...Globalisation can be described as a free way of doing business with free transaction of capital and workers around the globe. It is the method by which economic boundaries are broken down among each geographic region, province or state which lets nations to trade freely and effectively between themselves with no fear of being financially penalised. The retail fashion industry is facing the same issues as other industries and outsourcing, intellectual property and piracy are challenges that they have to address. Nowadays, majority of fashion companies are relocating clothing manufacturing in countries such as China, Taiwan, India or some other cheaper cost manufacturing nations; even the biggest designer companies who normally take pride in making their own clothing locally are among this trend. Several years ago, many small retail companies used to be owned by families for many generations with loyal based customers. Those small family businesses were purchased by multinational companies which now manufactured their own brand to serve the middle market. They will keep their prices generally high and will pretend that the goods are handmade in Europe by artisans. Unfortunately the practice of this strategy is no longer true although they are trying very hard to hide the fact. As the “made in” labels tags for outfit in general, is no longer compulsory in Europe, some companies, specifically designers (Gucci, Prada, Dolce & Gabbana and others) will manufacture part of the...
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...Tatt and Peter Smith Department of Primary Industries and Fisheries • Queensland The Department of Primary Industries and Fisheries (DPI&F) seeks to maximise the economic potential of Queensland’s primary industries on a sustainable basis. This publication has been compiled by the Trade, Markets and Investment Unit. While every care has been taken in preparing these publications, the State of Queensland accepts no responsibility for decisions or actions taken as a result of any data, information, statement or advice, expressed or implied, contained in this report. © The State of Queensland, Department of Primary Industries and Fisheries 2008. Copyright protects this material. Except as permitted by the Copyright Act 1968 (Cth), reproduction by any means (photocopying, electronic, mechanical, recording or otherwise), making available online, electronic transmission or other publication of this material is prohibited without the prior written permission of the Department of Primary Industries and Fisheries, Queensland. Copyright inquiries should be addressed to: Intellectual Property and Commercialisation Unit Department of Primary Industries and Fisheries GPO Box 46 Brisbane Qld 4001 or copyright@dpi.qld.gov.au Tel: +61 7 3404 6999 Table of contents Acknowledgements … iv Executive summary …5 Project overview …6 Opportunities for exports to the EU …7 Australian avocado industry...
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...growth in 3 years Unprecdictability of customers inspite of market research Opportunity cost of stores being out of products customers wanted had to be very high 20% operating margin 10% net margin 1987-2005 the annual growth rate of 12% operating profit45 % above industry average 25% Estimate COGS 15% of goods sold Logistics 13 % margin 14 % Countries raw materials were purchased – France and neighbouring European countries 1200 SKU – Stock Keeping Units 8 Facilities – 6 – France, 1 – Spain, 1 – US 3600 labour force 6-8 weeks supply to be delivered 2.5 month of raw material inventory Made to order trunks - 110 hours each -12,000 euro /each 24 people – 120 bags / day Avg cycle time for bags – 6 days In France the products remained in the storage for a month at cergy-pontoise 2% of all fashion related ,short life cycle products had to disposed every year Senior manager view – Anticipate Demand Should have less hurry to stack stores up 5 back up warehouses across the world Distribution: 230 stores in 1998 / 340 stores in 2005 Each store size – 450-500 square feet 1600 sq feet store in paris champs elysees 6th most visited monument in france Every month the store manager draws an estimate of their replenishment of of requirement. Ship and Arifreight to avid long delivery overdue Marketing budget – 20% in 2005 Advertising -5 % Problems: Air traffic reduce after 9/11 Product availability / new product...
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...is well known for it’s wide range of functional, uniquely designed, low-priced home furnishings that has 330 stores across 40 countries. With its annual turnover reaching 140billion USD many are wondering what the stores secret to success is. This report will take a strategic approach into analysing IKEA’s competitive advantage through Porter’s value chain model, which divides the actions of a firm into two categories: support activities that can assist businesses to become successful in the marketplace, in Ikea’s case these are Human Resource Management, firm infrastructure, procurement and technology development. The second category, which this essay will look closely at, are the primary activities such as inbound logistics, operations, and outbound logistics, marketing and sales and service. IKEA’s supply chain management has gone from decentralised to centralised planning of its network of suppliers, distribution centres (DCs), stores and forwarders. This has taken them from a fragmented management to a coordinated, centralised supply chain planning (Jonsson, Rudberg and Holmberg, 2013). With IKEA’s stakeholders demanding to know the origins of the supplier’s ethics towards their workers and the environment, IKEA are recognising that their supply chain must be sustainable, transparent and not opaque, creating a fundamental competitive advantage within its market (The Guardian, 2016). With over 300 stores in more than 30 countries and 42 distribution centres worldwide, Ikea...
