...Introduction DHL Worldwide Express headquartered in Bonn, Germany, a privately held worldwide delivery service comprised of DHL Airways and DHL International, is the world’s oldest and largest international air-express company. They begins by operating door-to-door express delivery express, transporting documents only between San Fransisco, California, and Honolulu, Hawaii. DHL was founded by three young shipping executives; Adrian Dalsey, Larry Hillblom, and Robert Lynn who were casting about for a way to increase turnaround speed for ships at ports. On 25 September 1969 they incorporate DHL. In 1998, Deutsche Post began to acquire shares in DHL. It finally reached majority in 2001 and completed the purchase in 2002. Finally, by 2003 this company status is under the business group of Deutsche Post World Net (DPWN) Germany. Deutsche Post then effectively absorbed DHL into its Express division, business units and subsidiaries. Currently they delivering to over 70,000 destinations in 227 countries with 6,500 offices around the world, the company had over 150,000 employees globally. Belgium-based DHL International (DHL), in collaboration with its Chinese partner; Sinotrans which was also known as the China National Foreign Trade Transportation (Group) Corporation, launched an international express service, in China. Its core business was transporting documents and packages, which was a door-to-door delivery service particularly targeting parcels and freight items. The service...
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...Thinking Globally – DHL Case Study 1. It is universally assumed in today’s business world that speed is good and desirable. This assumption is strongly connected to concept of the first mover advantage. The company that leads the way into a new market as a first mover has definitely some important top-line benefits and competitive advantages that might ensure superior sales and profits on a long-term perspective. Furthermore, first movers tend to create a large and lasting impression on customers and develop strong brand recognition (Boulding & Christen, 2001). On the one side, services are generally characterized as being higher in experience and credence qualities than products, which increases the risk in their purchase. Therefore, customers rely more on word of mouth rather than advertising. While customers that purchase goods get something tangible in exchange of their money, service purchases do usually not result in ownership of something physical. Because of that intangibility, services do generally not attract customer’s attention that easily and the appreciation of the services is harder to evaluate for the customer than in the case of purchasing goods (Kotler & Keller, 2012). For that reason, I would argue that service companies have a lesser advantage of being the first mover in a market compared to manufacturing companies, since the customer appreciation of purchasing goods is easier than in the case of purchasing services. This makes services generally less recognizable...
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...DHL: MORE GLOBAL THAN LOCAL Since the early 1970s, DHL has been the leading (or often only) overnight carrier in many markets around the world. Founded in 1969 by Adrian Dalsey, Larry Hillblom, and Robert Lynn (hence, the D, H, and L) to transport letters of credit across the Pacific, DHL expanded rapidly in Asia and Europe (the early 1970s), the Middle East (1976), Latin America (1977), Africa (1978), Eastern Europe (early 1980s), China (1986), and Albania and the Baltic States (1992). Today, DHL has more than 53,000 employees, 209 aircraft, 2,381 stations, 12,203 vehicles, and 32 hubs and subhubs serving more than 675,000 destinations in 227 countries. In one year, it handles 95 million shipments—not bad for a company approaching its thirtieth birthday! To handle all these shipments, DHL uses a worldwide hub and spoke system. It collects packages, documents, and letters from individual local business offices and sends them to the nearest service center. The service center then sends the parcels to a hub that serves a larger geographic area (such as Australia or the Middle East). There, the items are sorted by destination and shipped to service centers in each country, where they are resorted for the last leg of the journey to a local destination. The Brussels hub is typical. Each night, starting at 10:30 P.M., the first of more than 120,000 documents and packages begin arriving at the hub. As they are unloaded, workers throw them onto $15 million worth of sorting machines...
