...INDIVIDUAL CASE ANALYSIS Each student must submit one case analysis of your choice before the semester finishes (Week 13). In the case write-ups, the student reports the Diagnosis, Analysis and Recommendations relating to the chosen case. Each case report should be submitted as in no more than three single-spaced pages or no more than 1200 words (whichever you consider appropriate) into Blackboard and in hard-copy format at the beginning of class. Case 1 Philips versus Matsushita: The Competitive Battle Continues 1. How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetency 2. How did Matsushita succeed in displacing Philips as No. 1? What were its distinctive competencies and incompetence? 3. What do you think of the change each company has made to date—the objectives, the implementation, the impact? Why is the change so hard for both of them? Case 2 ECCO A/S Global Value Chain Management 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-a-vis the competitors) to take advantage of changes in the industry. 2. ECCO has a fully integrated vertical value chain. What are the pros and cons of this strategy? What economic and strategic factors should be analyzed to answer this question? 3. Is ECCO following the inside-out or outside-in strategic perspective? What are the implications of this choice...
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...ECCO A/S – Global Value Chain Management Reading assignment questions 1. Describe the competitive environment of ECCO and determine how well ECCO is positioned (compared to competitor) to take advantage of changes in the industry. Answer The competitive environment of ECCO is quite high due to the other of producing shoes such as NIKE, Adidas and Puma etc are the big brand as well. However, the way they positioned themselves is interesting. ECCO positioned itself to be concerned in the quality rather than fashion 2. Analyze ECCO global value chain. How well does this configuration match the drivers in the industry? Answer The ECCO value chain 3. ECCO has a fully integrated vertical value chain. What are the pros and cons of this strategy? What economic and strategic factors should be analyzed to answer this question? 4. How is family ownership affecting ECCO? Comment on the corporate ownership structure and its implications for strategy-making and implementation. What alternatives exist? 1) Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-à-vis competitors) to take advantage of changes in the industry. Use Porter’s five-forces model, the PEST model, and a SWOT analysis to explain your answer. (400 words) ECCO produces mainly casual footwear with an intense focus on high-quality production. In order to deliver the highest quality product, ECCO maintained a fully vertically integrated value chain...
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...-The competitive environment of ECCO is quite high due to the other of producing shoes such as NIKE, Adidas and Puma etc are the big brand as well. However, the way they positioned themselves is interesting. ECCO positioned itself to be concerned in the quality rather than fashion 1) Describe the competitive environment of ECCO and determine how well ECCO is positioned (vis-à-vis competitors) to take advantage of changes in the industry. Use Porter’s five-forces model, the PEST model, and a SWOT analysis to explain your answer. ECCO produces mainly casual footwear with an intense focus on high-quality production.In order to deliver the highest quality product, ECCO maintained a fully vertically integrated value chain situated in various countries leveraging local expertise.Because of this unique situation, competitors found it very difficult to sustain a comparable level of quality. As noted in the case, ECCO finds itself in a highly competitive industry. The primary competitors identified in the case are: Timberland, Clarks, and Geox. For a brief analysis of the strengths of each of these competitors, please refer to Figure 3.As ECCO has recently entered the golf shoe market, they also face stiff competition from firms such as Nike, Rebok, and Adidas. ECCO stands in a unique position among the competitors in that it is the only non-branded manufacturer.The primary competitors of ECCO identified in the case outsource the majority of their manufacturing then uniquely brand...
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...ECCO A/S GLOBAL VALUE CHAIN MANAGEMENT Executive Summary: ECCO A/S is one of the most prominent player in the global shoe industry and is also one of the leading footwear manufacturer in the world. Since its inception in 1963 it aspires to produce top quality, casual comfort shoes with a perfect fit which are pleasant to wear in all weather conditions. The company s USP is top quality of its product with a coupled production of, manual and machine. The production of their leather was in-house and they had a unique direct injection technology. ECCO is a financially strong family owned enterprise and as corporation they focus on constant innovation and high quality products. They started it operations from Denmark, and in a continuous pursuit to gain a global foothold and to optimize its value chain, they have expanded their operations in Portugal, Slovakia, Indonesia and Thailand. They soon plan to invest heavily in China, to setup up a world class manufacturing unit which will cater to at least 25% of its forecasted global demand. ECCO, being a successful and closely knit family owned enterprise had a strong culture of bonding and attachment and it percolated down in the management strategies as well. They strongly encouraged that at least 80% of company s leader should come from inside the company. They were conscious of the fact that in their journey to be global leader, employees were their biggest asset and thus they invested heavily on employee trainings and career development...