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...resources and competences. This document seeks to analyze the external and internal forces that have influence on the company, in order to determine strengths, weaknesses, threats and opportunities. Nevertheless, the core of this work it to diagnose the interaction between the above, and the Marketing and Communication strategies that Swatch implements nowadays CONTENT Corporate Presentation 3 External Analysis 9 PESTEL 10 Political 10 Economical 10 Social 10 Technological 10 Ecological 10 Legal 10 Porter's 5 Competitive Forces 12 Mc Kinsey matrix 14 Internal Analysis 16 Value chain 17 Infrastructure 17 Human resource management 17 Technology development 18 Procurement 19 Operations 20 Outbound logistics 21 Marketing and sales 21 Service 22 Swatch in deep: Marketing Mix 23 SWOT Analysis 26 Competitors Analysis 29 Festina 30 Casio 31 Seiko 33 Rolex 35 Corporate Presentation Swatch Swatch is a company that belongs to Swatch Group. Swatch is a manufacturer and distributor of watches; they have a vertical integration with the suppliers of watches and other...
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...MANAGEMENT www.ibscdc.org 1 Efficient Project Management at TransWorks Information Services Pvt. Ltd., an Indian-based BPO Company This is a real life case taken from a service industry; it discusses the real life problem faced by a BPO Company. It focusess on the problems faced by the calling agents and the management as a whole, many a times it so happens that the management perceives a problem in a different angle and the solution eludes them; this causes a lot of frustration on the part of employees and management resulting in mass attrition. The real concern today for any call centre company is its high attrition rate; the basic reason being the discord between the management and the employee. The employees look out for a congenial and empathetic management and shift to the other competing companies when offered a good work environment. This case study throws light on one such aspect where a mass attrition was avoided by the top management by strategic and lateral thinking. Pedagogical Objectives • How a manager dealt with such a challenging project with support of his team of 14 fresh trainees • How he managed to save the project and bring about some wonderful changes to glide through the difficult times • How innovation and teamwork can change things for an organisation. Industry Reference No. Year of Pub. Teaching Note Struc.Assign. Business Process Outsourcing (BPO) OPS0022 2008 Not Available Not Available the ERP software package, and the problems they faced...
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...pleasure of eating well every day. History of Picard Surgeles Ads by Google VMware® Virtual Servers Get the Reliability of VMware® with a Cost-Effective Package for SMBs. www.VMware.com/vSphere Business Opportunity Connect with suppliers & exporters from China & Asia. Free Service. www.hktdc.com Invest in Land in Brazil Double your investment in a short period, with a low risk investment www.landcorpnews.com FundCount Software Private Equity Accounting Software for Professionals www.fundcount.com Picard Surgeles is France's leading frozen foods specialist. The Font ainebleau-based company operates as both a manufacturer and a distrib utor, with a network of more than 500 retail stores throughout most o f France. The company also operates an e-commerce capable web site an d offers home delivery services. Picard's revenues of more than EUR 7 85 million ($890 million) gives it a market share of more than 12 percent of the total French frozen food market, as well as approxima tely one-third share among the country's frozen food specialists reta ilers. Picard has distinguished itself through a commitment to high q uality and innovation. Some 95 percent of the more than 1,000 product s on offer at the company's stores are either produced by Picard or p roduced exclusively for the company, and sold under the company's own brands, especially the...
