...TABLE OF CONTENT Background 3 I. Current Situation 3 ♣ Current Performance 3 ♣ Strategic Posture 3 1. Mission 3 2. Objectives 3 3. Strategies 3 4. Policies 3 II. Corporate Governance 3 ♣ Board of Directors 3 ♣ Top Management 4 ♣ Shareholders 4 III. External Environment: Opportunities and Threats (SWOT) 4 ♣ Societal Environment (P.E.S.T Factors) 4 1. Political - Legal Factors 4 2. Economic Factors 4 3. Socio-cultural Factors 4 4. Technological Factors 4 ♣ Task Environment (Industry) 4 Porter’s Approach 4 1. Threat of New Entrants 5 2. Rivalry among Existing Firms 5 3. Threat of Substitute Products or Services 5 4. Bargaining Power of Buyers 6 5. Bargaining Power of Suppliers 6 6. Relative Power of Other Stakeholders 6 External Factor Analysis Summary EFAS (As Attached) 6 IV. Internal Environment: Strength and Weaknesses (SWOT) 6 ♣ Corporate Structure 6 ♣ Corporate Culture 6 ♣ Corporate Resources 6 1. Marketing 6 2. Finance 7 3. Research and Development 8 4. Operations and Logistics 8 5. Human Resources 8 6. Information Systems 8 Internal Factor Analysis Summary IFAS (As Attached) 8 V. Analysis of Strategic Factors (SWOT) 8 ♣ Situation Analysis 8 ♣ Review of Mission and Objectives 8 VI. Strategic Alternative and Recommended Strategy 8 ♣ Strategic Alternative 8 ♣ Recommended Strategy 9 VII. Implementation...
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...support the question in hand. The question that I will explore is listed as followed: What are the advantages of collective bargaining for both employers and employees and is there a future collective bargaining in the new employment and professional climate? Sources Used for Literature Review: 1. Employment Relation 3rd Edition, Ed Rose. 2. Dubin, R. (1954) ‘Contruction aspects of industrial conflict’ in Kornhauser, A., Dubin, R. and Ross, A.M. (eds)Industrail Conflict. New York, McGrew-Hill 3. industrialrelations.naukrihub.(2013). Importance Of Collective Bargaining. Available: http://industrialrelations.naukrihub.com/importance-of-collective-bargaining.html. Last accessed 20/11/2013. 4. Rita Donaghy (2005). The Changing Landscape of Employment Relations in Britain [online]. Available from:http://www2.warwick.ac.uk/fac/soc/wbs/research/irru/wpir/warwick_paper_2005_lowry.pdf. [Accessed 20/11/2013]. Main Discussion: Importance of Collective Bargaining: Collective bargaining involves employers and trade unions negotiating terms on behalf of employee, however collective barging does not only include negotiations but also includes the process of resolving labour-management conflicts. Therefore, some could state that collective bargaining is a recognised way of creating a system of industrial theory of law. Collective bargaining could be seen as a method of introducing civil rights in the industry, meaning management should be conducted by rules than...
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...Memo #2 To: Mark Parker, CEO, Nike From: Mateo Wall, Consultant Date: September 23, 2105 Subject: Footwear Industry Analysis This report will analyze the global footwear industry using the North American Industry Classification System (NAICS) code 424340 the industry is defined as establishments primarily engaged in the merchant wholesale distribution of footwear (including athletic) of leather, rubber, and other materials. This industry looks appealing from just sheer numbers. For example this past year (2014) the global footwear market grew by 3.9% and this helped them reach 13.8 billion in reported revenue that same year. Also if a firm is based in North America and is looking to expand internationally it is a good sign since Europe accounts for 31% of the market value of this industry. These are just numbers so we will analyze the global footwear industry deeper by using porter’s five forces. This is made up of new entrants, supplier power, buyer power, substitutes, and rivalry. The global footwear industry threat of new entrants is very strong because the barriers to entry are relatively low. There are two areas that make it easy for new entrants to come into this market. The first one is distribution accessibility. There are many low-cost manufactures in the global market making it easy for new entrants to establish a viable supply chain. The second area is brand recognition is relatively low which makes it easy for new entrants to come in take some of the market...
