...Jingwei Qin GBA 490 NUCOR PRESS (EXTRA CREDIT) Daniel R. DiMicco To Retire As Executive Chairman of Nucor; John J. Ferriola Named Chairman Effective January 1, 2014. In November 05, 2013, Daniel R. DiMicco has announced he will retire from as Executive Chairman of Nucor and also from the Board of Directors of Nucor. Board of Directors also announced that John J. Ferriola will become the new Executive Chairman of Nucor in January 1,2014. This is a significant drive force change of Nucor Corporation. The change of top management in a corporation will lead to the different business objective and market position because of the different management model. DiMicco was longest in the position of Executive Chairman of Nucor Corporation. Back to the growth of Nucor Corporation in those years, it is no doubt that the management of DiMicco was successful. Beginning as an economic slump, DiMicco has restructured the steel industry in the United States. During his tenure, the business strategy of the Nucor is growth strategy. Under his management, the total return growth of Nucor is 720% was greater than other steel groups in the United States (ex: S&P Steel Group). For the growth strategy in Nucor Corporation, it is includes “optimization of existing operations, growth through acquisitions, greenfield growth, international growth through joint ventures and expansion of control over raw materials”. In 1992, Ferriola as a manager of maintenance & engineering joined Nucor...
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...Kelsey Davis GBA 490 Professor Shelton February 27, 2014 Netflix Case Questions 2. What forces are driving change in the movie rental industry? Are the combined impacts of these driving forces likely to be favorable or unfavorable in term of their effects on competitive intensity and future industry profitability? The movie rental industry has many forces affecting it. A force that is driving change is always the possibility of potential new entrants into this industry. The movie rental market is growing at a fast pace with few obstacles blocking the competitors from entering the movie rental industry. This could easily dilute the market and pose a potential problem in the future. Another force that is driving the industry is the rivalry among competitors. The number of competitors in the industry is quickly growing. With products offered having little to no differences and the consumer’s cost of switching services very low this makes it a hard industry to compete for customers. Rivals will have to be creative and come up with diverse strategies for providing their services in order to survive in this industry. 3. What does your strategic group map of this industry look like? How attractively is Netflix positioned on the map? Why? When observing the strategic group map the movie rental industry, it is obvious that Netflix is in a great place on the strategic group map. Despite the obstacles Netflix has had to overcome it still holds a large part of the market share...
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...Andrew Meinsen GBA 490-901 Walt Disney Company discussion questions 1.) Walt Disney Company’s corporate strategy is centered on creating high quality family content, exploiting technological innovations to make entertainment experiences more memorable, and international expansion. Walt Disney Companies acquired Pixar and Marvel to enhance the resources and capabilities of its core animation business with the addition of new animation skills and characters. The acquisition of UTV in 2011 was executed for international expansion efforts into India and Russia. Disney’s corporate strategy also allocates substantial capital to its core theme parks and resorts business to sustain its advantage in the industry. Disney has started to integrate its highest grossing movies into its theme parks such as Pirates of The Caribbean and Cars 2 in attempt to capture synergies existing between its business units. 3.) My assessment of the competitive strengths of Walt Disney’s different business unit is that they have a strong competitive advantage of other companies in the same market. Disney’s strengths consist of: strong product portfolio, brand reputation, Competency in acquisitions, and diversified business. Disney’s ability to acquire technologically advanced companies and companies that complement Disney’s weakness in each individual unit and industry. Also the ability to integrate the different business units is a key strength for Disney. The Studio Entertainment unit shares major...
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...A N N U A L R E PO RT 2 0 0 8 Message from the President Throughout its history in the home entertainment arena, Nintendo has created unique hardware and software as one integrated entertainment product, with software being the primary driver. Nintendo has focused its basic strategy on expanding the worldwide gaming audience. To achieve this, Nintendo is encouraging as many people as possible around the world, through its unique hardware and software offerings, to experience and enjoy video game entertainment, regardless of their age, gender, language, cultural background or gaming experience. Nintendo’s first hardware launch in support of the basic strategy “Gaming Population Expansion“ was a hand-held device, Nintendo DS, which allows users to play intuitively. To drive this platform, Nintendo introduced a new software lineup, Touch! Generations, which expands the definition of video games and appeals not only to traditional gamers but also to inexperienced gamers. In the future, Nintendo plans to leverage various uses of the Nintendo DS system, such as playing in public places, and to take advantage of the high market penetration of the device. Nintendo took another step toward expanding the worldwide gaming population by launching an unprecedented video game console called Wii. Since its launch, Wii has been changing the definition of the home video game console significantly. Nintendo has been making efforts to promote Wii by developing compelling software which...