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...ecological trends suggest a strategy which combines different transportation modes in a smart way. Intermodal transportation by DHL Freight bundles competences to provide the very best transportation solutions for your shipments. The DHL INTERMODAL organisation combines various different modes of transport – known as modalities – to get your shipment from A to B in the most efficient manner. Intermodal concept. Our concept creates value using several modes of transportation at different points of the journey to provide customerfriendly all-in-one solutions from a single source. Intermodal transport solutions for long distances. A strategy for future’s demands. One single loading unit. The shipment is loaded onto one single loading unit, where it remains throughout each stage of its journey. This unit can be a container, a swap-body or semi-trailer. Safe and secure. The loading unit itself is compatible with all modalities, ensuring the safe and secure packaging of your goods throughout the journey. Leave it up to us to decide the best way to transport your valuable shipments and to bring them to their final destination on time. DHL INTERMODAL CREATING THE IDEAL COMBINATION OF MODES Product Portfolio DHL Freight DHL Intermodal Intermodal transportation concentrates high payloads into loading units compatible with the various modalities. DHL plans the most efficient route for your shipment, taking environmental and financial aspects into account. Environmentally...
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...Master TEW International Business cases - Van Hoof Q 186 uickprinter Koningstraat 13 2000 Antwerpen www.quickprinter.be 2.90 EUR International Business: Cases Case 1: Whirlpool Whirlpool’s Dramatic Turnaround through Internationalization Whirlpool exemplifies how internationalization can rejuvenate declining sales and optimize cost structures. Background Headquartered in Benton Harbor, Michigan, Whirlpool Corporation makes washers, dryers, refrigerators, dishwashers, freezers, and microwave ovens in 13 countries and sells them in 170 others, under brands names such as Whirlpool, Maytag, Magic Chef, Jenn Air, Amana, KitchenAid, Kenmore, Brastemp, and Bauknecht. In 2006, Whirlpool acquired competitor Maytag (horizontal integration) and its brands (Amana, Jenn Air, Magic Chef, and Maytag). Whirlpool generated over $19 billion in 2006 annual sales: 60 percent from North America, 25 percent from Europe, 15 percent from Latin America, and 2 percent from Asia. Operate with 60 manufacturing and technology centers worldwide and 80,000 employees. International Expansion Domestically: (1) The U.S. appliance market matured in the 1990s, and Whirlpool faced low profit margins, intense competition, and more demanding buyers, pressuring management to consider international markets. Internationally: (1) Trade barriers fell, consumer affluence grew, and capitalism flourished. (2) A “global” approach would yield economies of scale in manufacturing, assembly, appliance technology...
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...Introduction The world is standing at the threshold of a new millennium. We expect it to be full of successes, discoveries, developments and happiness and this will be possible due to globalization, technological advancements (changes) and the dramatic economic changes. Whenever we talk about economy, we mean financial performance of a country, company or a firm. So in this case the most used and the important term is technology. The term technology is the most crucial part of the business world as it helps us to give logistic supports on time. Origin of the report The report titled as, “Marketing Activities of DHL”, is to be submitted on 18th August 2008 to the course instructor Nazia Nabi (Lecturer, School of Business) who authorized and assigned us to do this report. Background of the report The report titled as, “Marketing Activities of DHL”, is originated from the partial requirement of the course Services Marketing. It is actually a joint student – faculty learning experience, where the students learn the Marketing Activities of several business service organizations or firms. Objective of the report This report seeks overall information about marketing activities. By this report we tried to represent the actual relevant use of marketing activities in business. Basically there are two objectives behind doing this report, and they are as follows: * The first and the foremost objective of the report is to fulfill the partial requirement of the course Services...
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...Adrain Dalsey, Larry Hillbom and Robert Lynn founded DHL in 1969 for shipping bill of lading between San Francisco and Honolulu. The company grew quickly due to the high need for the documents to reach destination before sea containers arrive to expedite clearance process and in few years initiated service to Philippines, Japan, Singapore, Hong-Kong and Australia, in which by this DHL created international express door-to-door service in the Pacific Basin. Expansion continued as the company initiated service to Europe in 1974, Middle East in 1976, Latin America in 1977, Africa in 1978 also DHL was the first to bring the express air service to the Eastern community countries in 1983 and to China in 1986. DHL added express parcel delivery in 1979 as before this it was only for document business. In 2002 DHL became a fully owned subsidiary of Deutsche Post, which has a history going back to 1490. In 2003 rebranding started and for the strong brand of DHL worldwide, the group choose the name of DPDHL to brand its four divisions (Express; Global Forwarding, Freight; Supply Chain; Mail). DHL now reaches 120,000 destinations in 225 countries, total facilities amounting to 4,700, 72,000 vehicles; 285,000 employees, a base of 4.2 million customers, moving 1.8 billion shipments annually and 66 billion € yearly revenue for the whole group. With its ‘2015’ strategy, DP-DHL aims to be the provider, employer and investment of choice. DHL Express (DHLE) division simplified these goals to...