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...Company Analysis 12 Competitor analysis 14 Conclusion 14 References 18 Report Purpose To conduct an external analysis on Michael Hill International limited (MHI) to establish whether the firm is in a favourable industry and ultimately their position among their rivals. It will consist of industry analysis including; key industrial driving forces, potential emerging trends affecting the macro-environment of the industry that might transfer onto Michael Hill International Ltd as well as, their competitors in the industry. The main strategic issues for the industry will be identified and their implications on Michael Hill International Ltd will be outlined/described. Company Overview Background of Michael Hill International Limited In 1979, Michael Hill opened his first signature jewellery store (Michael Hill Jewellery) in Whangarei and entered into the New Zealand jewellery industry. Fast-forward 33 years, Michael Hill International Limited together with its 13 subsidiaries, has become one of the largest manufacturers, wholesalers and retailers of speciality jewellery collections in Oceania and North America. Based in Brisbane, Michael Hill International limited owns the brand ‘“Michael Hill” and has been listed on NZX 50 since 1987. Michael Hill International Limited has over 240 retail stores and 2000 employees in Australia, New Zealand, Canada and the United States. The group pride themselves on being a highly customer focused...
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...outputs of the industrial relations system flow back to the external environment INPUTS PROCESSES OUTPUTS System Approach Model (Craig) Different from Dunlop by external environment into outputs, conversions mechanism, outputs through feedback loop 1- External Inputs (legal, environment, political) 2- Actors 3- Internal Inputs (goals, strategy) 4-Conversion Mechanism (collective bargaining) 5- Outputs (rights, hours, wages, strikes) 6- Feedback Loop System Approach Model (Dunlop) 1) Actors – govn agencies / hierarchy of mgrs / hierarchy of employees (financial environment influences all 3 actors) 2) Ideology – ideas/beliefs by Actors helps bind system together 3) Context – actors influence by environment factors / market constraints (wages/production) /workplace 4) Web Rules – procedure (making rules) / substantive (employment rules) / distributive Critism – lacks ability to predict outcomes / underestimates power / descriptive in nature CHAPTER 2 Industrial disputes investigation act , 1907 Created by Wiliam King The act is a cornerstone of Canadian law, marks an ongoing trend in Canadian legislation, namely the need for third-party intervention prior to a strike 2016-02-09 10:35 AM  - the act required that all workers and employers in certain industries submit their disputes to a three person conciliation board prior to a strike or lockout. The present there evidence to the panel and they issue a report. There is a required “cooling-off” period one the...
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...creation of a new breed of consumers who are more connected, informed and educated about purchases they make (Kaur, 2012, P1). Instant access to information means the power to influence purchase was shifted from sales to marketers. Marketing became the resource, tool and process through which consumers are reached and converted through valuable content. Consumers research on the web before they make a decision on what to purchase or not purchase. 4. Significance of the study: Strategy, marketing creativity and resources are vital for a marketing strategy to be successful. Technology is part of the resources needed. With the technological advances, especially changes taking place in the internet, the B2B consumers have increased bargaining power while the seller is side lined. This is a digital age and businesses have to think of strategies that will reach potential consumers. This can be achieved by understanding technological changes that have occurred and those occurring and streamline with the marketing strategy accordingly. Technology is a business strategy that offers opportunities for new innovations and inventions to be adopted (Business Teacher 2012, P1). It further helps reduce the costs...
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...Assignment by :Chandandeep SINGH Executive Summary This is a critical assessment of Giorgio Armani 'The Leading Fashion Brand'. In this report there would be the critically review of the current status of the organisation. There would be the analyse of current business strategies of the organisation and would try to develop a future strategy for the company. Content Pages Title page1 Executive Summary2 Content summary3 Introduction4 Current position5 The Brand segmentation5.1 BCG Matrix5.2 SWOT Analysis7 Competitive Advantage 7.1 Competitors7.2 PESTLE Analysis8 Market Philosophy8.1 Market Analysis8.2 Bargaining Power9 Future & Recommendations9.1 References 10 Introduction Armani is one of the worlds leading fashion brand. The Armani group has 250 outlets in 37 countries. Giorgio Armani the founder of Armani brnad was born on July 11, 1934 in Northern Italy. Giorgio Armani worked as a buyer for ''La Rinascente'' department store for seven years. Then he worked as a fashion designer for Hitma, Nino Cerroti's men's clothing company. Armani established his own company ''Giorgio Armani'' on July 24,1975 with his partner Sergio Galeotti. And by the end of the decade Armani fashion house has been counted in worlds leading fashion house. Current Position Today Armani organisation has a great retail network around the world. It has its own 60 Giorgio Armani Boutiques, 11 Collezioni, 122 Emporio Armani, 94 Armani Exchange, 13 Armani Junior...
