...1) What do you believe is Ben & Jerry's management orientation and view toward global expansion? Provide evidence from the case to support your opinion. Ben and Jerry’s management orientation would be an ethnocentric one. It had been previously stated that Cohen had not wanted to expand into foreign markets purely for growth’s sake. As such, the few international ventures the company did partake in only amounted to $6 million in sales in 1997. The United Kingdom venture was also taken due to a promise to donate 1% or profits to charity, which was in keeping with their current marketing strategy. The greatest factor supporting my opinion would be that Ben and Jerry’s rarely implemented marketing strategies for this foreign ventures. This meant that currently implemented domestic strategies were applied to very different international markets. There was no consideration was given on culture, habits, and buying power of cosumers. Therefore, a market dependent marketing plan and distribution strategies were missing. 2) Which of the environmental factors do you think are the two most important to the decision whether or not to expand into Japan? Discuss at least two at length, providing evidence from the case narrative, and what the implications of the environments are with respect to the pending decision. The economic environment is surely one of the largest factors influencing the decision to any company and therefore, serves as a major factor to expand into the Japanese market...
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...The basic issue of the case is a company called Paragon Tool possibly merging with Monitor Robotics. The CEO that goes by Nicky, has to weigh all the options and compare the costs to the benefits. The merger might not sit right with the community, which has a lot of respect for the company the way it is right now. Another possible issue is a failure in the merger such as the Monitor Robotics technology not being able to be used with Paragon machines. This would mean a huge cost with the possibility of having to let go of employees by downsizing to try and stay afloat. On the other hand if it was successful the merger would bring in more employees, more customers, and just make the company better in general. Problems with merger also includes the current CFO William Littlefield who is very opposed to the merger, and Paragon Tools would have to consider the cost of losing him as well as hiring another knowledgeable CFO to replace him. Another issue brought up in the case is upper management not being unanimous in the approval of this merger. To have any chance for success in this merger, all the upper management has to agree on it because the employees will pick up on any hesitation and it could send the whole process awry. PART II: Using a minimum of 200 words each answer the following questions. (50 Points) 1. Why might Paragon Tool want to pursue acquisition of MonitorRobotics? What are the associated risks? Paragon would want to acquire Monitor to expand its current...
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...Muhammad Ateeb Khan 260362190 Patagonia Case Company Objectives: To earn sufficient profit by delivering innovative, excellent, useful products and service to customers without the pursuit of growth for growth’s sake. To reduce or reverse the environmental harm caused by company operations Strategy: Designing high-quality outdoor equipment and clothing. “Quality” is the way of doing business for Patagonia. This includes Quality products, quality service and quality life of employees. Internal Controls: The company initiated a program called “The workbook process” that was aimed to get the employees actively involved with the companys performance and also to assess which work groups were meeting their targets and which weren’t. The Workbook process involved making every department’s and corporation’s plan visible to all employees and encouraged employees to become actively involved in the planning and operating review process. This process also made monthly department and corporate financial and operating repots visible to all employees. This new system was initiated as an improvement to the company culture of concern for employees’ quality of life, which in turn reflected motivation to serve company objectives The Company uses results controls to monitor and direct the actions of its employees. The workbook process was designed for this very reason so that employees can be fully aware of the objectives their group needs to accomplish for the financial year and...
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...The six important characteristics leading to success and profitability of Marco polo logistics will be: Providing high-quality of service in markets which are currently either unserved, under-subscribed or poorly served by existing air freight, thereby setting a new trend and new pace in air freight service Employing cost-effective, skilled staff , updated regional aircraft which will be right for the competitive market and route, leading to the higher load factors, improved efficiency flexibility and reduced cost, greater time saving , satisfaction, and higher profits margins. Outfitting these modern aircraft with latest aviation technologies, navigational equipment will help to ensure highest level of, punctuality, reliability, customer satisfaction and safety of baggage and carriers. Utilization of the modern, latest electronic informational technologies in cargo tracking; and operational oversight. Techniques like as online check-in; , resource planning, online quality control , cargo and baggage tracking, loading and unloading with advance technology and customer service, operational oversight , this all will reduce the staffing requirements while offering ease-in -use and greatly increase access by, and the convenience for the customer. Recognition that everyone is not geared for electronic world, leading marco polo logistics air freight to provide high level of the non-electronic service alsol, particularly to many newer, and less-experienced...