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...logistics corporation, DHL has a diversified pricing strategy, which based on the branches and subsidiaries in each market. Normally, the director of each nations’ SBUs decide their price, for example, according to the price data published by DHL 2014, their price for EU is €3.95 for the first kilo, while the price for international rise to €4.50, in compare with its competitors such as FedEx, UPS, DHL’s price level is about 20%~40% higher. However, they are all based on a standard covers the nature of service rendered, weight and destinations. Beyond the ordinary services, customers could also choose to add insurances to cargos. There are some pricing challenges confront DHL: - Increasingly cost pressures The country manager has power in independent pricing in different districts, thus price is higher than those of his competitors for about 20-40%. What’s more, Sales leader have a greater flexibility of pricing negotiation while managers only give a general guidance. Managers little participation also leads to higher possibility of cost problem. Global network operating is one of the basic features of Global Express business. Therefore its profit centers is not the individual profit centers in their respective districts or national institutions. It should not take the decentralization of the price system, which will make the cost of operation higher. - Increasingly competitive pressure Global Express industry is a typical oligopolistic market structure. DHL as a leader of...
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...Walmart- China 1. Customers patronize Wal-Mart China stores because they have low prices which are a great asset to china’s consumers who are more cost sensitive than other countries. Although, China’s consumers like to go to store after store to find the cheapest price, and of course Wal-Mart contains those low prices. Wal-Mart also established through studies and research that China’s customers valued great customer satisfaction which in return they displayed their loyalty by coming back over and over. Therefore, making some consumers skeptical to shift to Wal-Mart. Sustainability means everything to customers in China because like mentioned before consumers are loyal to the companies in which they have previously interacted with. Consumers in China become return customers if you have to sustain the great service expected from the customers. China’s consumers are not to kind on change, but as long as you provide the best service possible over and over they will continue to comeback. 2. Wal-Mart also has to consider sustainability when deciding their vendors. In order for Wal-Mart to be as successful as they are, they have to have top of the line products from top of the line vendors. Therefore, reliability is a must. As mentioned in the case, there were complications between Wal-Mart and the vendors specifically when it came to the Return to Vendors Programs. There was no control over the time the vendors had to collect the products that were unusable or destroyed which was...
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...struggles some struggles were very hard for me. In my voyage in life was very hard everything that I had thought it will come smoothly it turns to be a huge problem. Throw out my life I have faced many dilemmas that knocked me down but throw my struggles my family had stood beside me and left me back to my feet and from that I have gained confidence in myself and become stronger but I am now studying abroad and had become independence person. My identity had changed throw out the years because of my struggles, my family and living abroad. I have four brothers and one little sister, my big brothers Salem and Abdul had really affected my life. My brother Salem is the oldest he had broken the barrier to us by being the first of my family to study abroad and my family was really proud of him. My brother Abdul was different he was a trouble maker but in the end he had made something of ho be Almutairi PG#2 Someone who had achieved great thing but to me Abdul because I saw what he had gone throw and what he had achieved and I really admire him. When I was in 8th grade my father had transferred me to another school and was the worst year of my life and it had changed my life and even scared me. In my old school we have British teachers and I have been studying in that school since I was in kindergarten. So I was used to their accent but in my new school the teachers were from another country and their accent was hard for me to understand and the math that they took was different...