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...Logistics Case Study: California Strawberry Competitiveness in Chicago, Paris and Tokyo. Professor: Jonathan M. SELTZER Submitted: 19.02.2016 Strawberries are popular worldwide due to their organoleptic qualities, nutrient content and versatility. The international trade of strawberries, fresh and processed, has grown in recent years with global sales of 1,533,000 tonnes in 2013, a 29% increase from 2006 according to data from Trade Map. This following report focuses on the ability of California’s strawberries to compete in the Chicago, Paris and Tokyo markets and the logistical details of their distribution to each market. CALIFORNIA STRAWBERRY PRODUCTION The following data comes from the California Strawberry Commission. California is the largest strawberry producing state in the US, which is the largest strawberry producing country in the world. In 2014, more than 2.3 billion pounds, equivalent to more than 1 million metric tons, of strawberries were harvested. This accounts for 88% of the nation’s strawberry production. Despite recent shrinking strawberry acreage, California continues as the leading strawberry producing region in the world and is expected to supply over 79% of the volume consumed in the U.S in 2016. Due to its coastal climate, moderate temperature and rich soil, California is capable of producing strawberries year-round with peak crop harvest availability between April and July. It should be noted that California’s ability to maintain its...
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...grenade launchers. It has subsidiaries in the UK, France, and the US The type of industry of the firm we choose to analyze is defense manufacturing industry. It mainly focuses on manufacture of weapons and military technology and equipment. As it is a global business that manufactures weapons and military technology and equipment. The arms industry also conducts significant research and development and provides other logistics and operations support. Industrialized countries have a domestic arms industry to supply their own military forces. Some countries also have a substantial legal or illegal domestic trade in weapons for use by its citizens. Heckler and Koch is the defense manufacturing company of Germany, an industrialized and developed country in the world. This firm face problems when it run its operation with other giant firms of foreign counties e.g. United States, Russia, UK, France and others. In its own national border there are a lot of arm manufacturers e.g. Hugo Schneider AG, Alkett, Berlin-Lübecker Maschinenfabrik, Deutsche Waffen und Munitionsfabriken, Hartmann & Weiss. The arms trade has also been one of the sectors impacted by the credit crunch, a reduction in the general availability of loans (or credit) or a sudden tightening of the conditions required to obtain a loan from the banks. Major competitors in this industry are the producer of defense instruments. In most of the developed this industry is handled by the government. Heckler and Koch face...
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...Turning Client Vision into Results Atos Origin & RFID February 2005 The Integrated IT architecture of the Real Time Enterprise 5 Turning Client Vision into Results The Integrated IT architecture of the Real Time Enterprise Strategic Enterprise Management Data Warehouse SCM WMS ERP MES CRM SCE Equipment E-Monitoring Chained into reality with RFID…. 6 Turning Client Vision into Results RFID Markets & Applications RFID-EPC enabled systems offer significant benefits in a wide variety of supply chain oriented applications Retail Lower Labor Costs Out-of-Stock Triggers Reducing Shrinkage Reducing Inventories Locating Products Real-time supply/demand data Smart Shelves Reverse Logistics Customer Convenience Healthcare/Pharma Tracking Hospital Equipment Patient ID and Tracking Preventing Medication Errors Tracking Samples, Vials etc. Environmental Monitoring (e.g. Blood...
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...Toyota in Europe Kaizen “Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.” From Looms to Cars: Toyota’s History Global Toyota Toyota in Europe The Toyota Production System 30 5. Customer First 34 6. Sustainability: Economic, Environmental and Social Stewardship 38 7. The Vehicle Line-Up 46 8. Motorsport & Formula One 58 9. The Toyota Work Experience 60 4 | Toyota’s European Network March 2008 edition | 3 Foreword Dear Reader, Since the early 1960’s, Toyota’s presence in Europe has grown and changed, keeping pace with the changing vehicle tastes and requirements of the European public. Since 1992, when the first of our European production facilities was opened in the UK, Toyota has invested almost €7 billion throughout Europe. We now employ approximately 80,000 people and have nine European manufacturing facilities. But the construction of vehicle and engine assembly plants is only part of the story. In 2007, we also expanded our technical centre in Belgium, investing an additional €75 million to ensure that Toyota and Lexus vehicles continue to meet the high engineering and design standards of European customers. Another major investment was the new European Global Production Centre in the UK, established for the training of production staff and supervisors from all over Europe. Toyota also continues to invest heavily in the training...
