE B. FORTUNA Master in Management Student TABLE OF CONTENT Cover Page Page 1 Table of Content Page 2 I. Introduction Page 3 A. Objectives B. Company Profile, Mission & Vision Page 4 II. Antecedent facts of the case Page 6 III. Resolutions, Findings and Decision of the Labor - Page 7 Management Problem IV. Recommendation and Observation Page 8 V. Appendices Page 9 Whole Case citation Page 9 Nature of the Company Page 16 References Page 17 I. NAME OF COMPANY AND ITS PROFILE INTRODUCTION Corporation is defined as the most common business organization which is formed by a group of people. It has rights and liabilities separate from those of the individuals involved. It may be a non-profit organization engaged in activities for the public good; a municipal corporation, such as a city or town; or a private corporation, which is organized to make a profit. In the eyes of the law, a corporation has many of the same...
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...Five Force Analysis: Supplier Power The beer market’s prime suppliers are farmers. Most breweries buy their supplies on the relevant countries’ futures exchange. Hence the branch has an opportunity to diversify its risk by trading futures contracts as well as hedging other risks. Various farmers supply the hops, barley, corn and rice used to produce beer. In 2008, there were 2,053 companies that purchased these ingredients. The overall beer industry sold nearly 206 million barrels of beer in 2009. For major brewers, the volume of ingredients purchased, the large number of farmers available to purchase the ingredients from, low switching costs on the part of the brewer, and inability of the farmers to forward integrate, supplier power in considered low in regard to the major brewers. Craft brewers who purchase fewer ingredients and sometimes more specialized ingredients may cause supplier power for this segment of the industry to be somewhat higher; yet, overall, suppliers have put limited pressure on price and supplier power is LOW. There are only a few large suppliers of aluminium cans, plastic and glass bottles, which increase the supplier’s bargaining power. However, taken into consideration largest brewery companies existing we can assume that the suppliers of those goods have a incentive in taking care those as a customer and will therefore provide them with the best possible price, in order to keep them as a customer. Competitive pressure from supplier bargaining power...
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...Universidad de Guadalajara. Periférico Norte 799 Edificio G-306 Zapopan, Jalisco C.P. 45100; México Tel y fax: +52(33) 3770 3343 Ext 5097 josevargas@cucea.udg.mx,jgvh0811@yahoo.com,jvargas2006@gmail.com Mohammad Reza Noruzi, EMBA, PhD Candidate Policy Making in Public Sector Islamic Azad University, Bonab Branch, Iran Young Researchers Club Member, IAU Bonab, Iran Tell: +98- 412-7238893-5 mr.noruzi@modares.ac.ir mr_norouzi@pnu.ac.ir mr.noruzi.pnu@gmail.com Abstract The opening of the Mexican economy and globalization bring new opportunities for Mexican companies to expand their markets and get their products around the world. The internationalization process requires a sound strategy for the consolidation in foreign markets. The aim of this study is to analyze the different internationalization strategies followed by three Mexican companies with a global presence: Grupo Modelo, Grupo Bimbo and Cemex. We conclude that the differences in their strategies arise from the characteristics of each of these companies. Keywords: Mexican companies, strategy, expansion, internationalization. 1 INTRODUCTION The landscape of this century requires companies to be increasingly competitive, and that not only have to compete with domestic rivals but new players come in search of a single market. Today's competitive advantages and are no guarantee of success without a solid strategy that will ward. The decision made at the time a local company to expand its market to new countries, must be supported...
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...A REPORT ON ORGANISATION STUDY AND PAYROLL BY VAISHNAVI.M INDIAN INSTITUTE OF e-BUSINESS MANAGEMENT, (IIeBM) WAKAD, PUNE-57 MeBA- 2006-2008 A REPORT SUBMITTED ON PARTIAL FULFILLMENT OF THE REQUIREMENTS OF THE MASTERS IN e-BUSINESS ADMINISTRATION (MeBA) COURSE 1 2 3 TABLE OF CONTENTS S.NO DETAILS PAGE NUMBERS FROM TO 1 3 5 6 7 8 9 10 11 12 I. II. III. IV. V. VI. 1. Title page Certificates Table of contents Declaration Acknowledgement Synopsis Introduction 1 2 4 6 7 8 9 10 11 12 2. Objectives of the study 3. Terms of reference 4. Methodology 5. Part-I-History & Mission statement 5.1 History 5.2 Mission statement 13 14 20 13 19 20 6. Part-II-Organization study 6.1 Stores and Purchase department 6.2 Accounts and finance department 6.3 Maintenance department 21 24 27 28 23 26 27 28 4 S.NO DETAILS PAGE NUMBERS FROM 29 33 35 37 TO 32 34 36 43 6.4 Production department 6.5 Quality Control department 6.6 Commercial department 6.7 Personnel & Administration department 7. Part-III- Payroll administration 7.1 Employees 7.2 Employee remuneration 7.3 Employee cost budget 7.4 Fixed cost & variable cost 7.5 Labour cost 7.6 Payroll processing 44 45 46 54 61 61 62 44 45 53 60 61 61 63 8. Findings and inferences 9. Recommendations 10. Bibliography 64 67 69 66 68 70 5 DECLARATION I hereby declare that this project entitled “ORGANISATION STUDY AND PAYROLL” is the result of the original work done...