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...Ben & Jerry’s Case Study By: Niesha M. Felder February 22, 2014 MRKT 454 1. What do you believe is Ben & Jerry's management orientation and view toward global expansion? Provide evidence from the case to support your opinion. Ben Cohen and Jerry Greenfield, the forefathers of Ben and Jerry’s, management orientation skills were very unique, promoting a free spirit approach for employees. Ben Cohen and Jerry Greenfield were not the standard corporate managers, instead they were quite bias against traditional business practices because of the short-term interests as well as large profits; most commonly corporate managers are under pressure to produce shareholders’ demands. Ben Cohen and Jerry Greenfield did not place emphasis or value, on cash, equipment and inventory; the “tangible assets” of the firm. Instead, Ben Cohen and Jerry Greenfield focused on “intangible assets” such as social concerns, quality of life, charity, and reputation, but in their minds the “intangible assets” were just am important if not more important. Ben Cohen and Jerry Greenfield business values were based on growth, shareholder value, and the overall care/quality of employees. Ben Cohen and Jerry Greenfield were intentionally slow to embrace the foreign market (Kursh, Lant, Majeske, Olver, Plant, 2014). Ben Cohen was quite reluctant to embark on global expansion because he felt that it did not coincide with the mission of Ben & Jerry’s. On the other hand, Jerry Greenfield...
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...Introduction Burger King is the world’s largest flame broiled fast food restaurant chain. As of 2011, Burger King operates restaurants in 12,300 locations serving over 11 million guests daily in 76 countries and territories worldwide (Burger King , 2011). Burger King’s core competency is its unique flame-broiled burgers. This process is difficult to imitate and helps differentiates Burger King from other fast food chains that fry their burgers instead. So much so in fact, no other fast food provider flame broils their burgers. In addition, Burger King allows and encourages consumers to customize the unique flame-broiled burgers with options to their liking. This creates a win-win situation for both Burger King and the consumer. Burger King has the benefit of offering a different product and the consumer benefits by having numerous burger options. Although Burger King has expanded its menu selections, they have remained true to their original flame-broiled burgers. This product gives them an advantage over other fast food chains. Facing intense competition and limited growth opportunities domestically, Burger King hopes strengthen their competitive stance through international expansion. By mid 2009, Burger King was not in any of the following countries: France, India, Nigeria, Pakistan and South Africa. Compare these countries as possible future locations for Burger King. In looking for new countries to enter, Burger King needs to identify countries that fit its ideal demographic...
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...and how it can achieve with the help if various references is what I am going to mention in this case study. Introduction Alcohol Beverage can be defined as a drink containing more than 1.5 percent in volume and containing ethyl alcohol can be classified as alcohol beverage (Definitions.uselegal.com.2015).It is said that there is account of alcoholic beverages from 6000-7000 B.C. (Gately. 2008). It is also said Beer is one most oldest and popular drink identify by human civilization (Bellis, 2015). Alcohol Beverage are made up of two process such as fermentation and distillation. There are various classification of alcohol beverages in around the world the most famous ones are wine, liqueur, beer, whiskey, vodka, Tequila, rum, champagne, sake and soju. It was predicted that global alcoholic beverage industry will be comprised of $1 trillion dollar in year 2014 which would be 10% increase in last 5 years with a consumption of 210 billion liters (Pearson, 2014). Considering classification beer is most consumed drink in the world after that spirit than wine. According to Wright (2011) the most top 3 consumed drink in the world in year is Jinro soju (676555000 cases), Ruang Kao Thailand (30000000 cases) and Smirnoff vodka (2441400 cases). Soju is said to be known or first distilled around 1300 AD during Mongol invasion in Korea....