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...March 20, 2014 GBA 490-005 Written Case #2: Panera Bread Company Table of Contents Executive Summary……………………………………………………….Page 3 Recommendations and Justification……………………………………..Page 4-5 Appendix…………………………………………………………………..Page 5 External Analysis of Industry Exhibit 1: Economic Characteristics & Driving Forces…………….Page 5 Exhibit 2: PESTEL Analysis……………………………………… .Page 7 Exhibit 3: Five Forces Analysis…………………………………….Page 8 Exhibit 4: Key Success Factors……………………………………..Page 9 Exhibit 5: Driving Forces…….……………………………………..Page 10 Internal Analysis of Yammer Exhibit 6: VRIN(E)……………………………………………… …Page 11 Exhibit 7: Weighted Competitive Strength Analysis.…. …………...Page 12 Exhibit 8: SWOT(TOWS)…………………………………………...Page 13 Exhibit 9: Strategic Group Map……………………………………..Page 14 Exhibit 10: Financial Analysis………………………………………Page 15 Executive Summary In 1981, Louis Kane and Ron Saich founded a bakery-café named Au Bon Pain that were opened up in airports, shopping centers, and malls throughout the east coast. Au Bon Pain found stiff competition from fast-food competitors, so they initiated a company overhaul and opened re-concepted restaurants which would soon become nation-wide. In August of 1998 they announced the sale of Au Bon Pain for $73 million in cash and the company changed its name to Panera Bread Company. Panera Bread Company was founded during a time of growth in the economy when customers were more willing to spend the few extra...
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...GBA 490 Nucor Individual Written Case Major Issue 1: Nucor is forfeiting market share to foreign steel producing companies who are exporting goods into the United States. In 2011 direct steel imports from foreign competitors accounted for 22% of the U.S. market despite significant unused steel making capacity. Many foreign steel producers have costs at or below that of Nucor. These low production costs allow for foreign companies to undercut the prices offered by Nucor. This in turn leads to the reduction of jobs in the steel industry in the United States. Due to differences in exchange rates and foreign companies receiving government subsidies outside steel producing companies are able to offer unusually low prices for their steel products. Until the World Trade Organization enforces regulations to limit these unfair trade practices, or the U.S. government imposes higher tariffs on imported goods Nucor will continue missing out on large portions of market share within the United States. Major Issue 2: The level of earnings that Nucor is enjoying is nowhere near the level that they had been making before the financial crisis of late 2008. They were in the red in 2009 losing roughly 293 million dollars and have since been creeping steadily back up to a mere 778 million in net earnings in 2011. This is roughly half of the earnings they were reaching from 2004-2008 as they were netting and average of 1.5 billion dollars per year. The steel industry is one that is very volatile...
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...GBA 490 4/7/2010 Case Report Table of Contents Executive Summary 3 Situation Analysis 4 Recommendations 6 Appendix 11 SWOT Analysis 12 Key Success Factors 13 Driving Forces 14 Increasing Globalization 14 Marketing Innovation 14 Diffusion of technical know-how across more companies and more countries 14 Dominant Economic Features 15 Market size and growth: 15 Number of rivals: 15 Number of buyers: 15 5 Competitive Forces 16 Competitive Landscape 17 Financial Analysis 18 Identification of Rivals 19 Percent of Searches 19 Financial Summary from 2007 19 Financial Summary from 2009 19 Yahoo 20 Microsoft Online Services 21 Analysis of Company Strategy 22 Executive Summary To: Eric Schmidt, CEO From: Tyler Echevarria, Amanda Osburne, & Samantha Smith Re: Strategic Analysis of Google Inc. Date: April 7, 2010 This report will make recommendations for improvement of Google Inc. based on the analysis of the company’s financial resources and industry evaluations. Several analytical tools will be used in determining the direction the company should pursue. These analytical tools and techniques include the following: * Evaluation based on SWOT analysis * Evaluation based on Key Success Factors * Evaluation of Google’s business model and strategy * Analysis of financial data * Evaluation of current industry conditions These tools will be used to recommend new opportunities for Google to pursue as they...