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...Case Background Henry Sy and John Gokongwei were both born very poor. This situation, one may conclude, served as a blessing for the two most celebrated entrepreneurs in the Philippines on their journey to wealth. Shoeless and with only clothes on his back, Henry Sy started his entrepreneurial career by tending at his father’s sari-sari store in Cebu. But Henry dreamed of something big for his future. He dreamed of having his own business to provide him enough money. In 1945, he put up a small shoe store in Carriedo, Quiapo. From then on, that humble shoe store became Shoemart (commonly known as “SM”). Since there was a constant pouring of capital back into this venture, he then expanded into textiles and household goods and was then opening outlets to selected parts of the country, centering at the Metropolis. On the other hand, John Go (“kongwei” meaning “bright” was suffixed later to his name later) started his road to success by hawking wares in Cebu. This led to his dream of building his own retailing kingdom. He first started by trading and manufacturing corn starch in 1955 and has soon expanded into supplying groceries and animal foodstuffs in bulk. Later, he ventured also in textiles, banking and real estate, hotels and shopping complex developments. The abrupt expansion of the enterprises of the two business tycoons marked the start of a period of transition for the business empire built over the past three decades by...
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...ALRIDGE BREWING COMPANY Craft Brewing Goes Public In August 1995, Paul Shipman, the CEO of Alridge Brewing (AB) prepared himself to enter uncharted territory. A craft brewing operation had never before been taken public in the United States, and he and his management team were about to do just that. Sure, there were massive large-batch breweries like Anheuser-Busch and Miller Brewing Company that were profitable, publicly traded firms—but there was something different about Alridge: it embodied the ethos and grassroots beginnings of the microbrew movement, and Shipman was confident that widespread market demand for craft beer was set to explode. He and the team had steadily developed their premium-quality handmade ales for nearly fifteen years, and their loyal customer base was strong. In the last year alone, he’d forged alliances with both Starbucks (for the purposes of co- branding a coffee- flavored brew) and A-B that had purchased a capped 25% interest in AB in exchange for access to its national distribution networks and accounting systems. Shipman had overseen significant capacity increases, with plans on the horizon for yet another brewery in Portsmouth, New Hampshire. He had worked hard to position AB favorably for expansion, and the public offering would provide the necessary capital. But how would the “microbrew” feel of AB translate to the largescale commercialization and growth pressures of the open market? Producing and distributing microbrews on a large scale was...
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...changes in foreign currency exchange rates. 1.4 What is political risk? Political risk is the risk that a sovereign host government will unexpectedly change the rules of the game under which businesses operate. 1.5 In what ways do cultural differences impact the conduct of international business? Because they define the rules of the game, national business and popular cultures impact each of the functional disciplines of business from research and development right through to marketing, production, and distribution. 1.6 What is the goal of financial management? How might this goal be different in different countries? How might the goal of financial management be different for the multinational corporation than for the domestic corporation? The goal of financial management is to make decisions that maximize the value of the enterprise to some group of stakeholders. The...
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...Report 2013 Contents Overview Report of the Executive Board Report of the Supervisory Board Financial statements Other information Welcome to HEINEKEN HEINEKEN is the world’s most international brewer with its brands available in 178 countries around the world. We are We value We want A proud, independent, global brewer committed to surprising and exciting consumers everywhere. A passion for quality, enjoyment of life, respect for people and our planet. To win in all markets with Heineken® and with a full brand portfolio in markets where we choose. Overview 2 The Quick Read Regional Review 16 Our Regions 58 Consolidated Statement of Cash Flows Report of the Executive Board 3 Chief Executive’s Statement 17 60 Consolidated Statement of Changes in Equity 5 Outlook 2014 19 6 Executive Committee 20 Central and Eastern Europe Contents Operational Review 8 Our Business Priorities 10 Grow the Heineken® brand 11 Consumer-inspired, customeroriented and brand-led Africa Middle East 18 Americas Asia Pacific 21 Western Europe 27 Financial Review Corporate Governance Statement 12 Capture the opportunities in emerging markets Report of the Supervisory Board 43 To the Shareholders 13 Leverage the benefits of HEINEKEN’s global scale 47 14 Drive personal leadership 15 Embed and integrate sustainability 129 Heineken...