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...Chapter 10--Corporate-Level Strategy: Formulating and Implementing Related and Unrelated Diversification Student: ___________________________________________________________________________ 1. Diversification is the process of a company entering new industries distinct from its core industry, using a multibusiness model. True False 2. Free cash flow refers to additional funds from a government stimulus program. True False 3. If a company generates free cash flow, that money technically belongs to shareholders. True False 4. Transferring competencies across industries involves taking a distinctive competency developed in one industry and implanting it in an existing business unit in another industry. True False 5. A 100-year-old industrial giant, 3M serves as an example of how a company can leverage technology to create successful new business. True False 6. If a company's core skills are highly specialized and have few applications outside the core business, then a company should pursue a related diversification strategy. True False 7. A company should pursue related diversification only to enhance the competitive position of its core business. True False 8. Economies of scope arise when one or more of a diversified company's business units are able to realize cost-saving or differentiation advantages because they can more effectively pool, share, and utilize resources or capabilities. True False 9. Firms with superior strategic...
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...Table of contents Sl No. Details Page 1. Introduction 2 2. Company Background 3 3. Organizational structure of Unilever 4 4. Stakeholder Analysis of Unilever 5 5. Stakeholder and their influence on Unilever and Oxfam 6 6. SBMP of Unilever for 21th Century 7 7. Comparison between Unilever and Oxfam: An overview of SBMP 8 8. Analysis of the SBMP of the two organizations 10 9. Conclusion 10 10. Reference i Introduction Unilever: “Creating a better future every day.” With 400 brands spanning 14 categories of home, personal care and foods products, no other company touches so many people's lives in so many different ways. Unilever’s brand portfolio has made the company leaders in every field in which it work. It ranges from much-loved world favourites including Lipton, Knorr, Dove and Omo, to trusted local brands such as Blue Band and Suave. From comforting soups to warm a winter's day, to sensuous soaps that make you feel fabulous, its products help people get more out of life. The company constantly enhancing company’s brands to deliver more intense, rewarding product experiences. It invests nearly €1 billion every year in cutting-edge research and development, and has five laboratories around the world that explore new thinking and techniques to help develop its products. (www.unilever.com) Oxfam: Oxfam GB is a leading international NGO with a worldwide reputation for excellence in the delivery of aid and development work. Its purpose...
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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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...Table of Contents Executive Summary 3 Industry Success 3 Coach Strategy 3 Company and Industry Overview 4 Company Overview 4 Industry Overview 5 Apparel and Accessories Industry 5 Luxury Products Industry 5 Michael Porter’s five forces model 8 Competitive Force 1: Rivalry among Competing Sellers (Moderate) 9 Competitive Force 2: Threat of New Entrants (Low-Moderate) 9 Competitive Force 3: Threat of Substitute Products (Moderate-High) 10 Competitive Force 4: Bargaining Power of Suppliers (Low) 10 Competitive Force 5: Bargaining Power of Buyers (Low) 11 Industry Driving Forces 11 Increasing Globalization 12 Marketing Innovation 12 Changing Societal Concerns, Attitudes, and Lifestyles 13 Key success factors 13 Cost 13 Quality 14 Brand Image 14 Competitive strategy analysis 14 Vertical Integration 15 Transaction Cost Economics 15 Cooperative Strategies 16 Offensive Strategies 16 Defensive Strategies 17 First Mover Advantages 17 Financial Effects 17 SWOT Analysis 18 Strengths 19 Good Position – Strong Brand Image of “Affordable Luxury” 19 Excellent Customer Service 19 Strong Performance despite Weak Economy 19 Comprehensive Distribution Channels 19 Strong Financial Position 20 Weakness 20 Geographic Concentration 20 Dependence on Independent Manufacturers for Procuring Merchandise 20 Declining Operating Margins 20 Opportunities 20 Expanding Market 20 Joint-venture 21 Gaining Higher Revenue by Increasing Online Sales 21 Threats 21 Counterfeit...