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...Company analysis project 2012 Handed out the 23rd of April Hand in the 25th of May List of content 1. DESCRIPTION OF THE COMPANY . 1.1 Company presentation 2. 2. ASSIGNMENTS 11 2.1 Marketing 11 2.2 Organization 12 2.3 Communication 12 3. PURPOSE 12 4. CONTENT 13 5. EXTENSION AND SIZE OF GROUPS 13 6. SUPERVISION 13 7. DEADLINES 13 ECCO achieved record results in 2011 (Source: http://www.ecco.com/en-XI/Media-Center/Annual-Report ) In 2011, ECCO achieved the highest surplus in the company’s history with a profit before tax of DKK 904 million. This highly satisfactory result was particularly due to successful new collections and improvements in sales in most of ECCO’s markets. The outcome could have been even better, if ECCO’s shoe factory and tannery at Ayutthaya in Thailand had not suffered catastrophic flooding in October with considerable human and commercial consequences. Many of the 3,500 employees in Ayutthaya lost both their home and all their belongings. Despite this, they all made an enormous effort both for ECCO, usually incompletely unfamiliar roles, and for the local community. For ECCO, the flooding meant the loss of more than a third of the company’s production capacity. The emphasis was therefore placed on quickly establishing increased production at ECCO’s other factories and among external partners. New production capacity has now been established in Thailand, and ECCO expects to be back in full production by the end of...
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...|[pic] |BA 388T Strategic management | | |Section 02310 | | |SPRING 2014 | Professor Stephen E. Courter Class Time and Location 9:30 -11:00 am GSB 3.106 Office CBA 3.236 Office Hours Mondays 10:30-11:30 am and Thursdays 1:00-2:30 pm Also By Appointment Phone 512-232-3441 E-Mail Steve.Courter@Mccombs.utexas.edu Course Web Page via Blackboard Teaching Assistant Vanessa Gonzales Vanessa.Gonzales@mba14.mccombs.utexas.edu Course Objectives The traditional purpose of this course is to help you integrate your knowledge of the functional areas of business into a holistic view of the firm and thereby determine and execute proper business level and corporate strategies. Additionally, the field of strategic management has developed a number of concepts and models unique to a general management view, and designed to provide the tools to analyze the firm and its environment. A second purpose of the course will be to digest this body of knowledge, and explore real life situations in applying its...
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... MIT-IPC-05-005 June 2005 Breathing Shoes and Complementarities: How Geox has Rejuvenated the Footwear Industry Arnaldo Camuffo, Andrea Furlan, Pietro Romano and Andrea Vinelli MIT IPC Working Paper IPC-05-005 June 2005 We apply the related notions of complementarities and performance landscapes to study strategic positioning in the footwear industry. We use this theoretical framework to analyze Geox, an Italian footwear manufacturer that, in less than a decade, has grown to be one of the world largest brown shoe manufacturers, outperforming the industry in terms of market and financial results. We describe Geox’s choices within four stages along its value chain: product design, marketing and communication, production and supply chain, distribution and retail. We show that, though grounded on product innovation (the Geox breathes® patented system which allows ventilation in waterproof rubber sole shoes), Geox’s competitive advantage has not grown out of operational excellence in single activities in the business, but, rather, derives from a unique and consistent configuration of complementary activities. Such configuration represents an innovative strategic position and corresponds to a high performance peak in the footwear industry performance landscape. The case study provides anecdotal evidence in support of complementarity-based economic theory, showing how complementarities among activities help understand increasing returns to scale, firm size and business growth...