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...Report 2013 Contents Overview Report of the Executive Board Report of the Supervisory Board Financial statements Other information Welcome to HEINEKEN HEINEKEN is the world’s most international brewer with its brands available in 178 countries around the world. We are We value We want A proud, independent, global brewer committed to surprising and exciting consumers everywhere. A passion for quality, enjoyment of life, respect for people and our planet. To win in all markets with Heineken® and with a full brand portfolio in markets where we choose. Overview 2 The Quick Read Regional Review 16 Our Regions 58 Consolidated Statement of Cash Flows Report of the Executive Board 3 Chief Executive’s Statement 17 60 Consolidated Statement of Changes in Equity 5 Outlook 2014 19 6 Executive Committee 20 Central and Eastern Europe Contents Operational Review 8 Our Business Priorities 10 Grow the Heineken® brand 11 Consumer-inspired, customeroriented and brand-led Africa Middle East 18 Americas Asia Pacific 21 Western Europe 27 Financial Review Corporate Governance Statement 12 Capture the opportunities in emerging markets Report of the Supervisory Board 43 To the Shareholders 13 Leverage the benefits of HEINEKEN’s global scale 47 14 Drive personal leadership 15 Embed and integrate sustainability 129 Heineken...
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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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...Analysis of an Argument Questions for the GMAT® Exam This document contains all Analysis of an Argument questions used on the GMAT® exam. Each question is followed by this statement: Discuss how well reasoned you find this argument. In your discussion be sure to analyze the line of reasoning and the use of evidence in the argument. For example, you may need to consider what questionable assumptions underlie the thinking and what alternative explanations or counterexamples might weaken the conclusion. You can also discuss what sort of evidence would strengthen or refute the argument, what changes in the argument would make it more logically sound, and what, if anything, would help you better evaluate its conclusion. The following appeared as part of an annual report sent to stockholders by Olympic Foods, a processor of frozen foods: “Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its 25th birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits.” Discuss how well reasoned . . . etc. The following appeared in a memorandum from the business department of the Apogee Company: “When the Apogee...
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...Analysis of an Argument Questions for the GMAT® Exam This document contains all Analysis of an Argument questions used on the GMAT® exam. Each question is followed by this statement: Discuss how well reasoned you find this argument. In your discussion be sure to analyze the line of reasoning and the use of evidence in the argument. For example, you may need to consider what questionable assumptions underlie the thinking and what alternative explanations or counterexamples might weaken the conclusion. You can also discuss what sort of evidence would strengthen or refute the argument, what changes in the argument would make it more logically sound, and what, if anything, would help you better evaluate its conclusion. The following appeared as part of an annual report sent to stockholders by Olympic Foods, a processor of frozen foods: “Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its 25th birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits.” Discuss how well reasoned . . . etc. The following appeared in a memorandum from the business department of the Apogee Company: “When...
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...ushijima@gsim.aoyama.ac.jp This version: December 11, 2004 Acknowledgement: We would like to thank seminar participants at the University of Tokyo and the 22nd Nikkei conference on firm behavior for their helpful comments. Remaining errors are ours. Financial supports from the Graduate School of International Management at Aoyama Gakuin University are greatly appreciated. ABSTRACT This article examines the industry diversification of the largest Japanese manufacturers in 1973-98. Results show that 118 sample firms steadily increased diversification, a trend continued from earlier periods. Nevertheless, the relatedness of their constituent businesses gauged based on the Input-Output table remained high and stable throughout the study period. Econometric analysis reveals that firms pursuing the “constrained diversification” exploiting inter-business links centered on the core industry segment tend to achieve a higher profitability than firms engaged in the “linked diversification” exploiting links distant from the core. JEL classification: L23; L25; L29 Keywords: Diversification; Industry relatedness; Coherence; Japanese firm 1. Introduction In the last decade, corporate diversification across industries has attracted a great deal of attention by economists and management scholars. Research on the diversification discount, such as Berger and Ofek (1995) and Lang and Stulz (1994), shows that diversified U.S. firms trade at a substantial...
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...IT TAKES A LEADER TO TAKE YOU PLACES. A n n u A l r e p o r t 2 0 1 2 2 0 1 3 Growth is… movinG from strenGth to strenGth Flamingos, known for their undeniable beauty, are also recognised as a species that stays strong by sticking together, no matter how trying the circumstances are. But for a flock to be strong, it needs an equally resilient leader to take them in the right direction. Just like Gati, the leader of the logistics industry in India. Gati Limited is India’s leader in providing Express Distribution services, Supply Chain Solutions, Cold Chain Transportation Solutions, Warehousing, International Freight Forwarding, Custom Clearance and e-Commerce Solutions. Founded in 1989 as a cargo management company, Gati pioneered Express Distribution Services in India. With a track record of 24 years, Gati is one of India’s most coveted companies, employing 3500 people, and serving over 5000 customers – including the top 10 brands in the Automotive, Healthcare, Engineering and Consumer Durables industry. Gati has a strong market presence in the Asia Pacific region and SAARC countries, with offices in China, Singapore, Hong Kong, Thailand and Nepal, and has plans to foray into other markets. In a Company where every employee demonstrates dedication and commitment to succeed, its little wonder that Gati is the leader, taking the industry places. values are… a force to be reckoned with Flamingos, as is ingrained in their DNAs for centuries, instinctively have values that...
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