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...kept. Concerned, McMullen called a meeting of MDCM’s senior executives to discuss the situation. “Our jobs depend on what happens the next few quarters. I know we have a good strategy, but we need to get our implementation right,” he explained. CFO Sharon Leis responded, “Well, our margins have been shrinking for eight consecutive quarters. We’ve got too much in working capital, not to mention one of the least efficient cost structures in the industry. I can’t fix any of these things, though, because by the time I get any information, it’s often more than forty-five days old! In my mind, we need to continue to cut costs.” Pat Perry, the vice president of marketing and sales, argued, “Our marketing and sales staff is actually really productive, maybe the best in the industry. But we spend a lot of time on tasks that could be done by customers using some type of self-service technology. I’m talking about online ordering and account management. It also kills me that the pilot customer relationship management system in France hasn’t done much for me. My people can be twice as productive if they’re getting information when they need it, not a week...
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...Threat of new entrants • The entry barriers of this industry is low which means a lot of similar products can easily enter into this field and pose threats to Mixa’s profits by differentiating the market. Thus the threat of new entrants for Mixa is high. • No particular governmental policy is published to intervene the beauty care (hand cream) market. Companies (products) in this industry only have to meet the safety standards, which facilitates the entry. • For producing a hand cream, the important procedure is R&D, to integrate different ingredients, which requires raw materials, machines (extraction and integration), technicians, labors and time. The main capital lies in the technical part. But as the producing technique is growing mature, the capital required entering into the industry is getting lower. • It is “the expert of dry skin” that differentiates Mixa from other beauty care brands. Mixa’s first success was largely due to its groundbreaking use of “allantoin”. This ingredient had never before been used in skin care products such as Mixa’s hand cream. • The brand—Mixa is much more famous in France. It loses competitiveness in Asian market compared to brand like Nivea, Carrefour and bodyshop. • Access to distribution is becoming easier due to the development of public media and transportation. Through logistics companies and transportations as plane, cargo ship and train, products produced in different countries (especially where labors are cheap) can be delivered...
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...ETUDE DE CAS Thai Polyester Company I. A. Identity of the French firm - This firm has a very big success in France: it’s one of the largest chemical groups in France. - The sector of activities is the following: basic chemicals, fine chemicals, pharmaceuticals, textiles, agro-chemicals and fibers). - This firm is used to deal with foreign partners: half of the turnover came from export and foreign subsidiaries especially with the northern hemisphere and Latin America. - The organization is not the best: the group gives autonomy to divisions which were separate legal corporate entities. - The new sector will be the following : manufacturing and marketing of polyester staples and threads I. B. Identity of the Thai firm by Mr Yipsoon - Mr Yipsoon knows very well the Chinese culture because he has Chinese origins. That could be a good point if the firm will have partnership with China in the future. - Mr Yipsoon is one of the few textile magnates in Thailand. He has a very big impact in Thailand in the world of the textile and he knows lot about that branch and the type of management in that branch. - He is used to deal with foreign partners and so he knows the culture of each one and so can deal with them more properly. - The group controls 40% of the Thai market. He has a big impact in this region. - He can not speak English. - He is a good manager. II. Problematic: Is that joint-venture...
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...Caterpillar Inc. to be competitive internationally in France. Caterpillar is already established in France, but has had its setbacks and challenges along the way. I am going to analyze Caterpillar’s products, industry context, and performance-to date and suggest how they can expand current manufacturing and distribution operations and the institutional challenges that lie ahead. I chose Caterpillar because they are an Illinois company that employs multiple family members of mine. I chose France because my wife is a French teacher and we have visited France multiple times. INTRODUCTION According to The World Factbook, France today is one of the most modern countries in the world and is a leader among European nations. It plays an influential global role as a permanent member of the United Nations Security Council, NATO, the G-8, the G-20, the EU and other multilateral organizations. France rejoined NATO's integrated military command structure in 2009, reversing DE GAULLE's 1966 decision to take French forces out of NATO. Since 1958, it has constructed a hybrid presidential-parliamentary governing system resistant to the instabilities experienced in earlier, more purely parliamentary administrations. In recent decades, its reconciliation and cooperation with Germany have proved central to the economic integration of Europe, including the introduction of a common currency, the euro, in January 1999. Caterpillar was first exposed to France between 100 years ago between 1914 and 1918 during...
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