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...------------------------------------------------- Firm Analysis – E&J Gallo Winery Prepared for: Gianluigi Giustiziero Prepared by: Salem Najjar Date: 8 December 2011 ------------------------------------------------- Performance E.&J. Gallo is the world’s largest family owned wine maker, the largest U.S. wine maker by volume, and the largest U.S. exporter of wine. Gallo cultivates more than 3,000 acres in the Napa and Sanoma valleys in California. With over 60 brands including table, sparkling and dessert wines, malt beverages, and distilled products; production and distribution facilities throughout the world; and a strong international presence; E.&.J Gallo is third largest wine firm in the world, with a 3.8% market share (Global Wine Manufacturing, 32-36). Refer to chart below. Gallo is the largest wine supplier in the U.S., commanding 22.7% of the market. Also, in comparison with the financial metrics of other firms in the industry, Gallo’s profit over revenue stands at 17.09%, whereas the industry average is 7.6%. Gallo’s sales grew 7% in 2010 as a result of acquisitions and the ongoing success of its Millennial-targeted Barefoot Cellars (up 33.3%) and Twin Valley (10.3%) brands. Twin Valley is described as a “step above” boxed wine (Mintel, Wine-US). With its strong brand and competitive strategy, E.&J. Gallo Winery has been able to weather the economic recession fairly well, capturing over $3.2 billion in revenues last year (Global Wine...
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...Multinational Management Course unit code: BMAN 70012 Credit Rating: 15 credits 1 Instructors Contact details Umair.Choksy@mbs.ac.uk Room: MBS East F3 Office hours: by arrangement Noemi.Sinkovics@mbs.ac.uk www.manchester.ac.uk/research/noemi.sinkovics Phone: (0161) 275 6492 Room: MBS East F11 Office hours: by arrangement Name Umair Choksy (US) Course unit coordinator Dr Noemi Sinkovics (NS) The University of Manchester, Manchester Business School, Booth Street West, Manchester M15 6PB, UK 2 Course unit Objectives This course has three interrelated and equally important objectives: i. ii. iii. 3 Introduce key multinational management concepts, and illustrate their applications. Understand multinational mentalities and develop strategic and critical thinking in relation to multinational management. Understand the management challenges associated with developing strategies and handling the operations of firms whose activities stretch across national boundaries. Learning Outcomes On successful completion of the course unit, students are expected to: i. ii. Demonstrate an understanding of the theoretical and managerial fields of multinational management. Understand how multinational firms are managing in competitive environments, what are on-going tensions between the competitive and co-operative approaches to strategy and competitiveness faced by the multinational firms and the changing role of headquarters and subsidiaries in the development of multinational corporations...
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...they went public. It wasn’t until 2008 that the company entered into the sports shoe market. Geox took a risk launching its golf shoes because the industry was highly competitive but Mario believed in Geox. In 2009, just after 14 years of being a company Geox was known throughout the globe. After gaining knowledge of Geox during the time period of 2005-2009 and their competitors and markets I have developed recommendations that will help Geox grow even more in the world. My recommendations are as follows: Recommendation 1: Develop a new brand for the sporting industry Recommendation 2: Continue to globalize I have given my recommendations in the following section. Following the recommendations is an appendix, which includes an analysis break down of the industry, their competitors, and company. Recommendation 1: Develop a new product line Major issue: Geox manufactures only lifestyle footwear and golf shoes along with a jacket that has the breathable technology. Executions: Geox has over 50 patents covering their technology, equipment, material, and processes yet they are going manufacturing lifestyle shoes and just recently joined the sporting goods industry with...
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...COMPANY OVERVIEW 3 INTRODUCTION 3 ORGANIZATIONAL STRUCTURE 4 PRODUCTS 4 COMPETITOR 5 MARKET 5 POSITION AND DESCRIPTION OF DUTIES 6 POSITION 6 HUMAN RESOURCE DEPARTMENT 6 R&D 7 FINANCE 7 OTHER TASKS 7 ORGANIZATIONAL ANALYSIS 8 INTERNAL POTENCY 8 INTERNAL DEFICIENCIES 9 EXTERNAL OPPORTUNITIES 9 EXTERNAL THREATS 10 IDENTIFICATION OF A MAIN PROBLEM 10 RECOMMENDATION 11 LEARNING OUTCOMES 12 ACCOMPLISHMENTS 12 RESPONSIBILITIES DISLIKED 12 APPLICATION OF THEORETICAL KNOWLEDGE 13 CAREER ADVANCEMENT 13 COMMENTS 14 REFERENCES 15 ANNEXURE 16 EXECUTIVE SUMMARY Servis Group is Pakistan's largest footwear manufacturer and exporter. It also has interests in retailing. Its Group Company, SSC Private Limited, is the country's largest retailer and wholesaler of footwear. The Group was set up in 1958 and today has sales of more than PKR 9 billion. The Company runs its footwear retail business under Servis brand as Servis Shoe Stores. It has further established some of the most loved footwear brands including Don Carlos, Cheetah, Calza, Liza, Toz, and Skooz. It also has distribution alliances with leading international brands in footwear including SERVIS, CAT and exclusive franchise of ECCO in Pakistan. SSC a part of Servis Group Which has a rich heritage spanning over half a century and is today regarded as one of the most respected corporate citizens. The Group invests actively in CSR initiatives and projects – nationally as...