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...Paper Title: The Era of Multi-Channel Marketing The Era of Multi-Channel Marketing In this essay I will be critically evaluating the article ‘Multichannel Retailing: A Case Study of Early Experiences’ written by Ruby Roy Dholakia, Miao Zhao and Nikhilesh Dholakia, featured in the Journal of Interactive Marketing, Vol. 19, 2; pp. 63 -75. All three authors are professor and assistant professors of marketing in various universities. Multichannel marketing is offering customers more than one way to purchase goods -for example, from a website, a catalogue, as well as in retail stores. In order to evaluate the relevance of their findings I will introduce another case study and compare the findings. The main focus of the article is the description of the move into multichannel retailing of a brick-and-mortar and catalogue retail company through the addition of Internet retail. By analysing the purchase data from 530,000 customers the authors came to the conclusion that those who became customers through the Internet bought less often than those who became customers through the catalogue and physical stores. This is an indication that the Internet is an evolving channel. The main findings revealed expanding channel choices offers many benefits despite the learning costs; customer characteristics play a strong role in their use of specific channels. Customer behaviour is strongly influenced by marketing efforts. When reading an article one would expect the information...
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...supporting factors. It is also well understood that there is a strong relationship between logistics and distribution and marketing functions, particularly in product-based organisations. In addition to deepening our understanding of how successful partnerships throughout the source– make–deliver continuum can be optimised, this research also seeks to identify how a supporting element in terms of industrial branding and marketing can lead to relational sustainability. Hence, this paper outlines the relationship between logistics partnership success (LPS) factors and the inherent link to industrial branding establishment and business sustainability within the Malaysian automotive industry (specifically, car manufacturers). Adopting a multiple case study approach, findings...
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...The internationalisation process of the firm - a case study Tomas Sylverberg - - Avdelning, Institution Division, Department Datum Date 2004-01-20 Ekonomiska institutionen 581 83 LINKÖPING Språk Language Svenska/Swedish X Engelska/English Rapporttyp Report category Licentiatavhandling Examensarbete ISBN ISRN Internationella ekonomprogrammet 2004/26 C-uppsats X D-uppsats Serietitel och serienummer Title of series, numbering ISSN Övrig rapport ____ URL för elektronisk version http://www.ep.liu.se/exjobb/eki/2004/iep/026/ Titel Title Företagets internationaliseringsprocess - en fallstudie The internationalisation process of the firm - a case study Författare Author Tomas Sylverberg Sammanfattning Abstract Background: The Uppsala model is the most accepted paradigm regarding the internationalisation process of the firm. This thesis tries to complement the Uppsala model with Porter's theories regarding internationalisation. Purpose: The purpose of this thesis is to study to what extent the Uppsala model is applicable to a small manufacturing firm, and to see if the theory, combined with the Porterian framework, can provide a more solid framework for the description of the internationalisation process of the firm. Method: The master thesis is based on one personal interview with the CEO of the study object, Bukowski design. Results: The internationalisation process of the firm can to some extent be explained using the Uppsala...
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...Outsourcing 1/60 ABSTRACT: The main focus of this project is investigating and exploring the impact of outsourcing on one of the most iconic Danish companies (LEGO), which attracted our attention during the preparation of this project. We decided to focus on a single case study, because we felt that dividing our efforts by investigating more than one company, would not allow us to focus in sufficient detail on the domino effects that outsourcing can have on a singular institution. The main question of this project is “How could LEGO improve the Make-or-buy- decision and the relationship management when it comes to outsourcing”? In order to answer the main question, we must consider two sub-questions stemming from the main issue, namely: “How could LEGO improve the decision-making-process to outsource by taking more influencing factors into consideration?” and “What could LEGO have done differently in its relationship to the outsourcing vendor Flextronics”. We used the Case Study Research method to work on these questions. Doing that, we reviewed theories, which explained the phenomenon of outsourcing on a theoretical basis. After creating a theoretical framework and the database, we analyzed the case (LEGO) for parallels between the theories and their practical experience. Finally, we were able to drawn some conclusions to both the central and subsidiary questions initially posed. In summary, it can be said that LEGO did not take all aspects into...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 The...
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