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...of New Entrant ZIpcar’s IT infrastructure would be hard to replicate. They have a strong competitive advantage with their patented wireless technologies and proprietary information systems that create entrance barriers for new competition. Bargaining Power of Buyers Zipcar provides a membership based business strategy and a fully automated reservation system. GPS location services, membership accounts, and reservation modifications can all be accessed with a member’s mobile device. Customers will find it difficult to get the same level of service form another competitor. The creation of user friendly IT systems has simplified Zipcar’s car rental experience. Zipcar has managed to limit the bargaining power of buyers by decreasing the likelihood of customers switching. Bargaining Power of Suppliers Zipcar’s has experienced a steady growth, expanding its services into new locations. Taking advantage of incentives for sustainability have helped Zipcar limit the bargaining power of it suppliers. Automation of services create less dependence people, places and services that are synonymous with the traditional suppliers of the car rental industry. By dealing directly with car manufactures they can limit their bargaining power of the supplier. Entering into purchasing agreements can help to negotiate the selling cost of the car. Industry Competitors Industry competitors of Zipcar would be the traditional car rental companies. These companies are constrained...
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...Consulting Caroline Clarke (n6529798) 1. 2.1 Scope and purpose Purpose of this report Geographic market diversification is central to corporate strategies of successful global dairy players (Euromonitor, 2010a). The global dairy market will be driven by emerging regions that will account for up to 86% of global market growth in absolute retail value terms leading up to 2015 (Euromonitor, 2010a). Recent moves by leading dairy manufacturers show that successful strategies are focused on strengthening their positions and enhancing their production capacity, in particular emerging markets, in order to satisfy the rising demand for more industrially-processed dairy products in these regions (Euromonitor, 2010a). In light of these trends, this report explores the potential exporting or direct investment opportunities for Australian dairy products manufacturer Lion Dairy & Drinks Australia Pty Ltd (Lion) in Morocco, an emerging market in North Africa (See Appendix A for firm details). Diversifying into Morocco aligns with Lion’s vision to “be the leading and most trusted branded beverage & food company in our world” (Lion, 2011). The purpose of this report is to identify the comparative advantage Lion holds in the Australian market and evaluate if this can be maintained or recreated in the Moroccan market, making it an attractive diversification option. NOT TO BE COPIED AUTHOR: CAROLINE CLARKE 1.2 1.2.1 Report scope Geographic scope: Morocco Several key dimensions...
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...TABLE OF CONTENTS CHAPTER ONE 1 PROJECT OBJECTIVES AND RESEARCH APPROACH 1.1 OVERVIEW OF NIGERIA FOOD SERVICES INDUSTRY ………………………………….4 1.2 OVERVIEW OF MR BIGG’S ……………………………………………………....................4 1.3 OVERVIEW OF TANTALIZERS ………………………………………………………………….5 1.4 RESEARCH MOTIVATION ………………………………………………………………….......5 1.5 STUDY OBJECTIVE AND RESEARCH QUESTIONS ………………………………………5 1.6 RESEARCH APPROACH ………………………………………………………………………….5 CHAPTER TWO 2 INFORMATION GATHERING AND TECHNIQUES USED 2.1 SOURCES OF INFORMATION……………………………………………………………………6 2.2 METHODS OF INFORMATION GATHERING …………………………………………………7 2.3 LIMITATIONS OF INFORMATION GATHERING ......…………………………………………7 2.4 ACCOUNTING ANALYSIS TECHNIQUES 2.4.1 FINANCIAL RATIO ANALYSIS ………………………………………………………………………………7 2.4.2 GRAPH CHARTS……………………………………………………………………………………………….7 2.5 BUSINESS ANALYSIS MODELS 2.5.1 PEST FRAMEWORK....……………………………………………………………….............................9 2.5.2 PORTER’S FIVE FORCES MODEL ....…………………………………………………………………….9 CHAPTER THREE 3 DATA PRESENTATION AND ANALYSIS 3.1 DATA PRESENTATION ……………………………………………………………………………10 3.2 FINANCIAL ANALYSIS 3.2.1 PROFITABILITY ………………………………………………………………………………………………..11 3.2.2 LIQUIDITY ………………………………………………………………………………………………………13 3.2.3 EFFICIENCY ……………………………………………………………………………………………………...
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...Part 1: Project Objectives and Overall Research Approach For my Research and Analysis Project for BSc (Hons) in Applied Accounting of Oxford Brookes University, I will do an analysis of the financial and business performance of F J Benjamin Holdings Ltd (FJB) for the period of three years, from 1 July 2006 to 30 June 2009. 1.1 Reasons for Choosing the Topic Financial and business analysis is an important part of evaluating a business’ performance and its ability to survive. In particular, the financial analysis reveals how well the company is performing and the business analysis assesses its ability to maintain performance in the future. Such evaluation conveys valuable information to various stakeholders of the company for many purposes. For an employee, the company’s performance and prospect are important for making decisions on choice of employers. For an investor, it is the basic consideration before making investments. For suppliers and financial institutions, the company’s ability to meet interest payments and repay debts is important for making credit decisions. For the management, it is also an essential process in developing a business plan and monitoring its success. For an accounting student, this covers some of the most important concepts of the major which he or she needs to fully understand. Therefore, I chose to write my research report on topic 8, which is both informative and practically relevant. 1.2 Reasons for Choosing the Company ...