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...and deploy it in their worldwide operations. An XPS is synonymous with a tailored corporate-wide improvement programme. The purpose of this paper is to explore the circumstances under which an XPS can provide a competitive advantage. Methodology: We use an explorative case study methodology to investigate the link between the establishment of an XPS and competitive advantage. Specifically we investigate the part of the Volvo Group’s globally implemented Volvo Production System (VPS) that aim to improve the manufacturing processes worldwide. Due to its historical trajectories, Volvo constitutes a unique case for studying the trend and effects of XPS. The resource-based view of the firm provides the theoretical foundation for our analysis. Findings: We conclude with four research propositions. P1: In industries with widespread XPS implementation, an XPS is a necessary resource for achieving competitive parity; P2a: Early-starters get an instant temporary...
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...ANÁLISIS ECONÓMICO DE MARUTI | SUBMITTED TO:- SUBMITTED BY:-DR. R.L. CHAWLA GARIMA SUNNY ARYA RITIKA SABARWAL SWARAJ S. SIDHU YASHASVI YADAV | MARUTI SUZUKI INDIA LIMITED (MSIL). COMPANY AT A GLANCE HISTORY * Year of Establishment – 1981 * MUL was established by Govt. to meet the growing demand of personal mode of transport caused by the lack of efficient public transport system. * MUL launched Maruti -800 as its 1st car in Dec,1983 for Rs. 47,500 MERGER BETWEEN SUZUKI MOTORS CORP. & MARUTI UDYOG LTD. * Maruti Suzuki India Ltd. Is subsidiary of Suzuki Motors , Japan * MSIL has been the leader of Indian car market for over 25 years now. * The company has two manufacturing units located at Gurgaon and Manesar. * Number of employees >8500 * The company offers...
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...Strategic Report for The Callaway Golf Company Innovation through Collaboration Scott Damassa Amy MacKinnon Alisher Saydalikhodjayev April 14, 2007 Harkness Consulting Table of Contents Executive Summary ................................................... 3 Company Background ................................................ 5 Competitive Analysis.................................................. 7 Internal Rivalry ................................................................ 8 Entry .............................................................................. 12 Substitutes & Complements ........................................... 13 Buyer & Supplier Power ................................................. 14 SWOT Analysis ..........................................................15 Strengths ....................................................................... 15 Weaknesses ................................................................... 15 Opportunities ................................................................. 16 Threats........................................................................... 16 Financial Analysis .....................................................16 Strategic Issues & Recommendations .......................21 References…………………………………………………………25 Harkness Consulting 2 Executive Summary Harkness Consulting has been asked by Callaway Golf to assess its strategic market position and to make recommendations for improving...
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...RETAIL PLAN ROBINSONS MAGNOLIA A Final Paper Presented to the Marketing Department De La Salle University In partial fulfillment Of the course requirements .in MARKRET. Del Carmen, Michelle Felizardo, Miguel Moynihan, Danny Tan, Miya Yatco, Jethro August 28, 2013 A. Assessment of the Mall Retail Audit by Classification *See Appendix A Target Market Description This mall caters to a demographic of young professionals with an age ranging from 23-30 both male and female genders either single or newlyweds in the B and C socioeconomic classes. they are the dominant demographic that the mall caters to this is reinforced by the abundance of the available condominiums within the area making the mall and the area around it a mixed use development. this ensures the inevitability of the residents of these condos, which will most likely be yuppies due to the “condo living” nature of these residences, will definitely buy from nowhere else but robinsons magnolia since it is just simply convenient to do so. Although the mall is situated in an area with quite a number of educational establishments such as LSGH and it gets a lot of visits from students that are in the area it is really still the yuppies that bring in the most business since they are the ones that have the most purchasing power. any revenue produced from the students is usually either on impulse such as an after final exam binge or the fact that it is really just the nearest place to make a purchase so the mall also leverages...
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