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...9-201-079 REV: MARCH 28, 2002 ANDRÉ F. PEROLD On April 14, 2000, Ford Motor Co. announced a shareholder Value Enhancement Plan (VEP) to significantly recapitalize the firm’s ownership structure. Ford had accumulated $23 billion in cash reserves, close to the company’s largest ever cash position and significant relative to Ford’s $57 billion equity market capitalization. Under the VEP, Ford would return as much as $10 billion of this cash to shareholders. In exchange for each share currently held, the plan would give stockholders one new share plus the choice of receiving $20 either in cash or additional new Ford common shares. Ford also announced that it would distribute ownership of its Visteon Corp. parts unit to shareholders. Ford’s share price had performed poorly over the previous year (Exhibit 1), and the proposal drew a positive reaction from analysts who had been urging the company for months to distribute cash to stockholders. Some hailed the VEP as the boldest step yet by Ford Chairman William Clay Ford Jr. and Chief Executive Officer Jacques Nasser to convince investors that they were undervaluing the world’s No. 2 automaker. However, the plan raised a number of questions for investors. Why was Ford proposing this transaction instead of a traditional share repurchase or a cash dividend? How did the interests of the Ford family factor into this decision, and what did the transaction imply about the future involvement of the family in the company...
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...S w 999A37 BEN & JERRY’S — JAPAN James M. Hagen prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 1999, Ivey Management Services Version: (A) 2010-08-10 On an autumn evening in Tokyo in 1997, Perry Odak, Angelo Pezzani, Bruce Bowman and Riv Hight gratefully accepted the hot steaming oshibori towels that their kimono-bedecked waitress quietly offered. After a full day of meetings with Masahiko Iida and his lieutenants at the Seven-Eleven Japan headquarters, the men from Ben & Jerry’s welcomed the chance to refresh their hands and faces before turning to the business at hand. It had been just over nine months since Odak had committed to resolving the conundrum of whether to introduce Ben & Jerry’s ice cream to the...
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...Building a Visionary Company James C. Collins Jerry I. Porras Above all, there was the ability to build and build and build—never stopping, never looking back, never finishing—the institution.... In the last analysis, Walt Disney's greatest aeation was Walt Disney [the company]. —Richard Schickel, The Disney Version' I have concentrated all along on building the finest retailing company that we possibly could. Period. Creating a huge personal fortune was never particularly a goal of mine. —Sam Walton, Founder, Wal-Mart^ magine you met a remarkable person who could look at the sun or stars at any time of day or night and state the exact time and date: "It's April 23, 1401, 2:36 A.M., and 12 seconds." This person would be an amazing time teller, and we'd probably revere that person for the ability to tell time. But wouldn't that person be even more amazing if, instead of telling the time, he or she built a clock that could tell the time forever, even after he or she was dead and gone?' Having a great idea or being a charismatic visionary leader is "time telling"; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is "clock building." The builders of visionary companies tend to be clock builders, not time tellers. They concentrate primarily on building an organization—building a ticking clock— From 6u/;t to Last by James C. Collins and Jerry I. Porras. Copyright © 1994 by James C. Collins and Jerry...
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...Term paper on “The Airline Industry in Bangladesh : A management Colosseum” Faculty of Business Studies Bangladesh University of Professionals (BUP) The Airline Industry in Bangladesh : A management Colosseum Submitted to Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor, Strategic Management Faculty of Business Studies Bangladesh University of Professionals (BUP) Submitted by 1. Priodarshine Auvi (EV1202026) 2. Mohammad Abdul Momin (EV1202027) 3. Kazi Kamrul Alam (EV1202029) 4. Mahbubur Rahman (Ev 1202028) 5. Maruf Hossain (Ev 1202014) LETTER OF TRANSMITAL Aug 27, 2013 Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor Strategic Management Faculty of Business studies Bangladesh University of Professionals (BUP) Subject: Submission the term paper of “The Airline Industry in Bangladesh: A management Colosseum” Dear Sir, With due respect and humble to inform you that it is my pleasure to submit this report on“The Airline Industry in Bangladesh: A management Colosseum”. As your valuable suggestions and guidance, we have tried my best to prepare the report properly. There may be some shortcomings. We would be grateful if you consider those as excusable points and we like to thank you for your kind cooperation. Despite the limitations, we sincerely believe that you...
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