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...resource gaps. -Core Competencies: a collection of corporate capabilities that cross divisional borders are widespread within a corporation, and is something that a corporation can do exceedingly well. -Corporate Governance: the relationship among the board of directors, top management, and shareholders in determining the direction and performance of a corporation. ~BOD: role is to monitor, evaluate and influence, and initiate and determine. ~TM: responsible for the strategic management of a firm -Corporate Level Strategies: growth (internal development, diversification, integration, partnership), stability (maintain status quo), retrenchment -Decision Making Styles: rational analytical, intuitive emotional, and political negotiating -Distinctive Competencies: a firm’s competencies that are superior to those of competitors -Diversification: corporate growth strategy that expands product lines by moving into another industry. Related- firm uses current strengths to diversify into related products in another industry; Unrelated- move into another industry to provide products unrelated to its current products. -Economic Features of Industry: market size, growth rate, number of buyers/sellers, geographic coverage, pace of change, economies of scale. -Factors in Making Strategic Choices: risk, external pressure from stakeholders, desires/powers of top managers, and TIME -Financial Ratio Analysis: Compare ratios across 3-5 year trends; Compare ratios to “like” firms (SIC...
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...industry is estimated to be around US$ 52 billion and is likely to reach US$ 115 billion by 2012. The domestic market is likely to increase from US$ 34.6 billion to US$ 60 billion by 2012. It is expected that India's share of exports to the world would also increase from the current 4 per cent to around 7 per cent during this period. Textile industry provides one of the most fundamental necessities of the people. It is an independent industry, from the basic requirement of raw materials to the final products, with huge value-addition at every stage of processing . Infact , it is estimated that one out of every six households in the country directly or indirectly depend on this sector. Here we analyze the sector's dynamics through Porter's five-factor model. 1) Threat of New entrants Indian Textile Industry is very dependent on personal contacts and experience. The new actors would have to bring some kind of client base along with the new establishment. Product differentiation may constitute a barrier of entry as manufacturers are heavily dependent on references and word of mouth. Without any established client portfolio it is difficult to attract, endure increased costs in creating sample collections to show potential customers. Hence, in startup phase costs are not only associated with the manufacturing required but also with the costs for designers and creating samples. In the sense of reference dependency, barriers of entry are considered as...
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............................................................5 Gross Profit Margin..................................................................................................................6 Net Profit Margin/Profit for the year (after tax).......................................................................7 Profit before Tax (PBT) Margin................................................................................................8 Return on Equity.......................................................................................................................9 Efficiency Ratio.........................................................................................................................9 Average Receivable Collection Days.......................................................................................10 Average Payable Days..............................................................................................................11 Average Inventory Turn...........................................................................................................12 Liquidity...
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...Boohoo Dot com Fashion online | Business Strategy Decision Making | Individual Coursework of Decision making | | Module Code: BU3413Module Tutor: Deji SotundeStudent, UCLA id: G20625452LSBF id: A4072776 | | | Boohoo Dot Com Fashion online store International growth occurs in 2006 in e-fashion industry according to Mintel reports that in UK Fashion e-commerce 147% increase on that time (CONSUMERS' SHOPPING EXPERIENCES IN THE UK AND SPAIN, 2013, pp. 10-13) The Boohoo dot com representing the young generation fashion and they jumped profit £24.5m in 2011 (Gallagher, 2012) Boohoo has decided to listed to the stock market as young fashion icon and expend the business and attract to investors, (Gallagher, 2013) International growth occurs in 2006 in e-fashion industry according to Mintel reports that in UK Fashion e-commerce 147% increase on that time (CONSUMERS' SHOPPING EXPERIENCES IN THE UK AND SPAIN, 2013, pp. 10-13) The Boohoo dot com representing the young generation fashion and they jumped profit £24.5m in 2011 (Gallagher, 2012) Boohoo has decided to listed to the stock market as young fashion icon and expend the business and attract to investors, (Gallagher, 2013) The online fashion outlet ‘Boohoo’ strategy development and critical discussion are based on these four objectives that should evaluate and formulate on it. 1. Boohoo Mission, Vision and Value 2. The strategic goals of defining the direction 3. Strategic Analysis of the...
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