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...Andrew Wash GBA 490-321 Written Case 1 February 12, 2014 Table of Contents Issue #1 ……………………………………………………………………………… 2 Issue #2 ……………………………………………………………………………… 3 Issue #3 ……………………………………………………………………………… 4 Recommendation ……………………………………………………………………. 5 Dominant Economic Characteristics ………………………………………………... 7 PESTEL Analysis …………………………………………………………………… 8 Five Forces Analysis ……………………………………………………………….. 10 Drivers of Change in the Industry …………………………………………………... 12 Current Strategy …………………………………………………………………….. 13 Competitor Analysis ………………………………………………………………... 15 SWOT Analysis …………………………………………………………………….. 17 Financial Analysis ………………………………………………………………….. 19 Issue #1 Trader Joe’s first problem is that information is occasionally leaked regarding the identity of their private label suppliers. Trader Joe’s thrives off keeping the identity of their suppliers a secret to all consumers and media in order to maintain the integrity of their products. Since 80 percent of the products sold at Trader Joe’s are private label, the identity of the supplier is not known because the product is sold under the Trader Joe’s brand name. Information leaks regarding Trader Joe’s suppliers could damage their brand image because it could cause Trader Joe’s to lose its charm to consumers and because it could make other companies wary of supplying their goods. First, information leaks could cause Trader Joe’s to lose its charm in the eyes of the consumer. There were news reports spread within...
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...Case Study: Bottled Water Industry Team 3 James Barlow, Julianne Schneider, Robyn Sumner & Katie Austin GBA 490 Dr. Drnevich 26 March 2008 EXECUTIVE SUMMARY The strengths of The Coca-Cola Company’s Dasani brand include its availability and convenience, prominence of the parent company, geographic coverage, financial stability, assets, distribution channels, and image of social responsibility. Dasani’s availability and convenience stems from the fact that the brand is virtually in every supermarket, convenience store and vending machine. Consumers are bombarded with the brand, which makes it very recognizable and well known. Its recognition factor is partly due to the great success of its parent company, since The Coca-Cola Company is so well established and respected in the beverage industry. Another strength is Dasani’s geographic coverage. It is available in 200+ countries in localized flavors, which further extends the brands marketability. Dasani is obviously financially stable, as it is backed by one of the most successful beverage companies in the industry. Its financial stability allows for high cost advertising, marketing, and development. As part of the Coca-Cola family, Dasani reaps the benefits of readily available assets and distribution channels. Assets include water sources, processing systems, and bottling and manufacturing suppliers. Assets like bottling and manufacturing equipment can...
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...Written Case #1: Vera Bradley in 2014: Will the Company’s Strategy Reverse Its Downward Trend? LUICELENA PEREZ – CWID: 11493487 GBA 490-006 Dr. Marino 3/01/2016 Thirty-four years ago in the Hartsfield Atlanta Airport, Patricia Miller and Barbara Bradley noticed that the majority of people had the same simple and boring luggage design. These two friends saw the opportunity to pursue a new market that offers colorful and patterned baggage designs, and that is how Vera Bradley began. Vera Bradley started producing colorful and unique pattered designs for luggage, bags, sports bags and handbags; and after the success of the first product line and their economic growth, they decide to expand, creating new products such as: wallets, purses, computer and cell covers, scarves, beach accessories, lunch bags and jewelry. The company growth was consistent until 2014 when the revenue of the company fell by 1% and the net income decreased around 15%. The customer traffic was declining and new customers were not buying Vera Bradley’s products anymore. After analyzing competitors, the industry, and the internal situation of the company, there are some recommendations that I would like to develop more in-depth to add those into a new strategic plan that can actually generate profit for Vera Bradley. RECOMMENDATIONS Recommendation 1: Decrease production of certain products on the existing line to have a limited amount of high...
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...GBA 490 – 007 23 September 2015 Vera Bradley Case Table of Contents Page Numbers Executive Summary……………………….…………………………………………….……………………………..3-6 Appendix A: Dominant Economic Characteristics…………………………………...…………………..6-7 Appendix B: PESTEL Analysis……………………………………………………………………….……..……….7-9 Appendix C: Five Forces Analysis……………………….…………………….………….……..…………….9-11 Appendix D: Industry Driving Forces………….………..………………..……………..……....………..11-12 Appendix E: Key Success Factors…..………………………………………………….………...............12-13 Appendix F: Financial Analysis..………………………………………….……..……..…….………………13-16 Appendix G: Resources and Capabilities Analysis (VRIN Test)…….…..…………….…………16-17 Appendix H: Weighted Competitive Strength Analysis…………………….……………………………17 Appendix I: Strategic Group Map…………….………………….……………………..………….……….18-19 Appendix J: Current Strategy…………………………………………………….………………………………….19 Appendix K: SWOT Analysis….…………………………………………………..………….………..….…...19-22 Executive Summary The industry for luxury goods, including handbags and leather accessories, was an extremely competitive market. This industry included three subcategories: haute couture, traditional luxury, and accessible luxury. The entire industry was estimated to be worth about $96 billion dollars in 2013 with large continued growth expected (Appendix A). The accessible luxury segment of the market was growing at a particularly high rate, faster than the rest of the industry. Sociocultural factors, such as the growth in the number...
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